Transcript VISION Our Vision is…

Dia de la Seguridad y la Salud en el Trabajo
27 y 28 de abril del 2006
Valencia, España
Health and Safety at Work Day
April 27 & 28, 2006,
Valencia, Spain
Responsabilidad Social Corporativa
Un nuevo Paradigma
Corporate Social Responsibility
A New Paradigm
Thursday, April 27, 2006
Maureen C. Shaw
President and CEO
Industrial Accident Prevention Association
5110Corporate
Creekbank
Road, Suite 300
Social Responsibility
Mississauga, ON L4W 0A1
Health & Safety at Work Day
Canada
April 27, 2006 - Valencia, Spain
www.iapa.ca
Maureen C. Shaw, IAPA
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Industrial Accident Prevention Association
A World where risks are
controlled because
everyone believes
suffering and loss are
morally, socially and
economically
unacceptable
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Un mundo donde los
riesgos son controlados,
debido a que todos
creemos que el sufrimiento
y la pérdida, son
moralmente, socialmente y
económicamente
inaceptables
Our location in Canada/North America
Canada
Spain
España
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Canadian Legislative Jurisdictions for Health,
Safety & Environment
FEDERAL GOVERNMENT
PROVINCIAL & TERRITORIAL
GOVERNMENTS
Legislation
 Canada Labour Code
 Canadian Environmental
Protection Act
Legislation
 Occupational Health & Safety Act
 Environment Protection Act
Jurisdiction
Jurisdiction
 10% of Canadian workers work under
federal legislation including federal
employees
 covers post offices, banks, grain
elevators and telecommunications
 covers all inter-provincial
transportation and inter-provincial
projects
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 90 % of Canadian workers including
provincial and territorial employees
 covers all manufacturing sectors, mining,
forestry, transportation and electrical
 covers municipalities, health care,
education, and service industry
Industrial Accident Prevention Association
Our Operation
Nuestras operaciones
 89 years of health & safety  89 años en salud y seguridad

