3CONTENTSessential RESOURCES32 Online Safety Training Course Directory46 The SafetyNET Network Partners48 Featured Partners Company DirectoryFROM THE EDITORChanging headlines bychanging cultureBy Carmen DeLisle04What’s the risk wally?How Encana is improving safety withvisual cues.11AMHSAImproving Service by Going OnlineExecutive Director Jim Moroney explainshow AMHSA is looking to eLearning toimprove its membership offerings.13FEATURESSafety cultureHow Great Companies Create Itand Others Destroy ItDiscover common mistakes made andeffective strategies used on the road tobuilding an effective safety culture.14A safe driving culture not only saveslives, but reduces collision costs andminimizes revenue loss.The road safety challengeReducing Organizational Collisionsthrough the Creation of a SafeDriving Culture06COVERSTORY14Online Safety Training Network0906Why wear a hard hat?Former paramedic and firefighter MartinLesperance explains the importance ofwearing PPE.09
4EditorCarmen DeLisleGraphic DesignersAdam BeasleyArthur MahContributing WritersDr. Randy FlemmerMartin LesperanceDan MacDonaldCarmen DeLisleCopy EditorsAmanda SmithCarmen DeLisleLisa BorchersFreelance SubmissionsSend queries to firstname.lastname@example.orgThe SafetyNET is published once a yearby BIS Training Solutions and is distributedto health, safety, and environmentalprofessionals in a wide range of industries.To obtain additional copies of thispublication, email:email@example.comFor further information and advertisinginquiries contact:The SafetyNET180-150 Chippewa RoadSherwood Park, AB T8A 6A2CANADAPhone: 866-416-1660Fax: 780-410-1659Email: firstname.lastname@example.orgWebsite: www.trainanddevelop.caContent may be reproduced with permission.BIS Training Solutions does not warrant that products andservices advertised meet any required certification under anylaw or regulation, nor that any advertiser meets certificationrequirements of any body governing the activity.The opinions expressed in the articles are those of thecontributing parties and do not necessarily reflect the viewsof BIS Training Solutions.Publication mail agreement #42200022Return undeliverable Canadian mail to:The SafetyNET180-150 Chippewa RoadSherwood Park, AB T8A 6A2CANADAChanging Headlinesby Changing CultureThe front page reads: Worker killed in fall. Man dead after being pinned underforklift at workplace. Girder falls on man at Ottawa job site. Safety group probesfatal scaffold collapse. Alberta sees five fatal workplace accidents in one week.Headlines like these are deeply disturbing. The most upsetting part about themis that most, if not all, of the incidents that generated these headlines could havebeen prevented. All too often the incidents are caused by inadequate training,inappropriate equipment use, absence of appropriate controls, lack of properPPE, poor planning, insufficient hazard assessment, bad choices, and unsafesituations and behaviours that were known but not corrected.It’s hard not to feel that if greater emphasis was placed on safety at these work sitesthen the headlines would have read differently. Accordingly, we are dedicatingthis issue of The SafetyNET magazine to safety culture–the enduring emphasisand value placed on safety by everyone at every organizational level. Our featurearticle (p.14) describes what a safety culture is, outlines its key benefits, explainsthe challenges faced when trying to create one, as well as provides tips andstrategies for creating a culture of safety within your organization. In this issueyou will also find suggestions on how to build a safe driving culture (p.6) as wellas strong reasons why it’s important to always wear your PPE (p.9).If you are looking for ideas for building safety awareness, read what Encana isdoing to keep their people focused on safety (p.11). Also, learn how the AlbertaMunicipal Health and Safety Association (AMHSA) is looking to online training tobecome a safety focused association (p.13)As our network continues to grow, we invite any organization with an interest inonline learning, whether it’s in developing their own courses or simply makingThe SafetyNET course library available to their employees and clients, to contactus to discuss becoming a SafetyNET partner.We look forward to hearing from you and hope you enjoy this edition ofThe SafetyNET.Sincerely,Carmen DeLislefrom the editorOnline Safety Training Network
6The Road Safety ChallengeReducing Organizational Collisions throughthe Creation of a Safe Driving CultureBy Dr. Randy FlemmerMost organizations aspireto create a culture in whichemployees take pride in thefact that they drive safely andnaturally make safe drivinghabits and choices everyday. But how can this beaccomplished?It is not easy, nor is there a magic bullet.To create a safe driving culture,organizations must be prepared tosupport long-term initiatives. Additionally,organizational goals and policies mustreflect the importance of safe drivingand senior executives must lead the wayby example.Laying the GroundworkThe successful creation of an enduringsafe driving culture requires specificactions from three key groups: senioradministrators, supervisors and drivers.Senior administrators must:• Develop a long-term plan whichserves as the context for all driver safetyimprovement plans.• Identify at least one systematic,research based process that will be usedto plan and implement driver safetyimprovement programs.• Establish company expectations,policies and procedures that supportcontinuous driver safety improvement.• Establish a framework for curriculumdevelopment and training withinthe company.• Model the desired behaviours.• Establish communication betweenstakeholders to keep them informed aboutthe outcomes of the driver improvementprogram.• Provide and manage resources tosupport driver safety improvement.• Monitor and evaluate the company’simprovement programs.• Serve as facilitators and support forlocation-based driver improvementcoaching.Supervisors must:• Facilitate a culture of safe driving andcontinuous driver improvement.• Set expectations and create a climate tosustain these expectations.• Demonstrate attitudes and actions thatnurture a safe driving culture.• Provide ongoing assistance andopportunities for driver growth.• Foster professional discussion aboutsafe driving principles.Drivers must:• Have an attitude that supportssafe driving.• Be competent to perform theirjob duties.• Have strategies to assist them toconsistently drive safely regardless ofconditions, situations and personal factors.This sounds great in theory, but how canyou make this a reality?Through the Road Safety Challenge.The Road Safety Challenge is a programthat is designed to engage drivers inenergy building activities and trainingsessions that assist and support their buy-in for the safe driving process. Through afour-phase process, a culture of safedriving is initiated and supported. Overtime, this culture becomes an enduringpart of the organization.Phase I: Getting the BigPictureSafe Driving VisionFor your safe driving initiative to besuccessful, clear goals must be establishedand a core vision for the future mustbe set. Your initial step would be toclarify your organization’s safe drivingvision, along with short and long termgoals that will form the basis of your keyperformance indicators.Gap AnalysisOnce the goals and vision have been set,you need to complete a full gap analysisof your company and its current practices.This analysis would review:• Current practices relative to your safedriving vision and goals.• Provincial and Canadian compliancylaws and regulations.• How much consistency exists across thecompany in terms of shared safe drivingbeliefs, messages, strategies and ideas.Phase II: Building the ProgramOnce the gap analysis is complete, youcan now start the journey toward creatingan enduring safe driving culture throughimplementation of a variety of programs,initiatives, activities and tools which mayinclude:• Development of an implementationteam who act as program champions.• Building employee ownership intothe process.“goals and policies mustreflect the importance of safedriving and senior executivesmust lead the way by example.”
7• Identification of individual program objectives.• Identification of program key performance indicators.• Development of short and long term initiatives.• Measurement and management tools.• Development of programs that are a mix of broad brushapplications and targeted approaches.Phase III: Program Roll OutThe next step is the actual program roll out. The first and mostimportant objective of the roll out is to get senior administrationand most importantly, supervisor buy-in and commitment. Withoutfull and complete commitment from these groups, your initiativewill fail. Once their support is obtained, you need to gain employeebuy-in, which can be achieved through energy building activitiesand programs that generate employee enthusiasm. Some possibleemployee activities (above and beyond regular training) mayinclude:• Weekly challenges• Safe driving related tailgate topics• Success celebrations• Wearing buttons or stickersPhase IV: Keeping the EdgeKeeping the edge involves changing external, extrinsic energyinto internal, intrinsic energy that will form the foundation foran enduring safe driving culture. To do this, each person in theorganization must personalize the process and make a commitmentto the overall goal. This requires you to:• Create ongoing authentic and fierce discussion.• Have each individual personalize the vision.• Look for vision moments—moments where people made the rightdecisions for the right reason.• Bring new members into the culture through coaching.• Take personal action: Find it, Live it, Coach it.The creation of a safe driving culture is a continual work in progresswhere administrative commitment, resource allocation andconsistency of practice are essential elements for success. In theend, a planned program of culture building will save lives, reducecollision costs and minimize revenue loss. nDr. Randy Flemmer is President of Fleet Safety International, a Calgary basedorganization that specializes in driver training. He is also the creator of theSAFER™ System strategic and behaviour based driver training program. For moreinformation, visit the Fleet Safety International website atwww.fleetsafetyinternational.com.
