Grant Halford – Vale IndustriesAmy McNeil – SARCAN

Wendy Wilson – Weatherford Canada Ltd.

WCB Saskatchewan

Compensation Institute 2017

Who is Vale Industries?

Vale Industries

At Indian Head on an 1890 heritage farm

Who is Vale Industries?

Vale Industries

• Small business, was 25 now 45 personso No 1 safety officer

• Old main plant, 4 eras of layout change

• 2 other spaces too

• Forklifts galore, no overhead cranes

• Shared yard with operating farmo Farm safety mindseto Shared fuel tanks – yikes

Vale’s Safety History

WCB Claims• 2009-2014 = 595 Compensation Days

o 196, 113, 74, 70, 64, etc.

State of Mind• Accidents happen• Our WCB premiums are ok

Vale Industries

Vale’s Safety HistoryVale M91

2010 2.15 2.152011 2.09 2.182012 1.88 1.932013 1.93 2.052014 3.52 1.98

Vale Industries

Premiums are a lagging indicator

Safety Association of Saskatchewan Manufacturers

Why did Vale choose SASM?

• We couldn’t do it ourselves

• They know manufacturing, specificallyo Not a generic consultanto Safety-production-quality balance

• Adaptable to our peoples abilities

Vale Industries

Our Evolution• First contact summer 2014

o Gap Analysis (informal audit)

• Owner & Manager decision to act

• Identify leaders and their roles

• Plant conditions – made improvements

• Build a written programo Get Return to Work done and implementedo Health Care relationships for RTW

• Train to match the program

Vale Industries

Progress – changing State of Mind

• Stats and results shared with allo Toolbox sessions, whiteboards, manager reports

• Results become an element of YE bonus

• Toolage engineering certifications

• Celebrating success – lunch and donuts

• Its an investment not an expense

Vale Industries

Starting to see Results

• COR Bronze – fall 2015

• 2 years LTA free – fall 2016

• Lets start recording Total Recordable Incidentso Better benchmarking

• Recording and reviewing Near Misses

Vale Industries

Vale’s Safety HistoryVale M91

2010 2.15 2.152011 2.09 2.182012 1.88 1.932013 1.93 2.052014 3.52 1.982015 4.62 1.872016 3.65 1.692017 1.69 1.52

Vale Industries

Next Step is SilverVale Industries

Recognition

Safety – a State of Mind

Vale Industries

• Multi-tasking – renos & work at home

• Should I or shouldn’t I?

• Safe procedure until events changed

Vale Industries

Safety – a State of Mind

Moving Forward

• Safety, Quality, Schedule, Costo Motto for the floor, from the floor

• Annual audits and improvements

• A new plant for 2018

• Continuous improvemento How to maintain the momentum?

Vale Industries

Please use our ideas, we used yours

Questions and Discussion

Our Roadmap to Transformation SARCAN Recycling

Presented by Amy McNeil, Executive Director SARC/SARCAN RecyclingMarch 2017

1988 Opened our first depots Safety program? Of

Course!

1998 We were expanding and very

busy We valued our employees We wanted all our

workplaces to be safe

2008 Busier than ever Increased mechanization, more equipment New product streams for paint and electronics collection Growing workforce Our people remain our most valuable asset

Expanded our training initiatives, increased our health and safety expectations, invested personal and financial resources in safety initiatives….

Bad couple of years. Injuries increased.

2008-2010

Number of injuries per 100 workers

SARCAN 19.19

Other firms in the industry 8.66/100

2011 had greatest negative impact on our 3 year history Higher number and more severe injuries (higher costs, more

days) Contacted by WCB YOU ARE ON THE PRIORITY 50 LIST!

2011

How does the saying go?

I wanted to know why and how did this happen?

2012 Belief Fact

We are doing a great job when it comes to safety

We care about our employeesWe are complying with legislation

We appropriately supportpeople in staying at work or returning to work

Have a well-defined safety program

We need to rethink our approach to health, safety and wellness

Fact or Belief?

Plan for Action- What we did

Conducted a Formal Safety Management Assessment

Developed an Improvement Plan and set short, mid, and long-term goals

Hired dedicated Manager of Health and Safety

Changed reporting structure and requirements, including how we analyze our statistics

Conducted employee perception surveys

Began publishing a health, safety and wellness newsletter

Established a more coordinated approach to working with health professionals including our own two health nurses

Formally adopted a Wellness Program. (e.g. nutrition, exercise, habit cessation, mental health, financial health)

Re-designed our entire health and safety program

Increased education for supervisors and employees-utilize peer learning

Adjusted HR practices (e.g. onboarding, performance appraisals)

Introduced methods for holding people accountable (e.g. discipline, documentation)

Ensured regular reporting of activities to WCB

Defined guiding principles

Guiding Principles Our commitment is not about saving money or

complying with legislation Do what we should do, not what we have to. We will hold each other accountable We will treat everyone fairly and with respect and

dignity (including PIA) SAW and RTW will foster independence not

dependence We will be honest and transparent

Provide “safe” environment to report, make mistakes

Work with not against WCB, OHS, benefit providers, health care professionals, etc. Never stop improving

These principles drive our actions and guide our decisions

Our path 19

88

1998

2008

2017

Future Landscape

Dealing with mental health- new WCB legislation

Medicinal marijuana Aging workforce Technology advancements- frequency of

adjusting training requirements Violence in the workplace- customers

Questions

WEATHERFORD CANADA LTD. THE JOURNEY TO HSE EXCELLENCE

WENDY WILSON, DIRECTOR OF QHSSE – CANADA

SK WCB - COMPENSATION INSTITUTE – EMPLOYER PANEL

MARCH 20TH, 2017

New Operational VP & Director QHSSE

Review of past performance identified:

Large volume of incidents

Poor management of injuries

Disregard for “HiPo” incidents

Missing pro-active opportunities

2011: “ITS TIME FOR CHANGE”

Senior Leadership

Professional QHSSE Team

EIGHT GEMS© Safety Program

Introduced Rules To Live By

Established “Priority Codes”

Established the Safety Leadership Council

FOUNDATIONAL GROUNDWORK

Identification of goals & KPIs to positively

impact our safety performance

Monthly Safety Leadership Council

Reviews Performance

Incident Reviews

Best Practice Sharing

Key messaging / initiative overviews

Just Culture accountability model

Leadership Commitment Program

ACCOUNTABILITY

ENGAGEMENT & EMPOWERMENT

Safety Stand Up Campaigns Focus on Intervention & Humility

Stop Work Authority

Commitment to “Stand Up” for Safety

Focus on Training & Induction

(incl. Competency)

Claims Management Training

HSE Excellence Program Co-facilitated - VP & Director QHSSE

Identification of “Locker Room Leaders”

Leadership Coaching w/HSE theme

Localized Action Plans

IS IT HAVING AN IMPACT?

Decrease in lagging indicators >75% TRIR

>50% PVIR

>75% Total Hurts

Increase in leading indicators

Improved internal & external audit scores

Increase in OFIs by frontline employees

Increased “HSE reputation” applicants

QUESTIONS?

Wendy Wilson

Director of QHSSE

Weatherford Canada

Wendy.Wilson@ca.weatherford.com