1. I 8-ICIT 8 th I nternational C onference on I SO 9000 & T QM Going for Gold April 24, 2003 Ms. Maureen Shaw, President & CEO Industrial Accident Prevention Association (IAPA) Telephone: 1-800-406-IAPA (4272) www.iapa.ca

3.  Consulting Services (High Impact Solutions, Integrated Management System that imbeds Workplace Organizational Health & Quality)  Technical Services (Ergonomists, Engineers, Occupational Hygienists)  Training/Education 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 Sante Et Securite 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 Formed 86 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:

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

5. Care and respect for people Trust and integrity Continuous Improvement and Innovation Openness to ideas Leading by example Recognition Life/work balance

6.  Serve the needs of our employees, customers and stakeholders  Are effective for the prevention of injury and illness  Provide value in terms of the services delivered and outcomes achieved for the costs incurred IAPA is committed to achieving the highest standards in providing programs, products and services that: To achieve these goals, IAPA has established an Excellence Program that adheres to the principles and direction of the National Quality Institute’s Canadian Quality Criteria and its companion Progressive Excellence Program

7.  Use NQI Criteria (1999)  Quality Fitness Test (1999)  Initial focus on Leadership Vision, Mission, Values Strategic and Business Planning  Business Excellence goals and action plans integrated into annual Business Plans since 2000  Achieved Progressive Excellence Program (PEP) level I in 2001  Achieved PEP Level 2 certification in 2002 and aim to be in position to achieve Level 3 in 2003.

8.  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.

9. BOTH:  Can be prevented  Require a systematic approach integrated into the management system  Focus on continuous improvement in the work process  not a program  Use similar (or the same) analytical and problem solving tools  Both are intertwined – ARE ONE

10. 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

11. No Surprise: High ‘Quality’ companies have excellent health and safety records and vice versa. For example – Companies such as Dofasco & Dupont that focus on one or the other end up achieving both!

12. 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

13. Cost of Quality ==== Cost of Health & Safety

14.  World economic losses equal 4% of world GNP ( Source: ILO )  In Ontario direct costs of LTI in 1999 were $2.6B ( Source: WSIB )  In IAPA’s member firms: Direct costs to employers and employees equal $850M annually

15.  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

16. 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

17.  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’s Integrated Management System

18. Managing Process Built on Values IAPA SAFETY, HEALTH and ENVIRONMENT MANAGING MODEL Preventive Strategies Integrated with the Organization’s Business Process Mitigation Of Contributing Causes Outcomes Compliance to: Legislation, Systems, Standards & Procedural Requirements Positive Behaviours Best Practice Utilizations INTEGRATED MANAGEMENT SYSTEM CONTINUAL IMPROVEMENT MANAGEMENT SYSTEM: VISION COLLABORATIVE CARING CULTURE S.H. & E. FUNDAMENTAL VALUES, PRINCIPLES AND BELIEFS MISSION BUSINESS STRATEGY Business Excellence In Controlling Losses to People Equipment, Property, Processes, Materials, Product and Environment. Good Corporate Citizen and Community Acceptance

20. A Managing System that provides for ;  A single integrated approach that meets and / or exceeds the management system requirements of recognized safety, health and environment international standards  Incorporates the characteristics & attributes of highly successful organizations to enable successful implementation

21. A Managing System that provides for ;  The identification of organizational and operational risks  Managing the identified risks  Managing change  Building internal capacity towards self- reliance  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

22. One Companies experience: Over $300 million in capital improvements Improved community relations Improved safety statistics Reduced emissions by 80% and counting Improved reliability and safety of plant Received numerous awards from the business community (local, provincial, national) since 1999

23. 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!!

24.  LTI rates in IAPA member firms have decreased 44% in since 1995  40% increase in revenues in three years  50% increase in market penetration  One of Canada’s top 100 employers for past three years  Zero LTI in IAPA  30% reduction annually in absenteeism  86% employee satisfaction rating  Level 2 NQI PEP

25.  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)www.ilo.org/safework

26. “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

27. “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 Tel: (416) 506-8888 Fax: (416) 506-8880 www.iapa.on.ca