Transcript IAPA’s Journey to Business Excellence

October 1 – 2, 2003
Pacific Coliseum. P.N.E., Vancouver B.C.
October 1, 2003
Ms. Maureen Shaw, President & CEO
Industrial Accident Prevention Association (IAPA)
Telephone: 1-800-406-IAPA (4272) www.iapa.ca
Formed 86 years ago by industrial leaders with the Canadian
Manufacturers Association, we have evolved as a nongovernmental, not-for-profit corporation to 225 professional
staff with the following integrated menu of offerings:
 Consulting Services (High Impact Solutions, Integrated Management
System that imbed workplace organizational health & quality)
 Technical Services (Ergonomists, Engineers, Occupational Hygienists)
 Training/Educational Services (Public, Custom In-house, Specialized,
Internet, CD-Rom)
 Products (more than 100 products)
 Partnerships and alliances locally, nationally and
internationally (e.g.: Canadian Manufacturers and Exporters, Centre
Patronal de Santé et Sécurité du Travail du Quebec, Canadian Foundry Assoc.,
Hong Kong Council, ILO, ISSA, WHO, PAHO, DGSST-Mexico, Radiation Safety
Institute)
 Community-based programs through a network of 900
industry volunteers
"A World where risks are controlled because
everyone believes suffering and loss are
morally, socially and economically
unacceptable."
To improve the quality of life in workplaces and
communities we serve by being an internationally
recognized leader in providing effective programs,
products and services for the prevention of injury
and illness.
Care and respect for people
Trust and integrity
Continuous Improvement and
Innovation
Openness to ideas
Leading by example
Recognition
Life/work balance
 In the ‘Quality’ universe, a ‘Defect’ is a
product or service that does not meet
the customers’ requirements.
 In the ‘Health and Safety’ universe, a
‘Defect’ results in injury, sickness or
death of a worker.
BOTH:
 Can be prevented
 Require a systematic approach integrated
into the management system
 Focus on continuous improvement in the
workplace is a process not a program
 Use similar (or the same) analytical and
problem solving tools
 Both are intertwined
“It seems that we would rather look
for after-the-fact solutions to the
difficult problems we face than
prevent our problems from becoming
so difficult in the first place”
Dr. Thomas Homer-Dixon, The Ingenuity Gap
QUOTE FROM GUELPH HYDRO INC.
“As CEO I want to be sure that employees go home
each night to family and friends the same way they
come to work in the morning. Safe operations
contribute to the bottom line. Excellence in health
and safety performance leads to improved
productivity and lower costs. Time is not lost to
injury, investigation processes and all the follow-up
that results from an accident. I also believe that an
organization that has a high level of health and
safety awareness and performance is also an
organization that is known for quality in its end
products and customer service. That link is a
positive contributor to the company’s profit margin
”
Mr. J. A. MacKenzie, p.Eng.
President and CEO
No Surprise:
High ‘Quality’ companies also have
excellent health and safety records
For example: Companies such as
Dofasco & Dupont that focus on one
or the other end up achieving both!
Companies Such as Dofasco, have broadened
their prevention efforts beyond traditional
workplace safety concerns, to include health
and lifestyle issues. These include promotion
and support programs for employee fitness,
weight control, nutrition, smoking cessation,
stress management etc. This focus on
“wellness” has produced tangible results for
Dofasco. In five years there has been: 54%
reduction in lost time injuries, a $6 million
reduction in workers compensation costs, and
a 57% reduction in absenteeism.
“Our product is steel our strength is people”
Bronco Jazvac, VP Manufacturing
Cost of
Quality
=
Cost of Health
& Safety
ONTARIO
BRITISH
COLUMBIA
6 million
2 million
87,000
61,500
2.1
3.2
(All Sectors)
per 200,000 hrs. (1 yr)
per 200,000 hrs. (1 yr)
Total Direct
Costs
1.9 billion
930 million
Indirect Costs
7.6 billion
3.7 billion
Workforce
(Stats Canada)
Total Loss Time
Injuries
Average LTI
Rate
Note: Emotional and Social losses are incalculable
 Many indirect costs such as lost
production, productivity and product
quality (not included in figures) – this
represents four times the direct costs or
close to $12 billion
 The average LTI in Ontario costs over
$59,000
 Emotional and social losses are
incalculable
Source: Business Results Through Health & Safety – Canadian Manufacturers
and Exporters/Workplace Safety and Insurance Board
On June 12, 2003, the Honourable Martin Cauchon, Minister of Justice and Attorney General of
Canada, introduced Bill C-45. It received its Second Reading in the House of Commons on
September 12, 2003
Bill C-45 is an act to bring corporate responsibility to the criminal code. Health and
safety is integrated into the over arching responsibility of organizations
Specific to Health and Safety:






Modernize the Code definitions
Codify rules for attributing criminal liability to organizations
Establish a legal duty to ensure the safety of workers and the
public
Set out factors for a court to consider when sentencing an
organization
Provide optional conditions of probation that a court can impose
on an organization
The fine for a “summary conviction” has been increased from
$25,000 to $100,000.
