Purpose - Horizon North Logistics · Of course we’re focused on the bottom line; ... Our goal has...

Horizon North Logistics Inc.20

MAIN 403-517-4654 FAX 403-517-46781600, 505 - 3rd Street SW, Calgary, AB T2P 3E6

www.horizonnorth.ca

P-0004-01-09

1Horizon North Logistics Inc.

An Overview of Horizon North Logistics HSE Program and Processes

Horizon North Logistics Inc.2 19Horizon North Logistics Inc.

Notes:

HNL Programs and Processes 3

Table of Contents

HNL HSE Programs & Processes ................................................................................................................................... 4

Safety Leadership .......................................................................................................................................................... 5

10 Rules in Safety ......................................................................................................................................................... 6

Stop…Think…Go ........................................................................................................................................................... 7

Time Out for Safety ...................................................................................................................................................... 8

Short Service Employee ................................................................................................................................................9

Green Hand Program ....................................................................................................................................................10

Positive Reinforcement ................................................................................................................................................11

Progressive Discipline .................................................................................................................................................. 12

Leadership Safety Auditing ......................................................................................................................................... 13

Risk and Hazard Identification and Analysis ............................................................................................................... 15

Incident Prevention and Investigation ......................................................................................................................... 16

Subcontractors Management ...................................................................................................................................... 17

Injury Claims Management ......................................................................................................................................... 18

Substance Abuse Program .......................................................................................................................................... 19

Behavioral Observations.............................................................................................................................................. 14


HNL HSE Programs & Processes

At Horizon North Logistics Inc. (HNL), leaders and supervisors are chosen for their skills, experience, knowledge and ability to help achieve our company’s goals and objectives. You have the privilege of leading teams of HNL employees and helping them understand their roles and responsibilities on the job. As a team leader, you are also a safety leader.

Of course we’re focused on the bottom line; but not at the expense of safety. We want to be recognized as an industry leader and a top safety performer. We believe that good safety performance is a leading indicator of business success. That is, a well run operation is probably also a safe operation.

We’re making progress; all of our operations have put a lot of effort into improving equipment, improving training, developing more sophisticated processes and standards, and changing our behaviors. The result; a significant improvement in safety performance within HNL and its group of companies.

We believe every employee should be able to come to work and go home without an injury. Our goal has been and continues to be achieving and maintaining incident and injury free operations.

To get there, we need to focus on our safety culture – thinking and behaving in a completely safe way.

STOP…THINK…GO… is the theme for Horizon North's safety program. These three words represent simple, direct commands for thinking and behaving safely.

This booklet defines our safety culture and helps you understand your leadership roles and responsibilities, plus the processes, programs and tools that apply to individual work circumstances.

The booklet provides an overview of our safety information. More details are available in various source documents and Web sites referenced throughout. The HSE group is there to help you learn and apply the information contained herein.

BILL ANDERSONVP Safety & QualityHorizon North Logistics Inc.


Safety Leadership

We don’t want anyone who works for us to be injured. If they are, however, we owe it to them to learn from the incident and to prevent its re-occurrence anywhere within our operations.

How can you help keep your team injury free? Set clear expectations and standards, train and coach employees about your expectations and then hold them accountable for meeting the standards.

As an effective safety leader you must:

Show visible leadership – demonstrate a high standard of HSE performance; Practice Stop…Think…Go… and Time Out for Safety; Measure, communicate and reward progress on HSE performance; Understand and adhere to HNL values and standards with no tolerance for deviation; Build competencies through training, coaching, motivating and mentoring; Make HSE a priority and consider HSE early when planning any project; Provide the time and resources for safe and controlled work; and Hold individuals accountable for their safety behaviours and performance.

Any team leader on a HNL job site is responsible to:

Encourage workers to Stop…Think…Go…and to take Time Out for Safety; Ensure workers are properly trained, fit for duty, aware of potential hazards and have the right tools

and equipment to do the job safely; Ensure the pursuit of cost, schedules and timelines does not compromise health, safety or the

environment; Intervene when unsafe behaviors are observed;

Promote immediate open reporting of incidents/near misses and not tolerate non-reporting; Lead and participate in “root cause” investigations of incidents; and Enforce HSE standards with consequences if not followed.