9Acouple of years ago I was visiting afriend of mine. His 18 year old son,who recently got his first full-timejob on a construction site, was complainingthat he had to wear a hard hat at work.“It’s too awkward,” he said.”It’s too hot,I get too sweaty with it, and it’s reallyuncomfortable.” I responded, “Wait aminute Shaun. I’m going to tell you whythey make you wear a hard hat. You mightbe the safest worker in the country, butthere’s a guy on the second floor of thisconstruction site who isn’t as safe as youare and he lets a hammer fall. Now, if thishammer hits you on the head and you’rewearing a hard hat, well, it can still hurtyou and you’re going to know about it, butchances are you’re probably not going tobe that seriously injured. But if you’re notwearing a hard hat, here’s whatis going to happen.It’s going to hit yourskull and it’s goingto fracture your skulland that’s the leastof your concernsbecause it’s also going to rupturethe blood vessels that go aroundyour brain. It can also ruptureblood vessels that are actually inyour brain. These blood vesselsare going to bleed under quitehigh pressure, so you’re going toend up getting a puddle of bloodin and around your brain. Thispuddle is going to get bigger andbigger. Something has to giveand because your skull is hard itisn’t going to give. But, becauseyour brain is soft and mushy, it isgoing to give. If you’re lucky, they’ll getyou to a big hospital where a neurosurgeoncan go inside and relieve that pressure.”“Now you have a brain injury, so you’regoing to end up in a brain injury ward whereyou might be for several months. Thenyou’re going to get transferred to a placethat is similar to a nursing home whereyou’ll be in a wheelchair. Actually, you’regoing to be tied to this wheelchair becauseyou don’t have muscle control anymore,and the minute they undo the straps thathold you into the wheelchair, you’re goingto go face first onto the tile floor and there’snot a darn thing you’re going to be able todo about it. But there’s this nurse who is justa couple of years older than you. She’s very,very attractive and a lot of fun to be around.She makes you laugh and helps youback into the wheelchair. Youthink to yourself, ‘Boy,I’d really like to askher out.’ But let’sbe serious Shaun.She’s not going todate a guy who’sin a wheelchair,can’t rememberhis name half the time andhas to wear diapers. She’s notgoing to date you. Get overit. You’ll never be more thanjust friends but because she’sso nice to you, she gives youthe best seat in the house andwheels you to the front picturewindow where you can watchthe cars go up and downthe street. In fact, you see acarload of your friends go by. Actually, theywould be your ex-friends now becausethey stopped visiting you several monthsago and you’re angry at them for it.”“Now it’s dinner time, and someonewheels you to the table. They put a bibon you because you can’t feed yourselfproperly; food just falls all over in frontof you. The nurse you don’t really like isgoing to feed you because the nurse thatyou do like is going off to a party becauseit’s Friday night. That hurts. So now it’sbedtime. Someone wheels you back intoyour room, which you share with threeother people, and helps you get into bed.After being tucked in, you lay there andyou start thinking. Then you start doingwhat you do every other night–you laythere and you start crying and you cryyourself to sleep. But just before you goto sleep, one thought goes through yourhead, the same thought that goes throughyour head every night just before you fallasleep. As you lay there you think, ‘MyGod, I have another 50 years of this.’That’s why you wear a hard hat Shaun.” nWhy Wear a Hard Hat?By Martin LesperanceMartin Lesperance is a best-sellingauthor and international speakeron the topic of injury prevention.Drawing on his experience as aformer paramedic-firefighter, Martindrives home the point that safety hasto be a 24 hour concern in order for itto pay off. For more information, visitwww.safety-speaker.com.
10At Global Training Centre - Strathmore, AlbertaTraining Today for Tomorrow’s Safety by Providing and Being“The Best of the Best”When Global Training Centre was first established in 1982, it was becausewe had experienced firsthand the need to provide safety training thatinspired students into truly believing that the most important job they heldwas keeping themselves safe.We’ve come a long way since then. Starting as a home based business inCalgary, we’ve grown to a world class training centre in Strathmore, whereworkers can come to a facility that allows them to touch, see, and feel theirtraining in ways that no one else does, and provides the strongest basepossible for their career in industry.Global not only touches the worker but we have become world renowned forour ability to inspire the leaders of these organizations into achieving a zeroinjury culture.“Our vision is to be an integrated learningsafety company, admired and trusted by ourpeople, by our clients, and by our partners.”Online and Blended LearningOnline First AidGlobal Training Centre makes it easy! Now you can enroll, pay and take yourcourses Online! This is the learning option that caters to your busy scheduleby taking the learning experience out of the traditional classroom and intoyour world.Online First Aid is a blended course. Blended courses are a combination ofonline components and practical hands on training. This method cuts your inclass time commitment in half! Complete this government approved first aidcourse by working through the online portion of the program - then register forthe 1 day in class practical training!On the road - Global Mobile Training CentreGlobal Mobile Training Centre is a one of a kind, state-of-the-artclassroom on wheels that is designed to:• Provide the same high quality, economical, time saving training you wouldhave at Global Training Centre - on your time, on your site.• Giving our clients training options by providing increased flexibility in theirtraining needs.• Save your company money by saving time, wages and travel costs bydelivering on-site training.www.globaltrainingcentre.comIndustry Leader in Safety Training
Encana, a leading North Americanenergy producer, works hard toincorporate innovation into manyaspects of their operations and safety isno exception.After watching a presentation given at a safetyconference about “zombie walkers”– workers whobecome complacent to the risks around them, anEncana HSE team from Alberta decided that theyneeded to come up with something that they coulduse to provide Encana workers and contractors witha strong visual reminder of these dangers. That’swhen Wally was born.Wally is a 6 foot tall, man-shaped figure that is hungon the wall in field offices and used to track the typeand body location of recordable injuries. Since Wallyjoined the organization, he has helped to improveawareness, get Encana employees and contractorstalking about safety, and assist Encana managementto identify injury trends so that additional controlsand training could be implemented. Wally was such ahuge success in Alberta that he can now be found inEncana locations across Canada.When it comes to safety, being memorable andimpactful is important and Wally has helped Encanado just that. nWhat’s the Risk Wally?How Encana makes safety culture visualBy Carmen DeLisle11
12Since 1998, Rescue 7 Inc. has been the Canadian leader inassisting organizations to reduce incident rates, meet statutoryobligations,andmostimportantly,savelives.Theyaimtominimizerisks and associated costs by providing professional training andconsulting services that foster safe work environments.Rescue 7 Inc. is a leading provider of health, safety, emergencypreparedness, and emergency response services in Canada.Based on real workplace situations and delivered by experiencedemergency response professionals, Rescue 7 makes learningeasy, enjoyable, and effective. They provide both traditionalclassroom based training sessions and online blended learningcourses on a wide range of topics relating to occupational health& safety.Rescue 7 offers a wide range of training services including:• CPR & AED• Emergency First Aid• Standard First Aid• Wilderness First AidAll of their courses are federally certified through HRSDC,Health Canada, Transport Canada, and through the applicableprovincial Workers’ Compensation Boards (WCB). All their FirstAid, CPR and AED training courses follow the Canadian Heart &Stroke Foundation (CHSF) Guidelines and are offered as bilingualtraining programs. In addition to their training services, Rescue 7also offers customized training programs, access to their SafetyTracking Accountability & Reporting (STAR™) Systemt, AED units,and accessories to meet the specific needs of your business.With Rescue 7 Inc. as your partner, you will achieve greaterintegration, coordination, and preparedness. Contact their officeto learn more about their online Standard First Aid course.Rescue 7Unit 8, 245 Riviera DriveMarkham, ON L3R 5J9(888) 294-4208www.rescue7.netThe online Standard First Aid course created by Rescue 7 covers all relevanttheory participants need to know before enrolling in a mandatory practical trainingsession. This course was designed as a cost-effective, timesaving alternative forthose individuals who need to learn the fundamentals of basic life support, butwhose schedules may not permit participation in lengthy lectures. Upon successfulcompletion of both the online theory based training and in-class practical session,participants will be awarded their certification.Available in Ontario, this blended learning StandardFirst Aid course covers information needed to respondto a medical emergency either on the job or at home.To receive Standard First Aid Certification, both theonline theory and an in-class training session must besuccessfully completed.standard first aid and cpr onlineIt’s About TrusttTheir web-enabled Safety Tracking Accountability & Reporting (STAR™) System helps to monitor and proactivelymanage your workforce safety needs in order to meet regulatory compliance commitments. Through their securedportal, STAR™ provides your company with a turnkey set of courses, records of employee training, documentedcertifications, and renewal notifications.* Blended training - Online theory combined with hands-on practicumNational businesses and EMS services are teaming up withRescue 7 Inc. to deliver turnkey emergency response programsto communities across Canada.