QUOTE FROM A BALDRIDGE WINNER
“Management realized that the most important assets at the
company were the employees. The decision was made to
prioritize safety – the most important concern of the
associates – as the first and most important measurement
category, followed by internal customer satisfaction, quality
and business performance. Since that time, accidents have
decreased by 72%; lost time due to accidents has decreased
by 85%; and lost work days have gone down by 87%.
Customer satisfaction ratings are at 95% and growing, profits
are up, and workers’ compensation costs have dropped from
$92,000 to $13,000.”
“How a Baldridge winner manages safety”
By S.L. Smith
IAPA’s Integrated Management System
 Focus is on prevention not on after-the-fact
fixes
 Integration into the management system
 ‘a way of doing business’
 CIMS: Continuous Improvement Management
System
 Emphasis on business results
 use many of the diagnostic, statistical and problem
solving tools associated with ‘Quality’ programs
IAPA SAFETY, HEALTH and ENVIRONMENT
MANAGING MODEL
Business
Excellence
In Controlling
Losses to People
Equipment, Property,
Processes, Materials,
Product and Environment.
Good Corporate Citizen and
Community Acceptance
Compliance to:
Legislation, Systems, Standards &
Procedural Requirements
Positive Behaviours
Outcomes
Mitigation Of
Contributing Causes
Best Practice Utilizations
INTEGRATED MANAGEMENT SYSTEM
CONTINUAL IMPROVEMENT MANAGEMENT SYSTEM:
• VISION
• MISSION
• COLLABORATIVE CARING CULTURE
• BUSINESS STRATEGY
• S.H. & E. FUNDAMENTAL VALUES, PRINCIPLES AND BELIEFS
Preventive Strategies
Integrated with the
Organization’s
Business Process
Managing
Process
Built on
Values
A Management System that provides for:
 A single integrated approach that meets
and / or exceeds the management system
requirements of recognized international
standards of safety, health and
environment
 Incorporates the characteristics &
attributes of highly successful
organizations to enable successful
implementation
A Management System that provides for:
 The identification of organizational and
operational risks
 Managing the identified risks
 Managing change
 Building internal capacity towards selfreliance
 Improving and enhancing internal operations
 A regular cycle of client self-reflection and
evaluation
 Flexible (different levels of program
development in the core elements and the four
disciplines)
 Serves as an implementation model
One Companies experience:
• Over $300 million in
capital improvements
• Improved reliability
and safety of plant
• Improved community
relations
• Received numerous
awards from the
business community
(local, provincial,
national) since 1999
• Improved safety
statistics
• Reduced emissions
by 80% and counting
• Recordable Frequency reduced by 35%
• Lost Time Accident Frequency reduced
by 44%
• Lost Time Severity reduced by 60.4%
• Dept. of Labor Directives reduced by 78%
• Stop Work Orders reduced by 75%
• Not stopping there!!
Corporate Social Responsibility is
not the latest bullet or business fad,
it not a philanthropic idea. It is an
International Imperative for both
business and the countries we are
operating in.
 More than 5,000 people die every day because
of the work they do for a living
 2 million global work related fatalities every
year (estimated for year 2000)*
 250 million accidents per year worldwide
 160 million diseases are caused by people’s
jobs
 World economic losses are equal to 4% of
world’s GNP
*Source: ILO report, www.ilo.org/safework 2002)
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:
•
•
•
•
LEADERSHIP
INTEGRITY
RESPECT
RELATIONSHIPS
IT’S ABOUT RESPONSIBLE CITIZENSHIP
“A World where risks are controlled because everyone believes suffering and loss
are morally, socially and economically unacceptable.”
Jennifer Quintal – Age 9
IAPA 207 Queens Quay West, Suite 550,Toronto, Ontario M5J 2Y3
www.iapa.on.ca
Tel: (416) 506-8888 Fax: (416) 506-8880