Front line supervisors should expect to spend over thirty percent of their time involved in HSE activity with their employees. It is important that you engage employees in open, two-way conversation on the job.

Intervene to reinforce safe behaviour and accomplishments;


10 Rules in Safety

The theme for our safety program is clear and so are the rules. Combining our collective knowledge, key risks and expectations of our clients, HNL has identified 10 universal Rules in Safety. We expect everyone who works for HNL, regular staff and sub-contractors alike, to read, learn and follow these basic rules without exception. Non-compliance of these rules in the past has resulted in severe injury and death in our industry. By providing these “Rules in Safety” and strictly adhering to and enforcing them, we will minimize the potential for serious injury in the workplace.

HNL’s Rules in Safety:

The Rules in safety are not new.

The Rules in safety apply to all employees and sub-contractors.

The goal of the “Rules in Safety” is to keep everyone SAFE.

Non compliance of the rules will not be tolerated.

o HNL’s HSE Progressive Disciplinary Policy will take effect for those that choose to break the

rules.

They focus on those activities that carry the greatest risk on our operations.

The rules are supported by company policy, procedures and practices.

The expectation is that the rules are adhered to at all times without exception.

Employee Responsibility

Know the Rules in Safety – purpose, procedures and application. Use the rules on a daily basis at HNL worksites. Clearly understand there will be consequences for non-compliance.

Worker Responsibilities and

Conduct

Permit to Work

Energy Isolation

Working at Heights

Confined Space Entry

Lifting Operations Camp Facility Fire

Safety

Vehicle Safety Substance Abuse

Journey Management


Stop…Think…Go…

Stop…Think…Go… provides a process to ensure we take adequate time to review potential hazards before beginning a job or task.

Stop

Take a detailed look at the work site and the surrounding area.

Identify any hazards or potential hazards.

Think

Think about the job and detail the steps involved.

Think about the tools needed to ensure personal, team and worksite safety.

Identify any hazards or potential hazards.

Go

Resolve, remove or control all hazards.

Be satisfied the job and the job site are safe.

Proceed with the work.

When the job is complete, or at day’s end, review the Stop…Think…Go…process to determine if the safety assessment was complete. If you can improve the process, do so. This continual safety review will help us learn from our experiences and achieve our safety goals.


Time Out for Safety

Everyone on an HNL job site has the right to be safe and also an obligation to ensure others are safe. Employees are encouraged to stop operations with a “Time Out for safety” if they believe work endangers themselves or others. They should alert the work area supervisor, by actively signaling, shouting or by making the “Time Out for Safety” signal.

Anyone Can and Should Call Time Out When:

There is uncertainty about what is happening.

There is concern about the safety of the operation.

Job plans change significantly from the original plan.

When someone is uncomfortable with the way the job is progressing.

When Time Out is Called:

Discuss why with the job-site supervisor and the site team.

Resolve the issue and make the job site safe.

Evaluate and reassess to ensure the risk was

resolved.

Plan and prepare.

Restart the job when everyone agrees it is safe to do

so.

Remember:

To be effective, all employees must realize they havethe right to call “Time Out for Safety” if they believethe situation demands it. As a supervisor, you needto ensure this right is understood and freelypracticed by all workers.


Short Service Employee

Workers new to Horizon North or new to a different position may be more vulnerable to accidents and injuries because of their unfamiliarity with work tasks and environments, as well as potential hazards.

Horizon's Short Service Employee (SSE) program ensures that employees with less than six (6) months experience are identified, adequately supervised, trained and managed as to prevent injury to themselves or others, property or environmental damage.

The Short Service Employee program provides employees with specific safety, supervisory and job site support during the first six months of employment with Horizon North. This support includes methods of visual recognition of a Short Service Employee on a job site and a process of mentoring for these individuals to help them gain experience and familiarity in their work assignment.