230 committed, skilled
employees
 230 empleados comprometidos
y calificados

100 consultants /
specialists
 100 consultores / especialistas

650 Volunteers
 650 Voluntarios
ILO-CIS Collaborating Centre
WHO Collaborating Centre
“Alone we can do so little; together we can do so much.” — Helen Keller
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Industrial Accident Prevention Association
 Solutions-based Consulting  Soluciones basadas en
& Technical Services
Servicios de consultoría y
técnicos
 Training and education
 Entrenamiento y
 Integrated Management
educación
System
 Sistema Integrado de
 Over 100 products and
Dirección
services
 Más de 100 productos y
servicios
“Divide each difficulty into as many pieces as is feasible and necessary to solve it.”
— Reńe Descartes
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World Day for Safety and Health at Work
April 28, 2006
2006: Decent Work – Safe Work – HIV/AIDS
The World Day for Safety and Health at Work is intended to
focus international attention on promoting and creating
decent, safe work. The ILO aims to reduce the number of
work-related deaths each year, including those resulting from
HIV/AIDS, and to make work decent by eliminating workplace
stigma and discrimination related to HIV/AIDS
The commemoration of this day originated 22 years ago in
Canada. The Canadian Labour Congress declared April 28 as
the annual day of remembrance for workers who have been
killed and injured on the job
www.ilo.org/public/english/protection/safework/worldday/index.htm
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Why do we need a special day?
Global Estimates
Work kills more people than wars !!!
Global Workforce:
Work-Related Fatal Accidents and Diseases:
Occupational Accidents:
Work-Related Diseases:
Global GDP (income): Lost (Gross Domestic Product)
Caused by Accidents / Diseases:
Asbestos Fatalities:
Hazardous Substances Fatalities:
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2.8 billion people
2.2 million
270 million
160 million
30,000 billion USD
4% (1,200 billion USD)
100,000 annually
438,500 annually
We need to create a culture at work and
in the communities where injuries,
disease and death are morally, socially
and economically unacceptable
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What is Culture?
“A way of life,
the sum total of one’s
philosophy, beliefs,
norms, values, morals,
habits, customs, arts
and literature…”
Thomas, Vulpe
Director: Centre for
Intercultural Learning
Health and Safety Culture
 Health & Safety culture is not merely a company’s safety
program, policies and procedures – it is the incorporation of
health & safety into the informal and formal parts of the company
– health & safety must be integrated into every aspect of a
company’s “way of doing business”
 Health & Safety requires strong commitment from a company’s
leadership. Leadership must continuously show that working in a
safe & healthy manner and maintaining a healthy workplace are
core values
 Leadership needs to ensure that the necessary support and
training are available – employ effective communication, provide
recognition, actively gather input and involve employees in
decision-making, regularly tour the plant, attend safety meetings
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NASA’s Cultural Flaws
How is the space agency ensuring the safety & health of
future missions and their crews?
 If NASA has the scientific and operational processes right, are
the astronauts safe?
 In the two weeks between launch and re-entry, NASA
experienced a massive internal communication collapse –
emails that went unanswered and senior people on vacation
 In both the Challenger and Columbia cases, individuals
recognized potential problems and reported them
 However, in neither instance, and in spite of NASA’s stated
culture of safety first, could they induce management to act. A
clear case of institutional failure
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NASA’s Cultural Flaws cont’d…
 NASA has all the silent killers of collaboration: silos, a hierarchy
of fear, values that lacked clarity, and little vertical
communication
 NASA reveals its naivety and the ugly truth that it remains an
engineering organization that doesn’t understand much about
humanity
 Reforming culture in NASA is a massive assignment, requiring
substantial doses of creativity and patience, the art of
leadership
Jim Fisher is an associate dean, and professor of strategic management at the University of Toronto’s
Rothman School of Management – The Toronto Star, July 13, 2006
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Corporate International Imperative
“Work is an indispensable basis of society, and
furthermore the process of work should be optimized by
guaranteeing decent working conditions for all.”
“The goal of the global community should be to guarantee a
universal minimum level in working conditions and in
occupational safety and health for all working people with
the help of global strategies. The goal should be especially
to protect the most vulnerable groups, such as children,
migrant workers, disabled people, aging workers, women
and illiterate workers”
Dr. Professor Jorma Rantanen, President of the International Commission on Occupational Health
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“Unless commitment is made, there are only
promises and hopes … but no plans.”
Peter Drucker
What is Corporate Social Responsibility?
¿Que es Responsabilidad Social Corporativa?
Corporate Social
Responsibility does not
replace good occupational
health and safety in the
workplace, it enhances and
supports it
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Responsabilidad Social
Corporativa no reemplaza
la buena salud y seguridad
ocupacional en los lugares
de trabajo; la aumenta y la
apoya
What is Corporate Social Responsibility?
¿Que es Responsabilidad Social Corporativa?
Corporate Social Responsibility: Responsabilidad Social Corporativa:
 it’s about ethical and moral
leadership;
 it’s about taking responsibility
and being accountable locally,
nationally and globally;
 it’s about relationships with
employees, customers,
communities and partners;
 it’s about being part of the
ecology with no boundaries;
 it’s about lifelong commitments
to people.
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 es acerca de la ética y moral del
liderazgo;
 es acerca de tomar la responsabilidad y
ser confiable localmente, nacionalmente y
globalmente;
 es acerca de las relaciones con los
empleados, cliente, comunidades y
socios;
 es acerca de ser parte de la ecología sin
fronteras;
 es acerca de los compromisos de por
vida con la gente.
Corporate Social Responsibility in a globalized industrial
world is about making the business investment and the
community promise sustainable for the company and for
the communities we operate in, its people and
environment. It demands responsible governance based
principles of:
 LEADERSHIP
 INTEGRITY
 RESPECT
 RELATIONSHIPS
IT’S ABOUT RESPONSIBLE CITIZENSHIP
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
Public perception of what social responsibility means is
shifting from the vaguely defined good corporate
citizenship to visible leadership in specific issues such
as workplace health and wellness, sustainable
development, human security and human rights

Ultimately, a corporation’s first responsibility has to be
to itself. The challenge is for the corporation to
understand its place, and the responsibilities that go
with it, in the broader scheme of things
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Traditional Approach
The legally defined mandate of today’s corporation is to
pursue relentlessly and without exception, its own self
interest, regardless of the often harmful consequences it
might cause to others
Currently, the most widely-used model in business is the
stockholder model, championed by Milton Friedman who
said “the business of business is business”… Basically,
profits are everything
Corporate Social Responsibility
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Traditional Approach
In “the good old days”, corporate social responsibility
meant a gently paternalistic attitude toward employees,
discreet donations towards worthy causes and the
company name on little league hockey (or football)
sweaters. Those were the days, assuming they ever
really existed, when growth was good. The Conference
Board of Canada asserts that corporate social
responsibility has now become “a vital part of a longterm, comprehensive approach to business success”
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“The profit paradox: Companies that exist only to produce a
profit don’t last long. And companies that don’t pay attention to
profits can’t exist to fulfill their long term purpose. Pursuing
profits without a higher purpose or pursuing a purpose without
profit are equally fatal strategies….”
Jim Clemmer “Profits are a Reward, Not a Purpose”
In our globalized economy…..”The obstacle to making
any significant, broad-based progress in improving
health and safety conditions, not to mention wages,
hours, harassment and discrimination in the global
economy, is not a lack of guidelines or management
CSR command-and-control systems, or certification
schemes. The real obstacles are…
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