The Alberta Municipal Health and SafetyAssociation (AMHSA), a not for profitassociation, provides health and safetytraining and support services to over 354municipalities and associate memberorganizations throughout the province.Every town, village, municipal district,county, city and specialized municipalityin Alberta is a member of AMHSA.To grow as a safety focused organization,AMHSA provides its members with access toAMHSA’s training courses, video library andsafety course materials, acts as a certifyingpartner for the provincial Partnership inInjury Prevention program, and providessafety workshops, presentations andcourses tailor made to meet its members’needs. Even with a very successful safetytraining track record, the organization isconstantly striving to do things better. AsAMHSA Executive Director Jim Moroneyexplains, “Although we have been providingexcellent training and certification servicesto our members, I realize that there arealways ways you can do things better.”One of the advances that AMHSA isresearching and hoping to implement inthe near future is online learning. “I thinkthat the possibilities an online courseoffering would provide [to] our membersis very exciting,” says Moroney. “At thispoint in time we are still trying to assessour members’ needs and [are] trying tofind a cost effective way of implementingthis goal, however I believe having anonline option would improve our existingmodel of delivering safety training,”Moroney states enthusiastically.Since AMHSA is an Alberta wideorganization, providing safety training in themost cost efficient manner for its membersprovince wide is a challenge. “Keeping thecosts to our members as low as possiblewhile maintaining a high standard of trainingis a challenge and we are always lookingat new ways of providing better service toour members.” As such, Moroney sees thedevelopment of an online training option asone of the ways of providing safety trainingthat is both convenient and cost effective.“Courses such as Hazard Assessment,Contractor Safety, and Principles of RiskManagement are examples that would lendwell to an online service to our members,”says Moroney. One of the other significantbenefits of an online training componentis the ability to track training of eachemployee. “Although the convenience ofonline courses is unquestionable, the benefitof having a database that can track whattype of training each employee in eachmunicipality has had would be invaluable toour members,” Moroney explains.Although its past is something thatAMHSA is proud of, its future seemsbrighter than ever. nAMHSA: Improving Service by Going Online13
14Safety CultureHow Great Companies Create Itand Others Destroy ItIn the presence of immediate danger, safety is our first andforemost concern. However, when we do something for a verylong time without incident, like driving, we can develop a senseof invulnerability, believing that nothing bad is going to happen.As our false confidence grows, so can the frequency with whichwe take part in risky behaviours such as texting while driving. Theissue with the illusion of invulnerability is that it is an illusion; thereis still potential danger all around us and the consequences of thepotential danger can be extreme.What makes matters worse is that we often make up excuses tojustify, and therefore continue, our risky behaviour. For example,we may convince ourselves that “It was only a short text” or “Thetraffic was moving very slowly.” Excuses like these help to alleviateany guilt that we may have felt for doing what we know we shouldn’thave. Overtime, and with enough excuses, we may forget howdangerous our actions really are and permanently buy into ourillusion, creating an unsafe habit that is extremely difficult to change.It should be evident through the examples above and through yourown experience that changing personal habits can be very difficult.Now consider the challenge faced when trying to make the habitsand behaviours of hundreds of people within an organization safer.Is it even possible? Many will argue that it isn’t. However, a fewbelieve that it can be done, but only through the development of asafety culture.“A strong safety culture is about doingthe right thing all of the time, evenwhen no one is looking.”Patrick Cantner, HSE Director, Willbros CanadaA culture is a set of values, norms, beliefs and attitudes that isshared by a group of people. When a strong culture exists, it canhave a powerful affect on the behaviours of everyone who is part ofit. Many strong cultures already exist around us. Consider a church,a golf course, a prestigious country club, a nightclub or even yourgrandmother’s house. Think about how individual behaviour adaptsto each situation. What changes happen when moving from oneculture to another? Behaviours are typically very different in a churchthan a nightclub, even for the same individual.By Dan MacDonald
15There are many challengesfaced when seeking to createan effective safety culture, asignificant one is that it is tooeasy to be unsafe.
16In organizations with a strong safetyculture, safety is valued above all otherthings including profitability, productivityor ego. When this happens, safety rulesare followed, safety conscious behaviour isthe norm, and individual attitudes towardssafety are positive and reinforcing. Peopleentering these organizations tend to quicklyadapt or discover that they are unwelcome.It doesn’t take long to realize when anorganization has a strong safety culture.These organizations are almost fanaticalabout the safety of their people and itshows in most everything they do from theway they talk, to the way they work, rightthrough to the way they make decisions.When discussing a tour taken of theAlberta Liquor and Gaming Commissionwarehouse that is managed by ConnectLogistics, Marcia Minto, Program Managerfor Government of Alberta OH&S Training &Education stated, “It was really interestingto hear them talk and to watch how theiroperations function. They integrated safetyright into every piece of work that they do.”She explains that the importance placed onsafety can be felt as soon as one walks inthe door, and it is this feeling that helps newemployees to buy into their safety culture.“They have obviously spent a considerableamount of time structuring theirorganization in a way that safety is numberone and that it’s just part of the business.”Indicators of the importance of safety areeverywhere. To get into the warehouse,one must sign in and take a jacket and abadge. The hallways to the warehouse arecovered with health and safety information.“They had a board that identified withnames and pictures who was on the Healthand Safety Committee. Committee minuteswere posted for all employees to access.They had numerous health and safety formsreadily available for staff and a suggestionbox for employees to submit their feedback.They also had a large recognition boarddisplayed with employees’ names, varioushealth and safety bulletins, as well as alarge TV monitor mounted in the cornerthat was showing health and safety relatedinformation. All of these forms of healthand safety communication were displayedbefore you even went through thewarehouse door. It all sends a message that‘we run a tight ship here and safetyis important’.”THE REALITY OF SAFETYMany different types of safety culturesexist across organizations from thegood to the bad to the ugly.The UglyIn organizations with “ugly” safety cultures,no one wins. In these organizations, excusesfor unsafe behaviours are plentiful.“I forgot.”“It will take longer.”“It is more dangerous to wear safety gearthan not as it gets in the way.”“I’ve been doing it this way for many yearsand have never got hurt.”“The low risk of falling does not justify theneed to wear a harness.”“It’ll only take a minute.”In organizations where excuses arecommon, the excuses too often lead toinjuries and fatalities that could havebeen avoided.“I’ve investigated over 100 fatal accidentsand over 300 disabling injuries in my career.At least 80% of the accidents that I’veinvestigated weren’t just preventable, theywere readily preventable and the hazardthat created the accident had quite oftenbeen foreseen. It had been observed, buthadn’t been dealt with.”Ted Lane, Occupational Health and Safety Officer,Alberta Human ServicesThe BadIn some organizations, though safety isextremely important, it is used first andforemost as a way to protect against legal oradministrative penalties, criticism or punitivedamages. As a result, these employerscommonly inundate workers with a barrageof policies and procedures. When asking“They have obviously spent aconsiderable amount of timestructuring their organizationin a way that safety is numberone and that it’s just part ofthe business.”“At least 80% of the accidents that I’ve investigated weren’t justpreventable, they were readily preventable.”
why they have to do something, workers aretold, “Just follow the rules”.These organizations, focused on havinga way to prove that they have doneeverything reasonably practicable should anincident occur, end up shoving safety downeveryone’s throats. Over time, workers maycome to view safety very negatively.“What I’ve found over the years, especiallyin the Fort McMurray area, [is that] wetend to get a little whitewashed withsafety. You can see [it] as soon as youswitch to the safety topic. You can see thedisengagement in the room and people go‘Ya, ya. We know. We know. We know.’”Darryl Chipman, Director, CASCAThis situation is in sharp contrast toorganizations in which safety is usedfirst and foremost as a way to keep theirpeople safe. In these organizations, theemployers’ attitudes and approach tosafety is very different. They explain thatsafety is for everyone’s protection and theyare genuinely concerned with ensuringthat everyone works safely and is properlytrained so that no harm comes to them. Thisapproach to safety positively impacts theattitude of workers, paving the way for astrong safety culture.The GoodMany individuals in organizations thatdo not have a strong safety culture areskeptical that such a thing exists. The realityis that these organizations do exist and thatthey can achieve amazing results not onlyin terms of safety but in productivity andprofitability as well. A prime example isAlcoa Inc., the world’s leading producer ofprimary and fabricated aluminum.In 1987, a new CEO, Paul O’Neill, wasbrought into Alcoa to turn it around. O’Neillunderstood that a large company needs tohave one focus if any dramatic change isgoing to take place. He needed to identifythe most important priority that everyonein the company could agree upon, no onewould argue, and that everyone would worktogether to achieve. He decided that itneeded to be worker safety.“I intend to make Alcoa the safest company in America. I intendto go for zero injuries.” Paul O’Neill, CEO Alcoa Inc.In his openingspeech to investorsin October 1987, heshared his new focusfor the company.“I want to talk to youabout worker safety,”he said. “Every year,numerous Alcoaworkers are injured sobadly that they miss aday of work. Our safetyrecord is better thanthe general Americanworkforce, especiallyconsidering that ouremployees work withmetals that are 1500degrees and machines that can rip aman’s arm off. But it’s not good enough.I intend to make Alcoa the safestcompany in America. I intend to go forzero injuries.”