To compliment the Short Service Employee program, Horizon North has implemented a Green Hand program to differentiate its Short Service Employees. This program requires that Short Service Employees be identified by a Green Hand identification such as a Green Hand Sticker, Green Hard Hat or Green Hand Pin.


Green Hand Program

Green hand stickers identify new, inexperienced or visiting personnel and are a signal to Stop…Think…Go…

Who wears a green hand?

All new hires, (company and contract) summer students, transferred employees and visitors, for a minimum of six months regardless of experience or position.

What should you think when you see a green hand?

I don’t know their experience or way of working.

They are probably not familiar with our operation, especially in an emergency.

They do not know our site-specific procedures or practices.

They may need instruction on good working practices, the dangers

with each activity and how to avoid them.

They may not be familiar with our risk management controls.

What should you do when you see a green hand?

Introduce yourself and offer advice or assistance.

Expect things to take longer.

Know where the green hands are, what they are doing and work

with them until you are satisfied the job will be safe.

Look after them in an emergency.

Green Hand Rules:

New hires, (company and contract) summer hires, transferred employees and visitors wear a

green hardhat, a pin or sticker for one to six months (dependent on level of competency assessed).

Visitors are people not normally working at a specific site or operation. They must wear a green hard hat anywhere a hard hat is required. Calgary employees, including management, are defined as

visitors. Regular visitors are not required to wear the green hardhat/sticker or pin after completing indoctrination.


Positive Reinforcement

Regular and consistent positive reinforcement helps people change behaviors faster and sustain the change longer. HNL will utilize positive reinforcement as the primary means to shape safety behaviors.

There are two primary approaches to Positive Reinforcement:

Celebrating reaching and passing HSE targets, e.g. staff lunches, gift certificates, team events.

Recognizing and reinforcing positive HSE behaviors demonstrated by individuals or teams.

Reinforcement should be timely, specific to key HSE behaviors and rewarding to the individual or team involved, e.g.: individual verbal recognition, verbal recognition in front of peers, positive behavior shared across groupsnoting employee names and describing actions and monthly awards for the most positive HSE action in an area.

Positive reinforce doesn’t start and end with team leaders. You should also encourage your staff to recognize team members practicing safe behaviors.


Progressive Discipline

Horizon North Logistics Inc (HNL) HSE requirements and guidelines are designed to maximize and sustain the safety performance of our employees, contractors and clients. Our goal is to achieve and maintain incident and injury free operations by exceeding excellence in managing all of the HSE aspects of our operations.

We recognize that discipline may be necessary when there has been a violation of a company policy, procedure, rule of conduct, and/or law relating to HSE. The Progressive Disciplinary Action Policy will be administered in a constructive and consistent manner, with the intention of promoting personal and professional integrity and ethics in our workplace. The policy is designed to ensure the treatment of employees is fair and equitable, and will be implemented by management in the same such manner.

The Progressive Disciplinary Action Policy gives us the tools we need to reinforce HNL’s safety standards, discuss violations or problem behaviors with employees, communicate possible outcomes and/or consequences, and lastly, ensure that all actions have been discussed with employees and properly documented.

The following guideline helps illustrate the progressive disciplinary process with regard to HSE related offences;

1. Deliberately not reporting and/or false reporting a “reportable” incident (e.g. spills, medical aids,

equipment/property damage)

1st Offence – 3 day Suspension

2nd Offence – Termination with cause

2. Deliberately not following an established HSE standard/practice that may cause a serious incident or injury (e.g. not wearing seat belt, driving excessively over the posted speed limit, failure to follow

critical written procedures, not immediately correcting an identified hazard in the workplace.)

1st Offence – 3 day Suspension

2nd Offence – Termination with cause

3. Not following an HSE standard/practice through oversight, with no serious injury likely (e.g. not wearing PPE, driving too fast.)

