Canadian Occupational Safety (COS) magazine is the premier workplace health and safety publication in Canada. We cover a wide range of topics ranging from office to heavy industry, and from general safety management to specific workplace hazards.
Issue link: https://digital.thesafetymag.com/i/358700
October 2013 21 some of these industries. The (mental health issue) is on the forefront now, something we've been talking about for the last little while. We should be talking about it a little bit more." Safety management Gay Lea Foods' safety program is based on OHSAS 18001 (often called ISO 18001), a widely used international occupational health and safety man- agement systems standard. That standard, used in combination with ISO 14001, an environmental management system standard, pro- vides the company with a logical and thorough guide to managing safety. "(The 18001 standard) is a tool we use to ensure that the checks and bal- ances are there, to make sure we cover everything from documentation to training to even design," says Grbac. In British Columbia, many food- processing companies have adopted standards developed by the FIOSA- MIOSA Safety Alliance of B.C., which addresses occupational health and safety (OHS) specific to food and bev- erage processing and manufacturing. These standards include the Occu- pational Safety Standard of Excellence (OSSE) program. Through an audit process, OSSE certification recognizes and financially rewards employ- ers who have demonstrated high OHS standards, says Lisa McGuire, CEO of the Chilliwack, B.C.-based organization. FIOSA-MIOSA also offers training in the creation and maintenance of safety management systems. It starts with a gap analysis to help member companies compare their OHS program to a standard of excellence. "Once we determine what needs to be done, our advisory services and training are provided through classroom settings, online courses or through customized, on-site training," says McGuire. Safety management does not vary a great deal between food processing companies, whether they are produc- ing on a large or smaller, artisan scale, says Sibuma-Gomez. "I'd be surprised if a lot of the com- panies we look to today for our food didn't have some form of manage- ment system for their plants and a way of monitoring that system, some sort of continuous improvement and sustainability factor built into their management system," she says. Commitment from leaderShip Another FIOSA-MIOSA initiative is the B.C. Safety Charter. Launched in 2011, it focuses on leadership as a means of driving cultural change in an active, engaged and results-driven manner, says McGuire. "CEOs and senior executives set corporate goals and priorities. By signing the charter, they reinforce to their senior executives and workers that worker health and safety are core corporate values that must be recog- nized as integral parts of the planning process," she says. Managers at Freybe Gourmet Foods are expected to participate in safety procedures and reinforce the message of the company's safety culture. Every day Freybe, a signatory of the B.C. Safety Charter, walks through an area of the facility with the safety manager, asking employees what challenges they face and whether problems have been resolved. "People see the CEO walking through with the safety manager — those are the things that start to set examples to people: 'If they're paying attention to that, we better make sure we do it,'" he says. "It also holds all of us to a higher account because if they see we're not wearing our ear protection or safety vests, our staff let us know." But management support must go beyond verbal encouragement, says Grbac. "If I say I need something fixed, and there's no money, then what's the point?" eduCation Safety education is seen as a con- tinuing process at Freybe Gourmet Foods. Initial training is intensive. It includes walk-through tours where new workers learn about the food- and people-safety issues within their job areas, says Freybe. Workers also participate in weekly instruction that focuses on a specific safety topic. Every week, the safety team sends out a message on a topic to supervisors and managers, who are responsible for teaching their staff. Infractions or other safety issues are reported to the safety commit- tee, which arranges for follow-up observation. At Gay Lea Foods, a new employ- ee's first day at work starts with a computer course covering all health and safety hazards. That is followed by group orientation training, where an instructor reviews the hazards and ways to control them. And all staff must attend yearly refresher training, which includes re-training on safety hazards and procedures, such as han- dling chemicals. Employees are also reminded they can report hazards to the joint health and safety committee which will make recommendations on how to fix problems. There is a growing awareness of the importance of good safety procedures and worker education throughout the food processing industry, says Freybe. This is demonstrated with more and more safety and environmental pro- fessionals being hired and promoted. As with many other sectors, the food processing industry knows it must respond to the growing belief among all stakeholders that the protection of workers' health and safety is of primary importance, says Grbac. The need to decrease workplace accidents and provide a healthier work environ- ment is one that sustains a positive and contributing workplace culture. "Even our customers are becoming more aware of the need to support companies who foster a healthier environment," he says. "A successful company is one that goes beyond profit and sees that change begins within one- self — realizing that others may follow." Linda Johnson is a freelance writer based in Toronto. She can be reached at lindajohnson@sympatico.ca. No longer just for winter sports... Outdoor workers have discovered "HEAT" Instant warmth! Just open the package and shake... 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