“Now, before I go any further,” O’Neillsaid, “I want to point out the safety exitsin this room.” He gestured to the rear ofthe ballroom. “There’s a couple of doorsin the back, and in the unlikely event ofa fire or other emergency, you shouldcalmly walk out, go down the stairs tothe lobby, and leave the building.”Silence. The only noise was the hum oftraffic through the windows. Safety? Fireexits? Was this a joke? One investor inthe audience knew that O’Neill had beenin Washington, D.C. during the sixties.Guy must have done a lot of drugs, hethought.Eventually, someone raised a hand andasked about inventories in the aerospacedivision. Another asked about thecompany’s capital ratios.“I’m not certain you heard me,” O’Neillsaid. “If you want to understand howAlcoa is doing, you need to look at ourworkplace safety figures. If we bring ourinjury rates down, it won’t be becauseof cheerleading or the nonsense yousometimes hear from other CEOs. Itwill be because the individuals at thiscompany have agreed to becomepart of something important: They’vedevoted themselves to creating a habitof excellence. Safety will be an indicatorthat we’re making progress in changingour habits across the entire institution.That’s how we should be judged.”The investors in the room almoststampeded out the doors when thepresentation ended. One jogged to thelobby, found a pay phone, and called histwenty largest clients.“I said, ‘The board puta crazy hippie in chargeand he’s going to kill thecompany,’” that investortold me. “I orderedthem to sell their stockimmediately, beforeeveryone else in theroom started calling theirclients and telling themthe same thing.”“It was literally the worstpiece of advice I gave inmy entire career.”Within a year of O’Neill’sspeech, Alcoa’s profitswould hit a record high.By the time O’Neill retired in 2000, thecompany’s annual net income was fivetimes larger than before he arrived, andits market capitalization had risen by $27billion. Someone who invested a milliondollars in Alcoa on the day O’Neillwas hired would have earned anothermillion in dividends while he headed thecompany, and the value of their stockwould have been five times bigger whenhe left. What’s more, all that growthoccurred while Alcoa became one of thesafest companies in the world. BeforeO’Neill’s arrival, almost every Alcoa planthad at least one accident per week.Once his safety plan was implemented,some facilities would go years without asingle employee losing a workday dueto an accident. The company’s workerinjury rate fell to one-twentieth of theU.S. average.Reprinted with permission from The Power Of Habit:Why we do what we do in Life and Businessby Charles DuHigg17
18Some people may believe that the cultureO’Neill created prompted managersto report fewer incidences, resulting intheir improved safety numbers, but theopposite was true. In fact, when it wasdiscovered that a gas leak in a small plantin Mexico wasn’t reported to the CEO, thatdivision’s most senior manager, a highlyvalued member of the executive team, wasimmediately let go.THE CHALLENGEIf building a strong safety culture waseasy, many organizations would have one.However, there are many challenges facedwhen seeking to create an effective safetyculture, a significant one being that it is tooeasy to be unsafe.By nature, we seek to find the easiest wayto complete a task, which can make it verytempting to just get a job done withouttaking the time to do it safely.“One of my own brothers was working forme on one job. He took an A-frame ladderand leaned it up against a trailer. When Iwalked by I said, ‘What are you doing?’ Hesaid, ‘I’m going to tie this cable back soit’s not drooping so low.’ He was thinkingof everyone’s safety, but his own. I said,‘Come off that ladder and go get the rightladder for the job’. He turned around andsaid, ‘I’m only going to be a minute.’ Ireplied, ‘I’m only going to tell you this onemore time. Get off the ladder and go getthe appropriate extension ladder for thejob.’ He said, ‘Ya, but I’m only going twosteps up for the job. I could have alreadyhad this done.’ In the meantime, I hadabout 5 or 6 foremen that were watching.I said, ‘Why don’t you come down andcome with me to my office.’ I sat him downin my office and issued him a reprimand:one for insubordination (not listening) andone for performing unsafe activities. WhatI explained to him during our conversationis that, ‘The company pays you to be safe;they pay you to take the time to do the jobcorrectly. I appreciate that you’re pullingthe cable out of the way for everyone butat the same time I don’t appreciate howyou were executing that activity or yourattitude towards personal safety becauseit’s a culture that we really need to promoteand when we let one guy get away with it,we might as well let the next guy get awaywith it.”Darryl Chipman, Director, CASCAIn this example, the supervisor intervenedand an unsafe act was prevented. However,if this supervisor wasn’t around, the unsafeact would have likely occurred.A key point to realize is that the instant adecision is made to do something unsafe,excuses are made to justify the decisionsuch as, “I’m only going to be a minute,” or“I’m only going two steps up for the job.”The point in time at which an excuse ismade is a defining moment.Excuses can be extremely dangerous. Ifnot immediately challenged, they maybe internalized and used to justify futureunsafe behaviour. This inadvertently helpsto build the belief that taking the time to dothings safely is extra work or an unnecessaryburden. This belief, which can becomecontagious among the members of a group,can quickly build unsafe attitudes andpromote the taking of unnecessary risks.“I see that attitude of ‘What does this haveto do with me?’ or ‘I know what I’m doing’or ‘I’ve been doing this job for a hundredyears’ or ‘I just do my job. I just go in anddo my job. Why do I have to worry aboutthat?’ and it’s that attitude that is verydifficult to change.”Marcia Minto, Program Manager for Government ofAlberta OH&S Training & EducationSoon all of the hard work that has been putinto building a safety culture can be lost.THE BENEFITSIf it is extremely difficult to create a safetyculture yet it can easily be destroyed,why even bother trying to create one? Thebenefits, the most important one beingimproved worker safety, far outweigh anypotential challenges.Everyone has the right to make it homesafely at the end of each workday and aExcuses can be extremelydangerous.If not immediatelychallenged, they may beinternalized and usedto justify future unsafebehaviour.
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20strong safety culture is an effective tool tohelp make this happen.“We have seen great results in our safetyculture initiatives. In 2012 we had a 54%reduction in our recordable incidents anda 41.5% reduction in our Total RecordableIncident Rate (TRIR) and we equate a lot ofthat to introducing cognitive safety cultureinitiatives.”Patrick Cantner, HSE Director,Willbros CanadaOther benefits realized through thedevelopment of a strong safety cultureinclude good workers are easier to attractand retain while risk takers are likely to leavethe organization. This not only increasesoverall competency levels across theorganization but it also reduces trainingcosts incurred as a result of high turnover.“If there are problems with safety andpeople are getting hurt, they don’t want towork for you anymore. They’ll leave.”Dan Carter, Director-Central Region & Control Centre,Kinder MorganIt is also important to realize that costscan be decreased, both in terms of livesand capital, through the development of astrong safety culture.“Last year there were 22 fatal workplaceaccidents. If you work out the averagecost of a fatal or disabling accident in theworkplace in Alberta, it’s between 8 and16 million dollars. This is a lot of money,and don’t forget [that] industry is paying forall of those costs directly or indirectly. Weare losing an awful lot of money. We can’treplace the money, we can’t replace thepeople, and we can’t replace the humancosts.”Ted Lane, Occupational Health and Safety Officer,Alberta Human ServicesSIGNS OF A SAFETY CULTUREIf you have not been a part of anorganization that has a strong safetyculture, how would you know what it lookslike when you see it? There are a number oftell-tale signs that indicate its presence.“In my career, I worked with some difficultjoint ventures between internationalcompanies and national oil and gascompanies. The latter were not necessarilyworried about safety per se; it’s a differentmentality in some parts of the world. ButI saw progress from a pathological togreat safety culture in these companiesbecause everyone in the shareholderteams was asking the right questions aboutsafety. Serious incident investigationswere personally reviewed by the mostsenior persons in the company. This senta right message to everyone that actionswould have to be implemented to preventrecurrence. Because everyone paidattention to safety, the culture graduallychanged and the joint ventures achievedquite a strong safety culture.”Tonia Sulkhova, Global Safety & HealthManager, Talisman EnergyWhile organizations like the one justmentioned demonstrate their culture byasking the right questions and ensuringincident reviews are brought to theattention of seniormanagement, otherorganizations likeKiewit have otherindicators–strongemployee buy-in.“Kiewit is an oldercompany but many ofthe people who areexecuting the workor that work within the company are a fairlyyoung group of people. The managementis older and they understand the inherentnature of a safety culture. They haveachieved more sustainable buy-in, moreacceptance of the rules and a shift in theperception of safety [with a change from]‘these are the rules’ to ‘this is how we dobusiness’. They have managed to achievefantastic buy-in from the superintendentlevel right down to the folks in the field.”Darryl Chipman, Director, CASCAIn line with its “Nobody gets hurt”objective, Imperial Oil’s safety culture canbe identified through the development andenforcement of its safety standards.“Imperial Oil is really setting the bar[in terms] of driving the safety culture.”He continues, “They have identifiedand defined risk tolerances associatedwith employee behaviours and haveallocated extensive resources in creatingsafety standards for their company. Theyabsolutely walk the talk when it comesto holding contractors accountable formeeting or exceeding those standards.”Patrick Cantner, HSE Director,Willbros CanadaThough these are just a few indicators ofthe presence of a safety culture, it isn’t hardto find many others when you are in anorganization that has a great culture.”If there are problems with safetyand people are getting hurt,they don’t want to work for youanymore. They’ll leave.”Tonia Sulkhova has more than 15 years of HSEexperience in the oil & gas industry in NorthAmerica and Europe. She holds M.Sc. degrees inboth Environmental Sciences and Safety & Healthand is a Certified Safety Professional and CanadianRegistered Safety Professional. Ms. Sulkhova leadsseveral workstreams on developing Talisman’scorporate occupational safety standards, improvingcontractor performance and building a strongersafety culture across Talisman’s operations.Tonia SulkhovaGlobal Safety &Health Manager,Talisman Energy