1st Offence – constructive feedback or verbal warning, depending on severity of violation

2nd Offence – written warning

3rd Offence – 3 day suspension

4th Offence – termination with cause

4. Reporting for work unfit for duty (e.g. impairment)

Removal from worksite and follow-up as per Substance Abuse Policy, including assessment by a

Substance Abuse Professional

Management will consider the infraction or policy violation prior to determining the course of disciplinary action, and if necessary will consult with HR to determine the disciplinary measures for a first offence. The seriousness of the violation will determine the course of action, with immediate termination of employement being a possible consequence for a first offence.


Leadership Safety Auditing and Training

Leadership Safety Auditing (LSA) includes a workplace observation technique that encourages positive interaction between management and workers. It is designed to:

Address unsafe workplace behavior and practices

Reaffirm and improve safety standards

Improve communication and understanding

Outline the expectations of workplace culture

Demonstrate leadership in safety

LSA includes an observation checklist to encourage positive interaction

between team leaders and employees. The checklist covers three broad areas:

Human Behaviours Work Conditions Management Systems

The LSA technique involves formal steps:

Plan audits in advance.

Stop to watch people working; observing both their actions and the surrounding environment. Use the

checklist to focus on the most important safety issues.

Discuss the work, using an open style of questioning. Encourage employees to identify hazards,

potential injuries and their severity and measures they could take to prevent injuries. Commend good

performance and correct unsafe acts immediately. Listen to employees for at least 75 per cent of the

time.

Debrief following the audit. What did you learn? What requires action and follow-up? How could you

be more effective? What would you do differently?

Record the results on an audit form.

Follow up to demonstrate that you mean what you say.

1) Is a process of evaluating both safe and unsafe behavior.2) Uses the Behavior Observation Card as a tool to conduct Leadership Safety Auditing.


Behavioral Observations

Our Behavioral Observation program is aimed at creating safe work habits by encouraging safety observations and conversations at the worksite. It is intended for “peer to peer” interaction. A key goal is to have a high degree of pro-active employee involvement in the process.

HNL has a job observation card that is completed as part of the process. Copies can be obtained from your local HSE Advisor. A series of checkboxes are recorded summarizing the behaviors observed for the job at hand. As well, the conversation between employees that covers both positive and negative aspects of the topics is recorded on the card.

The intent is to influence people’s behaviors by:

1. Having a conversation and increasing awareness about safety;

2. By knowing the aspects of the job that may be observed;

3. By knowing the good performance will be commended; and

4. By realizing that it can be used to stop an incident from occurring; by improving a process, preventing an incorrect choice.

An important feature of the job observation system is that it is anonymous; i.e. it is not a fault finding exercise, there is no blame assigned. Everyone is encouraged to focus on improvement and positive actions. The key as a supervisor is to encourage job observations to take place; i.e. that employees feel comfortable participating in the process; by positively recognizing employees that participate.

If unsafe acts are found, the intent is to provide immediate feedback from the peer conducting the observation and then record them. Attempts should be made to try to understand why they are occurring. As a supervisor, look for trends. Highlight general areas for attention and identify specific areas for improvement.

Each HNL operation / business is responsible for implementing its own job observation system. The findings are nottracked throughout HNL. Each company is expected to have its employees participate in the program and to track their own progress.


Risk and Hazard Identification and Analysis

As part of the Stop…Think…Go…process you must be able to identify and analyze safety risks and hazards. There are various ways to do this, depending on the situation and work requirements. Many techniques are used concurrently to provide further assurance that the work is safe. Some of the common techniques are outlined here.

Permitting

Permits must be issued for all hot work (work with a likely ignition source) and some cold work beyond the scope of routine work, e.g. work in confined spaces and energy isolation of equipment. The permit issuer does the risk evaluation, decides on the required control measures and communicates this to everyone involved. Both the requester and the issuer must sign the permit before work starts.

Job Hazard Analysis (JHA)

This is a systematic approach to hazard/risk analysis for all known jobs at a work site. Each job is broken down into activity steps with risks and hazards identified for each step, along with control measures to reduce the risks. Written job analyses are required for all high-risk, often non-routine activities at a work site.

Personal Hazard Assessment

Personal hazard assessment asks employees to stand back (STOP) and identify risks associated with the job (THINK) before proceeding (GO). Employees must be aware of the hazards associated with all jobs, no matter how routine.

