Shaping Solutions in Public Safety A Collaborative Approach

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Shaping Solutions in Public Safety- A
Collaborative Approach
Former des solutions pour la sécurité publique
Un approache collaborative
Maureen Shaw, President CEO Association pour la
prévention des accidents industriels
(APAI) Telephone [phone]-IAPA (4272)
www.iapa.ca
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Notre vision est
Our Vision is

• Un monde où les risques sont contrôlés parce
  que chacun croit que la souffrance et la perte
  sont moralement, socialement et économiquement
  inacceptables."

"A World where risks are controlled because
everyone believes suffering and loss are morally,
socially and economically unacceptable."
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Mission
Mission
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.

• Améliorer la qualité de vie dans les lieux de
  travail et les communautés que nous servons en
  étant un dirigeant reconnu internationalement
  pour la fourniture des programmes, produits et
  services efficaces pour la prévention des
  blessures et des maladies.

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Industrial Accident Prevention Association
Formed 87 years ago by industrial leaders with
the Canadian Manufacturers Association, we have
evolved as a non-governmental, 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)
• Community-based programs through a network of 900
  industry volunteers

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Industrial Accident Prevention Association
Example of partnerships and alliances locally,
nationally and internationally

• Canadian Standards Association (CSA)
• Canadian Manufacturers and Exporters
• Centre Patronal de Santé et Securité du Travail
  du Quebec
• Canadian Foundry Association
• Hong Kong Occupational Safety and Health Council
• International Section, Machine and System Safety
  (ISSA)
• DGSST-Mexico
• Radiation Safety Institute of Canada
• Institut de recherche Robert Sauvé en santé et sé
  curité du travail (IRSST)
• US National Safety Council
• WCB BC
• Mexicos Direccion General de Seguridad y Salud
  en el Trabajo and Association Mexicana de Higiene
  y Seguridad AC
• IAPA is one of 2 ILO Collaborating Centres in
  Canada and has just been designated as WHO
  Collaborating Centre for Workplace Injury and
  Illness Prevention.

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Consensus Standard

• CSA is recognized for its collaborative process
  in developing national standards.
• The standards reflect a national consensus of
  multi-partite stakeholders.
• The process creates a synergy to develop the
  right standards.
• The consensus standard is unique to Canada.
• National standards can be adopted and referenced
  by municipalities, provinces and Federal
  Departments

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Emergency Preparedness and Response
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Emergency Preparedness and Response

• Evolution of the CSAs national standard on
  Emergency Preparedness and Response is an
  excellent example of the consensus standard
  approach.
• Third edition of CAN/CSA-Z731 supersedes the
  previous editions published in 1995 and 1991
  under the title Emergency Planning for
  Industry.
• New edition can be used by any public or private
  organization that wishes to develop an emergency
  management program.

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Bhopal Disaster December 3, 1984
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Bhopal Disaster

• On December 3, 1984, a chemical accident occurred
  at Bhopal, India.
• Resulted in the deaths of over 2,000 people and
  injuries to tens of thousands.
• Disaster had a profound effect on Canadas
  emergency planning.
• After this event, the federal Department of
  Environment initiated a Bhopal Aftermath Review
  Project.

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Bhopal Aftermath Review Project

• Department of the Environment led an industry and
  government steering committee to examine the
  potential for Bhopal-type accidents in Canada.
• Bhopal Aftermath Review An Assessment of the
  Canadian Situation was released in March 1986 and
  had 21 recommendations.
• Review concluded that The possibility of a major
  industrial accident does exist in Canada

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Major Industrial Accidents Co-ordinating
committee of Canada (MIACC)

• Review recommended establishment of MIACC In
  1987.
• MIACCs name was changed in December 1991 to
  Major Industrial Accidents Council of Canada.
• MIACC operated until 1999.
• Council was viewed as an alternative to a
  strictly government-driven regulatory approach.
• MIACCs focus was on the wide spectrum of
  Prevention, Preparedness and Response (PPR) .

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Major Industrial Accidents Council of Canada
(MIACC)

• MIACCs Objective To be the national focus and
  leader for the cooperative action to reduce the
  frequency and severity of major industrial
  accidents involving hazardous substances.
• The MIACC process brought together, in a neutral
  forum, all those with a vested interest in PPR.

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Major Industrial Accidents Council of Canada
(MIACC)

• Council focused on developing standards,
  guidelines, processes and co-ordination of
  activities.
• In 1991 it published, through the Canadian
  Standards Association, the national standard,
  Emergency Planning for Industry.
• Final product National CSA Standard Emergency
  Preparedness and Response.

A truly Canadian approach that is critical in our
current security environment
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Major Industrial Accidents Council of Canada
(MIACC)

• CSAs collaborative standards process became a
  model for the world and formed the basis for the
  ILO convention
• The MIACC process also served as a model for
  Australia and other countries

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Other Standards
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management Systems
The use of an integrated approach to the use of
standards in health and safety is critical.

• Social Reasons
• Heightened demand and less tolerance for poor
  health, safety and environment practices by
  Canadian Society.
• Demand for greater corporate responsibility Bill
  C-45.

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management Systems Contd.

• Economic Reasons
• Injuries death and disease have direct and
  indirect costs in excess of 20 billion per year.
• In our global, highly competitive environment you
  cant and dont need to absorb these preventable
  costs.
• Improved labour relations (participation by all
  parties)

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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
Outcomes
Compliance to Legislation, Systems, Standards
Procedural Requirements Positive Behaviours Best
Practice Utilizations
Mitigation Of Contributing Causes
Preventive Strategies Integrated with the
Organizations Business Process
INTEGRATED MANAGEMENT SYSTEM



CONTINUAL IMPROVEMENT MANAGEMENT SYSTEM
Managing Process Built on Values

• VISION
• COLLABORATIVE CARING CULTURE
• S.H. E. FUNDAMENTAL VALUES, PRINCIPLES AND
  BELIEFS

• MISSION
• BUSINESS STRATEGY

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IAPAs IMS SYSTEMTH (Integrated Management System
for Safety, Health and Environment)
The time has come for a national standard for HS
Management Systems. IAPA supports this initiative
and participates as a member of the technical
committee
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We must be the change we wish to see in the
world Gandhi
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Working Together
Nous Collaborons!
Association pour la prévention des accidents
industriels (APAI) 207, Queens Quay Ouest, suite
550 Toronto, Ontario M5J 2Y3