21There are seven things capable of single-handedly killing a safety culture and theydo not need to occur frequently to have adeadly effect; a single occurrence can starta domino effect that can wipe out all effortpreviously invested to builda safety culture. One of themost disconcerting partsis that some organizationalleaders do them all thetime without even realizing.1Double standards– The use ofdifferent sets of rulesdepending on the situationor people involved is themost devastating of all the deadly sins.Having a set of rules that does not applyto everyone in the organization, especiallymanagement, will invite others to disregardrules, even those designed to save lives.“I’ve seen this situation happen many timeswhere you get a boss that walks into theshop and on the shop door it reads: ‘Safetyglasses must be worn. Hard hats must beworn. Safety boots must be worn.’ We walkinto the shop and the boss just walks in withnone of that, because he is the boss, so itdoesn’t apply to him. If you do that, yoursafety won’t work. Don’t expect people tofollow something that you tell them unlessyou do it as well. With safety, there is no‘them’ and ‘us’. Everybody is on the sameside. Everybody follows the same rules.”Ted Lane, Occupational Health and Safety Officer,Alberta Human Services2Top-down policy directives – Whena safety policy, procedure or processis created without input from frontline workers or from the people whomthe policy will affect, it can undermine thesafety culture. This common mistake thatmanagers make can cost the companydearly in terms of employee buy-in.“If you are going to write a policy or aprocedure, you always have to involve thepeople that are part of theprocess, [those people] whoI call the frontline people;these are the experts who doit every day. If you sit in anoffice and write a policy aboutsomeone in the warehouseand you know nothing aboutthat position, how can youeffectively communicate apolicy to them when they arethe experts? So why not get them involved?Have them assist in writing the policy. I findyou get more buy-in from this process.”Sharon Cole, OHS Consultant, Alberta Gaming andLiquor Corporation3Poor attitude and performance –Another deadly sin when it comes tosafety culture is allowing cancerousattitudes and poor performance to flourish.You have probably met people with a poorattitude toward safety. These are the peoplewho mutter, “This is BS” during a safetymeeting or who believe, “This doesn’t applyto me” because they have been aroundfor so long or they have a relationshipwith someone high up in the company.Standing by as these poor attitudes andbehaviours go unchecked can be extremelydangerous due to their infectious nature. Ifthese attitudes and behaviours are held bySharon Cole graduated from theUniversity of New Brunswick OHSOnline Program and has extensive OHStraining. She has held positions in the oilindustry in Newfoundland and Alberta,and with Municipal and Provincialgovernments.Sharon is very passionate about OHSand ensuring people go home safe.Sharon ColeOHS Consultant,Alberta Gamingand LiquorCorporationTHE SEVEN DEADLY SINS
23someone with a strong personality, they canquickly spread like a cancer to destroy aneffective safety culture.“We have to reward good safetyperformance and we have to have zerotolerance for bad safety performance and Idon’t care who you are in that organizationor how valuable you are to it. If you can’tcomply with the safety rules, sooner or later,you got to go. I’ve heard the excuses a lot,‘Ya. I know he is not doing it, but he is theboss’s son’ or ‘He’s the only guy that cando that’ or whatever. None of that. Zerotolerance for bad performance and rewardsfor good performance. We have to showpeople that we appreciate people followingthe rules and that’s where you get the bigcultural change.”Ted Lane, Occupational Health and Safety Officer,Alberta Human Services4Shifting priorities – Constantly shiftingpriorities is a common managementsin when it comes to sustaining orbuilding safety cultures. All too oftenorganizations claim that safety is their toppriority, but then something changes andsafety takes a back seat to other things suchas profitability or productivity. When thishappens, a powerful and lasting messageis sent throughout the entire organizationthat safety is important, but only when itis convenient. This quicklyerodes a safety culture.5Not walking the talk– When supervisors,managers or companyexecutives say somethinghas to be done or done ina particular way, and thendoes nothing to enforce it,or worse, they do the opposite, they canquickly destroy their organization’s safetyculture.“The worst thing leaders can do is notfollow the company’s safety vision. In otherwords, if you say ‘Production done in theabsence of safety will not be valued orrewarded’ and you allow that to happen,you will destroy the safety culture.”Patrick Cantner, HSE Director,Willbros Canada6Punishing good behaviour – Somesupervisors, managers and leadersinadvertently punish the verybehaviours they are hoping to see more of.“On one job, I had a guy bump into a lightfixture with a zoom boom. He broke a smalllittle cover for the light. It was about $25 tobuy a new cover and 30 minutes in labourMr. Cantner has an extensive backgroundas a senior management leader in boththe public and private sectors. With 18years of comprehensive experience,he specializes in the development andimplementation of creative strategies toimprove safety systems and positivelychange workplace safety cultures.Patrick CantnerHSE Director,Willbros Canada
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I have been with the Government of Alberta for 5 yearsand I currently manage the GoA OH&S CertificateTraining Program within Corporate Human Resources.I’m involved in the design, development, evaluation,scheduling, and facilitation of the OH&S coursesdelivered through the program. I evaluate the qualityand effectiveness of different program components likebusiness processes, course content, and our team ofvolunteer facilitators.Marcia Minto,MBAProgram Managerfor Governmentof Alberta OH&STraining &Educationcosts to change it. He came down off thezoom boom [and] he went in and reportedhimself. This guy was given 3 days off ofwork with no pay to sit in camp. This cancause a huge problem encouraging peoplenot to admit their mistakes. Actions likethis send a bad message throughout theorganization and some people just maystop doing the right thing.”Darryl Chipman, Director, CASCAPunishing admirable behaviour orreprimanding those who point out unsafeconditions acts to destroy a safety culture.“If someone comes forward and then getsyelled at or screamed at from the linemanager, this will decrease the likelihoodof them coming forward in the future.Employees want to feel empowered todo that and not feel repercussions. If youfeel those repercussions, you’re not goingto be empowered to stand up and saysomething.”Marcia Minto, Program Manager for Government ofAlberta OH&S Training & Education7Complacency – Complacency is thequiet killer of safety cultures. It cansneak up on organizations, divisions,departments or teams who have beendoing things right for a long time withoutincident. With so much success behindthem, it can become easy to forget theimportance of ensuring adherence tothe policies and procedures that wereinstrumental to their success. Assumptionsare made that everyone knows what needsto be done and will continue to do so in asafe manner. Overconfidence can lead tothe relaxing of rules and procedures, whichcan trigger a subtle domino effect thatbecomes the undoing of a safety culture.TIPS AND STRATEGIESBy this point it may seem that creatingand sustaining a safety culture is not onlydifficult, which it is, but almost impossible.I assure you that it’s not. The following arehelpful and inexpensive tips and strategiesfor creating a strong safety culture withinyour organization. Depending on yourorganization and its current culture, somesuggestions might work better than othersbased your particular situation. The key is toidentify the ones that make the most sensefor your organization then implement themwith consistency and determination one at atime to increase your chances of long-termlasting success.1Be willing to make sacrifices – It isimportant to realize that changinga culture will be much more difficultin some organizations than in others. Inextreme situations, the transition from aweak safety culture to a strong one can bea painful process but, to make the change,tough choices, sacrifices, and a lot ofdetermination are needed. In situations likethese, an organization is likely to take a stepbackward before it can take steps forward ina safer direction.“[In] one of the major constructioncompanies in Alberta that I dealt with yearsago, their lost time rate was going throughthe roof; they had some fatalities. Theycame and asked for help. I met with themstarting with senior management all the waydown to supervisors–who are a really keyelement in effective safety–and workers.They determined that they were going tohave a policy of zero tolerance and theyimplemented it and they stuck to it and theylost work because of it. They had to reducetheir sales in the first year because they lostthe cowboys who were working for themand they didn’t have enough people to dothe jobs. Within 3 to 4 years they came backto where they were and bigger than wherethey were because they recruited the goodguys and these ones stayed even when thecompany was paying a little less than itscompetitors because they would rather bethere. So when they got back to the samelevel of sales, they were way more profitablebecause they were way more efficient andthey didn’t have the cost of all the accidentsand injuries.”Ted Lane, Occupational Health and Safety Officer,Alberta Human Services2Engage employees – All toofrequently safety policies andprocedures are developed at the topof the organization and then passed down.A powerful way to improve employeeengagement and compliance is to askemployees for their personal opinions,suggestions and solutions on safety relatedmatters. If you are truly interested in theirideas and opinions, they will give them toyou and it can have a positive impact on theorganization when you implement them.“We promote the guys to do some of thethings in their own way. We just recently hadsome safety tour paperwork that the guysComplacency is thequiet killer of safety cultures.Ted Lane began his career with OH&Sin England as an inspector. Ted wassubsequently seconded to the BritishHealth and Safety Executive, specializingin the investigation of serious workplaceaccidents throughout the United Kingdom.In 2000, Ted returned to Alberta andstarted work for the Alberta Government asan OH&S Officer.Ted LaneOccupationalHealth and SafetyOfficer, AlbertaHuman Services27