Pre-Job Task Hazard Analysis

Work groups use pre-job meetings to complete a hazard analysis checklist to identify and review all potential hazards associated with the job. The checklist can be used for critical (high risk), routine and low-risk jobs.

Step Back For Safety Check

The Step Back for Safety card is used by both Supervisors and workers in the field when they are about to commence a job task that is “out of scope” or “non-routine” during their work day activity. This would be a task that was not discussed or reviewed during the pre-job safety / tailgate meeting discussion. The task is reviewed in detail to assess all associated hazards, training and permitting requirements. Workers keep this card on their person throughout their work assignment for easy access.


Incident Prevention and Investigation

At HNL, we believe we must learn from incidents to prevent their re-occurrence anywhere in our operations. We use incident investigation to map out why an incident occurred and to suggest effective actions to prevent re-occurrence.

As a supervisor, you are accountable to report all incidents and near misses/opportunities to improve and to conduct effective investigations in a fair and systematic way. You are expected to lead and participate in this process and are accountable to ensure similar incidents do not re-occur within your operation.

The incident investigation process is objective and is designed to find root causes to prevent re-occurrence. Root causes usually have “people” components. People make mistakes but are expected to learn from them. Deliberate violations are, of course, not tolerated. A “just culture” prevails, however, non-reporting is not an option and failure to report will result in severe negative consequences.

An investigating team’s first priority is to prevent reoccurrence. Follow-up actions must be concrete, focused and related to the incident’s root causes. The actions must be clearly defined, assigned to an owner and given a time for completion.

The severity of the incident will determine the size and makeup of the investigation team. At a minimum, it should involve the supervisor and the employee(s) involved. It may include other members, such as senior management or external people. More information is in the reporting guidelines within the HNL HSE Management System.

Incidents seldom have a single cause and usually go far beyond any one individual’s actions. System defects, system causes, immediate causes and critical factors create a domino effect causing an incident. Eliminating any of the links in the chain could prevent the incident. The recommendations from an incident investigation attempt to do just that.

For every serious injury (lost time or day(s) away from work), there are 10 times more injuries requiring only medical treatment or restricted work (back to work the same day), 60 times more incidents requiring only minor first aid treatment and 600 times more “near misses” or opportunities to eliminate hazards and improve (no injury although an unsafe act or unsafe condition existed). The greater the number of unsafe acts or conditions, the greater the probability of an accident occurring.

Clearly, prevention can occur without an injury. There are many more opportunities to learn from injury-free events, so it is critical to recognize, report and analyze these opportunities. If you do not, you are implicitly condoning unsafe conditions or behaviors in the workplace.


Subcontractors Management

Horizon North will ensure that HSE is a priority when sub-contractors are conducting work. In situations where Horizon North is the designated Prime Contractor, Horizon North is responsible for providing leadership, ensuring that all parties involved are knowledgeable of potential hazards, and enforcing HNL's safety standards. This requires that adequate communication be established between Horizon North and contractor/subcontractor personnel.

Contractor Safety Framework

The Sub-Contractor HSE Management Framework sets forth the procedures according to which we evaluate, select and conduct work with contractors. It provides clear expectations for our contractors and processes for selection and retention of contractors.

The Sub-Contractor HSE Management Framework has 4 stages:

1. Pre-Qualification and Selection - Sub-contractor HSE data will be compiled and evaluated through ComplyWorks to determine

sub-contractor’s suitability to perform work for Horizon North. Will ensure

sub-contractors safety, and management system is aligned with that of Horizon North.

2. HSE Assessment Protocol - Validate qualification information and sub-contractor’s compliance with their

safety management system.

3. Field level Assessment - To establish appropriate monitoring and interaction between Contractor and

Horizon North personnel with feedback obtained from both parties. Evaluation data is collected and

reviewed to help successfully manage continuous improvement of contracted work performance.