Lack of political will by corporations to refrain from
taking advantage of vulnerable countries and
desperate workers
Lack of political will and perhaps lack of genuine
options, on the part of governments in the developing
world to enforce regulations and establish new ones
Lack of resources (financial, informational and
political) of sweatshop workers – to know what their
rights are, to know how to protect themselves on the
job, and to be able to “operationalize” such
Garrett Brown, Industrial Safety Hygiene News, September 2005
knowledge”
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European Alliance for Corporate Social
Responsibility
On March 22, 2006, the European Commission announced the launch of
the “European Alliance for Corporate Social Responsibility.”

The Alliance is built on the understanding that CSR can
contribute to sustainable development, while
enhancing Europe’s innovative potential and
competitiveness

We commend the European Commission and its
members for this significant leadership in putting CSR
on the global agenda
European Commission Press Release, March 22, 2006
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Ten Drivers of CSR
In 2002, the Conference Board of Canada examined the rationale
behind social responsibility initiatives among Canadian companies.
The National Corporate Social Responsibility Report: Managing Risks,
Leveraging Opportunities identifies nine common drivers that are the
motivators. These are:
Reputation and brand management – CSR performance
accounts for 25% of the image and reputation – a driver for
customer satisfaction
Business risk management – expanding the scope of
decision-making to include non-financial areas of corporate
performance
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Ten Drivers of CSR

Employee recruitment, motivation and retention – 71% of
employees want to work for companies that commit to social
and community concerns

Access to capital – retail and institutional investors are
factoring values and CSR expectations into portfolio
management

Learning and innovation – stakeholders can be catalysts for
corporate innovation. Knowledge networks created through
engagement can be fertile ground for the generation,
development and implementation of new and innovative ideas
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Ten Drivers of CSR

Cost savings and operational efficiency – managing health,
safety and the environment supports improved productivity
and efficiency

Competitiveness and market positioning – ethical and
green consumerism is creating opportunities for corporations
that seek marketplace differentiation

Social licence to operate – establishing trust through positive
relationships with local communities
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Ten Drivers of CSR

Improved relations with regulators – meaningful
stakeholder engagement helps companies to navigate and
expedite regulatory approval processes

Organizational transformation and continued
improvement – commitment to transparency and public
information disclosure
Conference Board of Canada, The National Corporate Social Responsibility Report: Managing
Risks, Leveraging Opportunities, 2002
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ISO 26000 – ISO’s “Social Responsibility”
Guidelines

In June 2004, the International Standards Organization (ISO)
started the multi-year process of establishing consensus
guidelines on “social responsibility” for corporations and other
organizations.

The purpose is “to provide practical guidance related to
operationalizing social responsibility, identifying and engaging
with stakeholders, and enhancing credibility of reports and claims
made about social responsibility.”

ISO has signed a Memorandum of Understanding with the
International Labour Organization (ILO) to incorporate the ILO’s
conventions and declarations into the ISO Social Responsibility
Guidelines
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ISO 26000 – ISO’s “Social Responsibility”
Guidelines
If the ISO guidelines are to have any relevancy at all, two
elements are essential: transparency and worker participation

The guidelines should encourage the development of
sustainability reports that are made available to stakeholders

There should be a feasible, effective means for workers in
enterprises, or their representatives in non-government
organizations, to contest errors or misrepresentation in the
CSR reports
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When coal dust and methane
gas exploded in the
southwest section of the
underground Westray coal
mine in Plymouth, Nova
Scotia, the immediate effect
was a devastating fire, a blast
that ripped the roof off the
mine entrance and the death
of 26 miners. But the May 9,
1992 explosion reverberated
long after that date
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Westray Mine Public Inquiry
Final report of the inquiry entitled
“The Westray Story – A Predictable
Path to Disaster” was released
December 1997 with 74
recommendations
The report identified the following shortcomings:
 Failure of company officials to run a safe mine
 Failure of government departments to ensure that mine plans
were followed and regulations enforced
 Inspectors, mine development staff and government officials
were negligent
 Politicians were at fault
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Bill C-45
The Canadian Government enacted Bill C-45 on March 31, 2004 that
amends the Criminal Code of Canada.
Key features of Bill C-45:

Broadens the definition of “Organization” to include a public
body, corporate body, society, company, firm, partnership,
trade union, municipality or an association

Broadens the definition of “representative” to include
director, partner, employee, member, agent or contractor

Broadens the definition of “senior officer” to include any
representative who plays an important role in the
establishment of an organization’s policies or management
activities
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Bill C-45
Health & Safety elements of Bill C-45 include:





Holding corporate decision makers responsible for health
and safety
Requiring them to take reasonable measures to ensure
safety
Establishing a higher standard of care for employees and
the public
Extending the responsibility to individuals who direct work
Providing specific powers to the courts including
probationary powers
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Purpose
The charter is intended to support the continuous improvement
of healthy and safe workplaces. It is founded on the principle that
effectively managing health, safety and wellness is essential to
the operation of a successful business
Participation in this charter is a visible commitment from
business leaders to actively participate within a learning
community that provides and receives best practices for the
enhancement of employee physical, social, and mental wellbeing. The benefits will be realized as this learning is integrated
into organizational business strategies, systems, and processes
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Growing Support
New corporate models: Virtue Matrix corporate model
New International Standards: ISO 26000 social
responsibility guidelines
New Legislation: Canadian Bill C-45
New corporate Initiatives: Canadian CEO Health and
Safety Leadership Charter
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Leverage Corporate CSR Opportunities
Understand the footprint your organization leaves in
the world around you . Assess your level of commitment
using the following framework:





Governance and management practices
Human resources management
Environment, health and safety
Community investment and involvement, and
Human rights
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Leverage Corporate CSR Opportunities
Understand your options
Figure out what you can do better. Conduct a cost /
benefit analysis of doing things better versus just staying
the course and build a strategic plan
State your intentions
Create a social responsibility policy or adapt existing
vision, mission and value statements to reflect your
organizational commitment. Involve your best people in
the process and demonstrate top-level commitment
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Leverage Corporate CSR Opportunities
Set Expectations
Shift organizational efforts from achieving to exceeding
the minimum standards set by regulatory agencies.
Identify, establish and work towards more ambitious
corporate standards of performance
Create your own markets
Stimulate commerce and development at the bottom of
the World’s economic pyramid – the position of most
workers in developing countries
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The World Pyramid
Most companies target
consumers of the upper tiers
of the economic pyramid
completely overlooking the
business potential at its base
– the people at the bottom of
the pyramid make up a
colossal market
Purchasing power in
US dollars
100
2,000
$20,000 plus
$2,000-20,000
4,000
Population in millions
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Less than $2,000
Leverage Corporate CSR Opportunities
Create smart partnerships
Work with industry groups and/or other organizations to
create and promote voluntary standards. Share your own
successes with others. Seek out organizations that can help
you achieve your social responsibility goals
Encourage greater accountability at all levels of society
Workplaces have to show responsibility, but so do
individuals, communities, institutions and governments
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Leverage Corporate CSR Opportunities
More transparency and accountability
Just being socially responsible is no longer enough.
Corporations have to make the process visible and
accountable. Voluntary reporting is a core
component of CSR
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Innovative Strategies for Safer and Healthier Workplaces
We invite you to attend the
2007 IALI Conference
April 18, 19 & 20, 2007
Toronto, Ontario, CANADA
Please pick up the brochure
here at the conference or
visit the IAPA web site
www.iapa.ca
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Los invitamos a participar
de la Conferencia 2007 IALI
que será realizada durante el
18, 19 y 20 de abril del 2007,
en Toronto, Ontario, CANADA.
Por favor, sírvanse folletos
acá durante esta conferencia o
visiten la página de Internet de IAPA
www.iapa.ca
“In organizations, real power and energy is generated
through relationships.
The patterns of relationships and the capacities to
form them are more important than tasks, functions,
roles, and position”
Margaret Wheatly Leadership and the New Science
“En las organizations, el real poder y energía son
generados a través de las relaciones.
Las pautas y la capacidad de formar las relaciones
son más importantes que las tareas, funciones, roles
y posición”
Photo: www.town.fort-smith.nt.ca.
MUCHAS GRACIAS !!
Maureen C. Shaw
President and CEO
Industrial Accident Prevention Association
5110 Creekbank Road, Suite 300
Mississauga, Ontario L4W 0A1
Canada
Phone: 905-614-4272
www.iapa.ca