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We try toengage the folks in the field and oneof the guys says, ‘What if we were tochange it to pictures on a templateand writing it up rather than just atwo-page write up on the hazardsthat we find from that day?’ What agreat idea, you have three pictureswith a few sentences and then youcan present that to everyone. Thismakes it easier to fill out the form,saves time, [it’s] easier to review andthat idea came right up from thefield.”Darryl Chipman, Director, CASCA3Encourage candour – A keyelement of a strong safetyculture is open, candidcommunication. All too oftenemployees are either afraid to orare discouraged from speaking upwhen someone or something isunsafe, especially if managementis involved. However, situations likethese are the ones where candouris even more essential. Candidcommunication may initially feeluncomfortable to someone who isnot used to an organizational climatewhere employees can be extremelyblunt and forthright with anyonein the organization including anylevel of management, even seniorones. Though done respectfully,nothing is held back when it comesto suggestions for improving andenforcing safety. A person from thefrontline can approach a c-levelexecutive and say, “John, you cannever come back here without ahard hat. It’s too much of a risk andit sends a bad message to everyonewho works for you. You need to leadby example.” In order to achieve thislevel of openness, an organizationrequires a solid foundation of trustand respect for people at all levels.Once achieved, people are no longerafraid to openly call out issues orunsafe behaviours, regardless of theperson they are speaking to.“Going into a workplace, I try toassess what the safety culture isjust by observation. I’ll go in as aninspector: I’ll be wearing my hardhat, my very scary OccupationalHealth & Safety jacket and I’llprobably be tailed around by abunch of worried managers.”Continuing on, “But I’ll leavesomething off. Maybe my eardefenders off one ear or one ofthe side pieces missing off myA key element of a strongsafety culture is open,candid communication.As the monitor for the CASCAdivision of our parent company CEDAInternational, I monitor the safety,production and financial performance ofCASCA divisions. My team makes effortsto reduce our exposure to hazards byfocusing on operational efficiency andempowering our frontline members toprovide potential solutions.Darryl ChipmanDirector, CASCA
safety glasses or whatever. If some guythat is working a lathe, driving a forklift ortweaking the floor says, ‘Hey! Hey you! Getthe hell out of here. You get that fixed. Youcan’t come in here like that!’ Guess what,that culture works.”Ted Lane, Occupational Health and Safety Officer,Alberta Human Services4Lead by example – Leading byexample is an effective strategy forbuilding a strong safety culture asactions speak louder than words. Whenleaders, managers and supervisors all setthe example consistently by followingpolicies and procedures and wearingrequired PPE, it sends a powerful messageto all employees that safety is important.“A really good sign of an effective safetyculture is when I get the MD (ManagingDirector) of the company and he puts all hissafety gear on before he walks through theshop floor door.”Ted Lane, Occupational Health and Safety Officer,Alberta Human Services5Promote transparency – Transparencyis the state in which issues are exposedand performance statistics are openlyshared. This exposure indirectly putspressure on everyone to perform in a safemanner, reducing the likeliness of incidentshappening.Kinder Morgan is an example of a companythat promotes transparency. On its publicwebsite, it’s possible to view safety reportsincluding OSHA recordable injuries andillnesses, avoidable company vehicleaccidents, gas pipeline incidents andreleases from onshore pipeline right-of-ways, all current and all online.6Employee empowerment –Empowerment is a great way toincrease employee buy-in andcompliance. It involves providing employeeswith the authority to make decisions thatimpact organizational safety. Empowermentsends a clear message that your employeesare intelligent, capable people who canmake important and sometimes toughdecisions when it comes to safety.“Our control centre operators do not haveto get approval to shut down a pipelineif they feel there is an unsafe condition.This is built into our procedures. It’s partof our training and they will exercise thatoption when required. This can cost theorganization large sums of money for everyminute a pipeline is shut down. In a lot ofcases it’s a false alarm, but we ensure thereare no repercussions for the employee.”Dan Carter, Director-Central Region & Control Centre,Kinder Morgan7Make it personal – An important partof creating a strong safety cultureis developing personal reasons foremployees to work safely. When explainingwhy safety is important, do it in a way thatemployees can relate to and ensure thatit makes sense for them personally. If youcan make that personal connection, it willbe more meaningful and can result in asignificant change in safety behaviour.“I was fairly new in the OHS field, whenI had a guy come up to me and say,‘Safety is no good and no one can getme to change and do things differently’.He was an offshore worker at the time inNewfoundland, but migrating back andforth from Alberta. He was from the oldschool as we say. Well, I sat there andlistened to him for a few minutes and thenI decided on what approach I should usewith him. He had a best friend that workeddirectly with him on the offshore oil rig.I proceeded to say, ‘If you do not want tolook after yourself, then at least look afteryour peers, including your best friend thatyou work with.’ Their families travel togetherand their kids played together all thetime. I now had his attention. I said, ‘Thinkabout it this way. You and your friend wereboth working on a shift and your friendwas doing something that you saw wasunsafe and you could have spoken to himand reminded him that there is a saferway but you chose not to. Your shift endsand you proceed to your room to cleanup and your friend said he will be thereshortly as he just wanted to finish up histask. He never showed up. Shortly after,there is a knock on the door and you aretold that your friend had an incident anddid not make it. How would you feel then?Could you live content knowing that youcould have made a difference by talkingto him and reminding him there is a saferway? How will you feel when you have toface his family and his kids back home?You need to think about that.’ There wascomplete silence for 3-4 minutes and thenhis words to me were, ‘I never thoughtabout safety that way.’ I knew it had hithome with him. Moving forward from thatday, he became one of my best safety-conscious people on the offshore rig.”Sharon Cole, OHS Consultant, Alberta Gaming andLiquor Corporation8Communicate frequently – Frequentand regular communication is criticalfor successful development of a safetyculture. To be motivated to become safer, itis important for everyone to know where thecompany began in terms of safety, whereit is at any point in time, and how far it hascome. Adam Czarnecki, Human ResourceManager for Great West Kenworth, suggestssending out monthly statistics on injuries.This information can be provided during”Could you live content knowing that you could havemade a difference by talking to him and reminding himthere is a safer way?”Dan Carter has enjoyed a 33 year career in the oilbusiness starting in 1980 with Imperial Oil at theIOCO refinery in Port Moody, British Columbia. Heattained his power engineering certifications at BCIT.In 1995, Dan joined Trans Mountain Pipeline to workin pipeline operations as a Control Centre Operator.He operated pipeline systems for seven years beforemoving into a supervisory role with Kinder Morgan.Dan CarterDirector-CentralRegion and ControlCentre, KinderMorgan29Adam Czarnecki, BA, CHRP, is a winner ofthe HRIA Award of Excellence, educator,writer, blogger, technology enthusiast,photographer, videographer and socialmedia dabbler.Adam is also an avid volunteer for manyorganizations including HRIA, HRAC, SAITand MRU.Adam CzarneckiHuman ResourceManager, GreatWest Kenworth
30CayCan Safety is a government approvedcommercial vehicle auditor that providesprofessional services including auditpreparation, National Safety Code auditsand post audit compliance consulting.Commercial Vehicle AuditsAudit PreparationNational Safety Code AuditsPost Audit Compliancewww.CayCan.catailgate meetings, toolbox meetings, through bulletin boards,newsletters, emails, texts, or a variety of other mediums. Keep inmind that communication needs to be two-way, not just top-down.Ask questions and seek ideas, suggestions, and opinions.9Use appropriate rewards and recognitions – To help supportthe development of a strong safety culture ensure that safebehaviours and attitudes are rewarded and recognized, not bycontests or in ways that might cause incidents to go unreported,but in long-term meaningful ways. Examples include considerationfor internal promotions, raises, and bonuses.“When we have safety positions that are available, we always hirefrom within. We have programs that are structured. Folks take safetycourses and programs on their days off on their own time and theybecome safety stewards. They receive a little incentive, maybea dollar per hour and when we need to hire three more safetyguys for new projects, we go to our books and say, ‘Whose takencourses?’”Darryl Chipman, Director, CASCA10Start with yourself – When it comes to building a safetyculture, the most important thing to remember is thatit needs to start with you. Too often, the focus is onwhat others need to do–top management, coworkers, employees,supervisors, and foremen–but no matter what your position is,you have to start with you. If everyone waits for someone else toimprove safety within the organization, it is unlikely that change willever happen.When you see what people go through when someonedear to them is seriously injured or killed, you quicklyrealize that they would give almost anything to undo whathappened. If a safety culture can prevent even one life frombeing lost or destroyed, it is worth the investment of time,money and effort. We shouldn’t wait for a divesting accidentor the loss of lives to change our ways and we shouldn’twait for other people to change first. We need to start withourselves. With passion, time and consistency of purpose, youcan positively impact the culture within your organization; itonly requires the decision to make a difference. nWhen it comes to buildinga safety culture, the mostimportant thing to remember isthat it needs to start with you.
31BEARAWARENESSlearn the dangerspot the signsreduce your risksstay safeThis online Bear Awareness trainingprogram covers information forindividuals who spend time working,hunting, or enjoying recreationalactivities in bear country.The information in this course willhelp you become more knowledgeableabout your surroundings, and prepareyou to handle a situation where bearsmay pose a hazard to you.BEARAWARENESSlearn the dangerspot the signsreduce your risksstay safeThis online Bear Awareness trainingprogram covers information forindividuals who spend time working,hunting, or enjoying recreationalactivities in bear country.The information in this course willhelp you become more knowledgeableabout your surroundings, and prepareyou to handle a situation where bearsmay pose a hazard to you.