4. Core Contractor Reviews – Horizon North’s Core Sub-Contractor process is to identify Core Sub-Contractors and work closely with these sub-contractors to ensure their HSE deliverables are aligned with

that of Horizon North’s. Core Sub-Contractors are selected based on risk weighted exposure hours to

Horizon North. Hence these sub-contractors have the most significant opportunity to assist Horizon North

in accomplishing our goal of “Achieving and Maintaining Incident and Injury Free Operations".


Injury Claims Management

In the event of an injury, Horizon North will make every reasonable effort to provide suitable, temporary employment to any employee unable to perform regular duties post incident. This may include a modification of the employee’s original position or providing an alternate position, depending on the employee’s medical restrictions. All employees, regardless of injury or illness, will be considered for placement in modified work (this is a condition of employment).

HNL’s injury claims management program will facilitate timely medical intervention, resulting in better care, faster recovery, and fewer recurrences of the injuries.

In the event of an injury, the leadership is required to complete the following:

Evaluate the situation immediately. Provide first aid and transportation to a medical facility when

required. In the event of an emergency, obtain Emergency First Aid and ambulance services. A

company rep is expected to accompany injured worker to the medical facility.

Provide the injured employee with the Modified Work Information Package to be completed by the

attending physician.

Assist injured employee in completing Workers’ Report of Accident.

Complete front page of Employers’ Report of Accident

Contact the Horizon North Claims Coordinator and inform them an employee was injured. Fax the

Workers’ Report of Incident, Employers’ Report of Accident, and the Medical Assessment Form to the

Horizon North Claims Coordinator.

If the injured employee refuses to cooperate with any element of the program, contact the Horizon North Claims

Coordinator immediately.

Fill out appropriate WCB claims management information as required this includes:

o Modified Work Offer

o Refusal of Modified Work

o Physical Capability Observations

Follow through on the Action Plan as determined by the Horizon North Claims Coordinator.

Keep in daily contact with the injured employee.

Report on a regular basis to the Horizon North Claims Coordinator on the progress of the injured employee while on the modified work program.


Substance Abuse Program

HNL is committed to maintaining a safe and productive workplace, promoting an environment that is free from substance abuse and ensuring compliance with any controlling government laws or regulations. As a responsible employer, HNL has a compelling interest in establishing programs to promote and enhance health and safety in the workplace. The HNL Substance Abuse Policy is directed at protecting the health and safety of employees, co-workers, contractors, sub-contractors and the general public. The Substance Abuse policy combines drug and alcohol testing with employee education, manager/supervisor training and access to assistance.

Employees and contractors are expected to:

Arrive fit for work and remain fit for work during their period of duty;

Remain fit for work when required to be on call;

Consult with their doctor or pharmacist regarding the proper use of medication they are using to

determine if the medication may have a negative effect on performance;

Seek advice to follow appropriate treatment if they suspect they have a dependency or an emerging

problem; and,

Take appropriate actions to ensure a co-worker does not remain in an unfit condition at work that

may endanger him/her or others.

Leadership will be responsible to:

Monitor and evaluate work performance with an objective of early identification and handling of all

performance problems;

Ensure that investigations of work-related accidents are carried out in accordance with the company

accident investigation procedures;

Refer an employee for drug and/or alcohol test when required to do so under the guidelines of the

Substance Abuse Policy;

Monitor policy compliance of sub-contractors and take appropriate action as required; and,

Confer with the Designated Employer Representative (DER) to determine if further rehabilitation of

an employee who tests positive for drugs and/or alcohol use is appropriate.

Horizon North Logistics Inc.2 Horizon North Logistics Inc. 20

Notes:

August 2012


Notes:

August 2012

Horizon North Logistics Inc.20

MAIN 403-517-4654 FAX 403-517-46781600, 505 - 3rd Street SW, Calgary, AB T2P 3E6

www.horizonnorth.ca

P-0004-01-09

1Horizon North Logistics Inc.

Taking HSE Beyondat Horizon North Logistics Inc.

An Overview ofHorizon North Logistics HSE Program and Processes

Purpose - Horizon North Logistics · Of course we’re focused on the bottom line; ... Our goal has...

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