ONLINE SAFETY TRAININGcourse directoryAboriginal Awareness $34.95This online Aboriginal Awareness course introduces the concept of cultureto set the foundation for discussion of Canada’s Aboriginal people, theirvalues, concerns and history.• What is culture?• Becoming culturally aware• Who are Canada’s aboriginal people?• Aboriginal historyDuration 90 Mins Passing Mark 80% Developed By Sotera Safety Inc.awarenessAir BrakesThis online Air Brakes course is designed as a refresher and study aid forindividuals who will write an Alberta Air Brake knowledge test at a registry.This course is also ideal for individuals or corporations with employeeswho need air brake refresher training.• Air brake system overview• System failures• Driving tips• Air operated disc brakesDuration TBA Passing Mark TBA Developed By Fleet Safety InternationalDrivingCOMINGSOONAerial Lifts and Scissor Lifts $89.95This online Aerial Lifts and Scissor Lifts course covers the safe operation,inspection and anatomy of powered industrial aerial and scissor lifts.• Anatomy and components• Inspection and records• Aerial lift regulations• Common hazardsDuration 90 Mins Passing Mark 80% Developed By Hard HatEquipmentAdvanced RiggingThis online Advanced Rigging course covers important aspects of riggingincluding using a rigger’s card to calculate complex lifts; weight transfer andcrane loading during load turning; load drifting; pulling loads with winchesand blocks; and moving loads with mechanical, air or hydraulic systems.COMINGSOON• Load turning and drifting• Levers, jacking and rolling• Winches and blocks• Off-level pick pointsDuration TBA Passing Mark TBA Developed By Industrial Training InternationalEquipmentApproved by the Alberta Government for removal of 3 demerit points froman Alberta operator’s license, this online Defensive Driving course coversimportant aspects of safe driving.• Collisions• Drinking, Driving and Drugs• Fatigue• DistractionDuration TBA Passing Mark TBAAlberta Defensive DrivingDeveloped By Fleet Safety InternationalDRIVINGCOMINGSOON33
34Back Safety $49.95This online Back Safety course covers safe lifting practices as well asimportant information that all individuals should know about the mostcommon back injuries.• Anatomy of the back• Whole Life/Health cycle• Lifting safety• Back exercisesDuration 60 Mins Passing Mark 80% Developed By JJ KellerSafetyBacking Safety Fundamentals $29.95This online Backing Safety Fundamentals course explores the main risksassociated with backing up a vehicle and offers simple solutions to reducethose risks.• Avoiding backing up• Circle checking• Looking back• PracticeDuration 30 Mins Passing Mark 80% Developed By Thinking DriverDrivingArticulated Boom Truck (Knuckle Boom)This comprehensive online Articulated Boom Truck course meets theOSHA requirements for powered industrial articulated boom trucks, alsoknown as knuckle boom trucks.• Anatomy overview• Crane operations• Setup considerations• Mobile crane hazardsDuration TBA Passing Mark TBA Developed By Hard HatEquipmentAsbestos Hazard AwarenessThis online Asbestos Hazard Awareness course is specificallydesigned to provide an understanding of the hazards associated withworking around asbestos.Duration TBA Passing Mark TBA Developed By Vivid Learning SystemsAwareness• Workplace conditions• Health effects• Rights and responsibilities• Control measuresBasic RiggerThis online Basic Rigger course provides a quintessential introductionto rigging activities through discussion of rigging equipment, riggingequipment selection, and proper inspection techniques.• Hitch capacities• Sling protection• Rigging identification• Rigging inspectionDuration TBA Passing Mark TBA Developed By Industrial Training InternationalequipmentArc Flash AwarenessThis online Arc Flash Awareness course offers a well-rounded approachto the basics of electrical safety and helps increase understanding of thedangers of electricity from both a shock protection and an arc flash pointof view.• What is an arc flash?• Effects of an arc flash• Protection methods• Approach boundariesDeveloped By A & E Training and Technical SolutionsDuration 75 Mins Passing Mark 80%Awareness$44.95COMINGSOONCOMINGSOONCOMINGSOONAlcohol and Drug Awareness $39.95This online Alcohol and Drug Awareness course emphasises the seriousnessof being “fit-for-work” and identifies personal responsibilities as they relateto ensuring the health and safety of all workers.• Legalities• Work standards• Testing• ConsequencesDuration 30 Mins Passing Mark 80% Developed By Apex Integrated WestAwareness
Boom TruckThis comprehensive online Boom Truck course provides information onthe safe operation of powered mobile cranes. This course meets OSHArequirements for powered industrial boom trucks.• Anatomy and components• Crane stability and load charts• Basic rigging principles• Safe operationDuration 90 Mins Passing Mark 80% Developed By Hard HatEquipmentCompliance, Safety and Accountability for Non-Drivers $49.95This online Compliance, Safety and Accountability (CSA) course providesan overview of CSA, the specific ways that CSA affects your job and thejobs of other non-driving personnel, and how you and others can have animpact on your company’s CSA score.• The CSA system• Role of the operations department• Maintenance functions• Safety functionsDuration 90 Mins Passing Mark 80% Developed By JJ KellerDrivingChainsaw Safety $79.95$89.95Chainsaw safety is critically important as chainsaws are often the mostdangerous tool on a work site. This online Chainsaw Safety course willincrease understanding of the dangers of chainsaws and the steps requiredto operate them safely.• Safe chainsaw handling• Required equipment• Felling trees• Cutting techniquesDuration 60 Mins Passing Mark 80% Developed By HRS Group Inc.EquipmentBloodborne Pathogens: Exposure in the Workplace $49.95This online Bloodborne Pathogens: Exposure in the Workplace courseprovides important information that workers and supervisors can use toprotect themselves from being exposed to blood or blood-containingmaterials in the workplace.• Exposure control plan• Personal protective equipment• Responding to emergencies• Signs and labelsDuration 60 Mins Passing Mark 80% Developed By JJ KellerSafetyThis online Bloodborne Pathogens course helps employers to provide asafe and healthy work environment for their employees and minimize thepossibility of employee exposure to bloodborne pathogens.• Transmission• Prevention• Workplace exposure• Emergency responseDuration 45 Mins Passing Mark 80%$49.95Bloodborne PathogensDeveloped By Vivid Learning SystemsSafetyBear Awareness $39.95This online Bear Awareness course covers information that will assist in theidentification of different bear species and to react appropriately should abear be encountered in the wild.• Characteristics of bears• Differences between black bearsand grizzly bears• Bear country activities• Bear confrontationsDuration 60 Mins Passing Mark 80% Developed By HSE IntegratedAwareness BC Safe Driving $95.00This online BC Safe Driving course is a comprehensive defensive drivingprogram designed to teach responsible driving practices and to help driversof all experience levels become better drivers. This course covers the rulesof the road and the obligations of drivers.• Components of your vehicle• Attentive driving activities• Traffic safety laws• Driving conditionsDuration 3.5 Hours Passing Mark 70% Developed By Canada Online Training CorporationDriving35
36Effects of Stress on Driving $39.95This online Effects of Stress on Driving course explains how workdaystress can result in distracted driving, poor decision making, and physicalimpairments such as loss of peripheral vision or muscle coordination.• Adrenaline and your brain• Sign of stress overload• Road rage• 0-60 escalationDuration 60 Mins Passing Mark 80% Developed By Medea and AssociatesDrivingDriving is a serious responsibility. This online Defensive DrivingFundamentals course explains how the five fundamentals of defensivedriving can be used to reduce risk to you and others.• Thinking and looking ahead• Anticipating hazards• Keeping options open• Managing riskDuration 90 Mins Passing Mark 80%$49.95Defensive Driving FundamentalsDeveloped By Thinking DriverDrivingDrowsy Driving: Taking ResponsibilityFatigue can be a silent killer when driving. This online Drowsy Driving:Taking Responsibility course reviews the dangers of drowsy driving andprovides strategies that work to prevent it.• Defining fatigue• Understanding sleep• Recognizing fatigue• Fatigue strategiesDeveloped By Fleet Safety InternationalDuration 2.5 Hours Passing Mark 80%Driving$49.95Defensive Driving Attitudes $49.95This online Defensive Driving Attitudes course encourages drivers to thinkabout motivations and personal factors that cause excessive risk takingand impulsive driving decisions.• Pet peeves• Stress• Anger• Aggressive drivingDuration 90 Mins Passing Mark 80% Developed By Thinking DriverDrivingDefensive Driving $49.95This online Defensive Driving course explores the six components of theSAFER System of defensive driving: Space, Attitude, Foresight, Eyesightand Responsibility.• Driver competency model• SAFER defensive driving system• Common collisions• Advanced driving skillsDuration 3 Hours Passing Mark 80% Developed By Fleet Safety InternationalDrivingConfined Space Entry and Monitor $109.95This online Confined Space Entry and Monitor course provides informationto individuals required to perform tending worker duties to personnelworking in a confined space.• Confined space entry planning• Entry authorization• Confined space monitor responsibilities• Emergency and rescue proceduresDeveloped By Safety Coordination ServicesSafetyDuration 3 Hours Passing Mark 80%Confined Space Entry $89.95This online Confined Space Entry course provides important informationfor individuals required to work within a confined space.• Recognizing confined spaces• Eliminating and controlling hazards• Responsibilities• Personal Protective Equipment (PPE)Duration 2.5 Hours Passing Mark 80% Developed By Safety Coordination ServicesSafety
$49.95This online Emergency Procedures course covers proper procedures forresponding to a wide variety of emergency situations including medicalemergencies, fires, natural disasters, explosions, bomb threats, hazardousspills and acts of violence.• Medical emergencies• Fire emergencies• Evacuation and reporting• EscapeDuration 60 Mins Passing Mark 80% Developed By Vivid Learning SystemsSafetyEmergency ProceduresFatigue Management for Supervisors $49.95This online Fatigue Management for Supervisors course is specificallydesigned to assist organizational leaders to understand fatigue, learnhow it effects their employees, and evaluate their own organizationfor fatigue dangers.• Fatigue and the law• Defining fatigue• Fatigue strategies• Your responsibilitiesDuration 2 Hours Passing Mark 80% Developed By Fleet Safety InternationalDrivingFirefighting & Fire Extinguisher Safety $79.95This online Firefighting & Fire Extinguisher course provides the basicknowledge and skills required to fight a small fire. Topics covered in thiscourse include types of fires, fire extinguishers, and extinguishing agents;fire extinguisher operation; and firefighting procedures.Duration 90 Mins Passing Mark 80% Developed By Astec Safety Inc.Safety• The fire triangle• Fire classifications• Types of fire extinguishers• Firefighting proceduresFall Protection Awareness $39.95The online Fall Protection Awareness course provides employers andemployees with a basic understanding of workplace fall hazards and thecontrol measures that can eliminate or mitigate those hazards.• Common workplace fall hazards• Fall protection equipment• Fall protection plans• Emergency response planningDuration 90 Mins Passing Mark 80% Developed By Second ImpressionsawarenessThis comprehensive online Fall Protection course is designed forindividuals who plan, supervise, or perform work at heights. This coursecovers many aspects of fall protection including fall protection planning,equipment, safety measures, and controls.• Fall prevention• Fall hazards and controls• Fall rescue planning• Arresting falls and swing falls$89.95Fall ProtectionDeveloped By Safety Coordination ServicesSafetyDuration 3 Hours Passing Mark 80%Electrical Safety Training $89.95This online Electrical Safety course provides a well rounded approachto the basics of electrical safety and helps increase understanding ofthe dangers of electricity from both a shock protection and arc flashprotection point of view.• Energy flow and barriers• Induction• Step and touch potential• Safe work proceduresDuration 3 Hours Passing Mark 80% Developed By A & E Training and Technical SolutionsSafety Electrical Hazard Identification and Risk AssessmentThis online Electrical Hazard Identification and Risk Assessment coursefocuses on aspects of hazard identification and risk assessment asoutlined in Canadian Standards Association CSA Z462-12 WorkplaceElectrical Safety.• Hazard identification process• Risk assessment parameters• Responsibilities and regulations• Risk reduction strategiesDeveloped By A & E Training and Technical SolutionsSafety $44.95Duration 60 Mins Passing Mark 80%37
38Forklift FundamentalsThis online Forklift Fundamentals course provides an overview of keyaspects of safe forklift operation through discussion of forklift types,features, controls and safety devices.• Forklift types and differences• Forklift parts• Forklift controls• Safety featuresDeveloped By Vivid Learning SystemsDuration 30 Mins Passing Mark 80%Equipment$49.95Forklift Operator Safety $49.95This online Forklift Operator Safety course covers topics relevant tothe safe operation of forklifts including pre-operation inspections, loadhandling and maintenance.• General safety• Pre-operation• Operation• Load handlingDuration 90 Mins Passing Mark 80% Developed By JJ KellerEquipmentGHS Awareness $59.95This online GHS Awareness course is aimed at the worker or handler ofhazardous chemicals and introduces general awareness under OSHA29 CFR 1910.1200. Learners will gain an understanding of Hazcomrequirements and their role and responsibilities in the workplace.• Roles and responsibilities• Basic classification• Labeling• Safety Data Sheets (SDS)Duration 90 Mins Passing Mark 80% Developed By ICC Compliance CenterGENERAL AWARENESSONLINE TRAININGAwarenessFour-Wheel Drive Fundamentals $49.95This online Four-Wheel Drive Fundamentals course provides basicinformation required for safe operation of commercial four-wheel andall-wheel drive vehicles.• Equipment familiarization• Ascending & descending hills• Vehicle stability• Operating transfer cases and axlesDuration 30 Mins Passing Mark 80% Developed By Thinking DriverDrivingGas DetectionDesigned for personnel in the oil and gas industry who work with or nearflammable substances, this online Gas Detection course covers flammablesubstances, their detection, and the use of appropriate control methods.• Gas and vapour detection• Combustible gas monitors• Interpreting gas readings• Control methodsDuration TBA Passing Mark TBA Developed By Safety ManSafetyThis online First Aid Interactive Refresher course is a collection of emergencysimulations that provides opportunities to practice first aid and safetymanagement.• Injury prevention• Universal precautions• Primary and secondary assessments• Directing bystandersDuration 45 Mins Passing Mark 80%$29.95First Aid Interactive RefresherDeveloped By SOS First Aid and Safety TrainingAwarenessCOMINGSOONFirst Aid Awareness $39.95This comprehensive online First Aid Awareness course is designed toprovide information required to respond appropriately to injuries andmedical emergencies. This course is appropriate for those with or withoutprior First Aid training.Duration 60 Mins Passing Mark 80% Developed By Inter Provincial Safety ResourcesAwareness• Shock• Wounds and bleeding• Choking• Heart attacks
Intended for workers who may be exposed to hydrogen sulfide, thisonline H2S Awareness and Emergency Response course provides valuableinformation for protecting workers and preparing them for emergencysituations involving H2S.• H2S properties and hazard assessment• H2S gas detection• Breathing protection• H2S emergency response and first aidDuration TBA Passing Mark TBAH2S Awareness and Emergency ResponseDeveloped By MISAFETYSafetyHazard Assessment $49.95This online Hazard Assessment course provides an understanding of theimportance of hazard assessments on the overall performance of healthand safety management systems.• Hazard identification• Hazard evaluation• Hazard prioritization• Hazard controlDuration 75 Mins Passing Mark 80% Developed By Integrated Safety SolutionsSafetyHours of Service: A Driver’s GuideThis online Hours of Service course helps drivers understand U.S. Hoursof Service regulations and recordkeeping requirements.• Driving time rules• Exemptions• Completing daily logs• Monthly summary sheetsDeveloped By JJ KellerDuration 90 Mins Passing Mark 80%Driving$49.95Hazard Communication $49.95This online Hazard Communication course provides important informationon safety data sheets, pictograms, potential health effects of hazardouschemicals, and what workers can do to make everyday a safe workday.• Hazard communication standard• How hazards are determined• Safety Data Sheets (SDS)• Labels and warningsDuration 60 Mins Passing Mark 80% Developed By Vivid Learning SystemsSafetyHours of ServiceThis online Hours of Service course provides an overview of Canada’sFederal Commercial Vehicle Drivers Hours of Service Regulations(SOR/2005-313) .• Duty status categories• Daily, cycle and work shift limits• Special permits• Daily logsDeveloped By Wheels On / Astec Safety Inc.Duration TBA Passing Mark TBADrivingGround Disturbance for Supervisors $84.95This online Ground Disturbance for Supervisors course is designed forplanners, managers, supervisors and employees who are or will be requiredto develop, plan and implement any kind of ground disturbance.• Regulations and responsibilities• Approvals, permits and agreements• Ground disturbance planning• Stages of ground disturbanceDuration 3 Hours Passing Mark 80% Developed By Astec Safety Inc.SafetyCOMINGSOONCOMINGSOONGHS for Supervisors $374.95This online GHS for Supervisors course is aimed at supervisors, managersand chemical specialists who are responsible for OSHA or health and safetyin the workplace. This course covers the new requirements under HAZCOM2012 29CFR 1910.1200.• Roles and responsibilities• Hazard communication system• Workplace labeling systems• Safety Data Sheets (SDS)Duration 3 Hours Passing Mark 80% Developed By ICC Compliance CenterSUPERVISOR MANAGERONLINE TRAININGSafety39
40ISTS Orientation Training $65.95The Industrial Safety Training System (ISTS) Orientation training meetsBC, Alberta and Saskatchewan legislative orientation requirementsand introduces workers to the basic principles of hazard recognition,evaluation and control.• Legislation and you• Workplace hazards• Personal Protective Equipment (PPE)• Emergency responseDuration 3.5 Hours Passing Mark 100% Developed By IMPACT Orientations Inc.SafEtyLadder Safety $49.95This online Ladder Safety course identifies hazards inherent with ladderwork, provides safe practices to reduce or eliminate these hazards, reviewstechniques for determining fall protection requirements and providesstrategies for determining how and when to inspect ladders.• Types of ladders• Ladder hazards• Safe ladder practices• Inspection requirementsDuration 45 Mins Passing Mark 80% Developed By Vivid Learning SystemsSafetyThis online Ladder Safety for General Industry course covers commonladder dangers, techniques for choosing the right ladder for a job, andhow to use ladders safely to protect yourself and others from harm.• Ladder types• Falls• Ladder hazards• Accident preventionDuration 45 Mins Passing Mark 80%$49.95Ladder Safety for General IndustryDeveloped By JJ KellerSafetyLithium Battery Safety $144.95The online Lithium Battery Safety course addresses the unique dangerslithium anode batteries present to workers servicing and repairingindustrial equipment.• Oil industry uses• Cell design• MSDS• Proper handling and storageDuration 2 Hours Passing Mark 80% Developed By Safety Coordination ServicesSafetyHydraulic Safety: High Risk Maintenance Level $279.95This industry leading online Hydraulic Safety: High Risk MaintenanceLevel course provides an understanding of hydraulic energy hazards andcontrols for workers who repair and maintain hydraulic equipment.• Exposure• Hazards• Inspections• Maintenance and planningDuration 10 Hours Passing Mark N/A Developed By Hydraulic Safety Authority of CanadaSafetyThis online Intermediate Rigging course provides an overview ofimportant aspects of rigging including locating a load’s centre of gravity,using formulas to estimate load weight, preventing overloading, and hitchconfigurations.• Centre of gravity• Sling tension• Load distribution and control• Load weight estimationDuration TBA Passing Mark TBAIntermediate RiggingDeveloped By Industrial Training InternationalEquipmentCOMINGSOONHydraulic Safety: Exposure LevelDesigned for individuals who work on or near hydraulic equipment, thisonline Hydraulic Safety: Exposure Level course provides an awareness ofhydraulic hazards in the workplace.• Exposure to hydraulic fluids• Potential hazards• Pressure ratings• Hazard assessmentDeveloped By Hydraulic Safety Authority of CanadaDuration 4.5 Hours Passing Mark N/ASafety $179.95