BURRARD PRODUCTS TERMINAL (BPT)

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BURRARD PRODUCTS TERMINAL (BPT) PORT MOODY, B.C.
A SAFE AND HEALTHY WORKPLACE CLBC SEMINAR MARCH
25, 2003 Presented By Horace Armoogum -
Manager, BPT Cliff
Kelsey - Unit Chair CEP Local 601 and
Chair of BPTs Health and Safety
Committee
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AGENDA

• PROFILE AND BACKGROUND
• IMPROVEMENT OPPORTUNITIES AND CHANGE INITIATIVES
• PRINCIPAL FEATURES OF BPT SAFE AND HEALTHY
  WORKPLACE PRACTICES
• HEALTHY WORKPLACE INITIATIVES, BENCHMARKS AND
  MILESTONES
• STRUCTURE AND PROCESS
• ROLE OF ASSOCIATES AND LEVEL OF PARTICIPATION
• ASSOCIATES ASSESSMENT OF IMPACT
• MANAGEMENTS ASSESSMENT OF IMPACT
• CHALLENGES AND OPPORTUNITIES

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IMPROVEMENT OPPORTUNITIES

• MANAGEMENT STYLE

• ABSENTEEISM

• ANIMOSITY BETWEEN EMPLOYEE GROUPS

• OPERATIONAL INCIDENTS

• SAFETY PRACTICES

• EMPLOYEE OWNERSHIP

• CONTROLLABLE EXPENSES

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CHANGE INITIATIVES

• LEADERSHIP
• PARADIGM SHIFT
• NEW MANAGEMENT PHILOSOPHY
• RESTRUCTURED ORGANIZATION AND SYSTEMS TO
  SUPPORT NEW STYLE OF MANAGEMENT
• PROMOTED A POSITIVE WORKPLACE CULTURE
• DEVELOPED AN ENVIRONMENT FOR OPTIMIZATION AND
  SUCCESS

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VISION STATEMENT

• People working as a team in an atmosphere of
  mutual trust and respect, open communication and
  active participation. We are committed to being
  a best in class, value added enterprise with the
  ability to flex and flow with the demands of a
  changing business environment, remaining
  competitive and meeting our corporate goals.

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SHARED VALUES AND GUIDING PRINCIPLES

• We will continue to champion a sustained
  environment where we can continually improve and
  take pride in our facility, with the aim of
  consistently delivering value to our
  stakeholders.
• We are committed to working in an atmosphere of
  openness with mutual respect, trust and concern
  for each other. We are willing to admit to our
  mistakes and learn from our experiences.
• We will ensure the safety of our colleagues and
  the public. We are an active part of the
  community and are committed to the protection of
  the environment.

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SHARED VALUES AND GUIDING PRINCIPLES

• Our innovative approach and willingness to take
  calculated risk will lead to our continued
  success and reinforce our reputation as a dynamic
  organization.
• We will work together to meet the challenge of
  realizing our potential. Through open and
  effective communications, we will ensure a common
  understanding of our business goals. Individual
  and group achievements are deserving of our
  recognition and we will support efforts to
  continuously improve our performance.
• We will work to produce and deliver quality
  products and superior service to our customers.

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NATIONAL PROGRAMS

• TOTAL LOSS MANAGEMENT ( TLM )
• VALUE SHARING
• SAFETY, HEALTH AND INDUSTRIAL FUND ( SHIF )
• SAFETY REACHES OUT
• COMMUNITY INVESTMENT
• COMMUNITY VOLUNTEER PROGRAM

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RELEVANT ELEMENTS OF TLM

• LEADERSHIP
• HEALTH, SAFETY AND SECURITY
• EQUIPMENT INTEGRITY AND RELIABILITY
• EMPLOYEE COMPETENCY AND WORK PRACTICES
• AUDITS AND INSPECTIONS
• EXTERNAL RELATIONS

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NATIONAL PROGRAMS

• TOTAL LOSS MANAGEMENT ( TLM )

• VALUE SHARING
• HEALTH AND SAFETY INDUSTRIAL RELATIONS TRAINING
  FUND
• SAFETY REACHES OUT
• COMMUNITY INVESTMENT
• COMMUNITY VOLUNTEER PROGRAM

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HEALTHY WORKPLACE INITIATIVES

• HEALTH SERVICES
• Direct impact on health

• WORK-FAMILY LIFE
• Help balance work and personal life

• WORKPLACE CULTURE
• Aspects of the workplace that affect mental,
  physical and social health

• HEALTHY LIVING
• Lifestyle factors, promotion of healthy living,
  prevention of illness

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MILESTONES AND BENCHMARKS

• Restructuring leading to operational changes
  and reduced workforce 1993
• Change in management and philosophy 1995
• Rated by insurance underwriters as among
  top 10 internationally of
  facilities of similar size and
  complexity 1998
• Designed and piloted Petro-Canadas
  Ergonomics program
  1999

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MILESTONES AND BENCHMARKS

• Winner of North American Occupational
  Safety and Health
  Award 1999 /2000
• CLBC Study 2002
• Recognized by Petro-Canada as a Best in Class
  operation and leader in workplace health and
  safety 2002
• Volunteer Vancouver Recognition Award
  2002
• Health and Safety Week May of
  each year
• Celebration of Successes As Appropriate

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HEALTHY WORKPLACE STRUCTURE AND PROCESS

• ALIGNMENT TO ORGANIZATIONS GOALS
• EMPLOYEE PARTICIPATION AND INPUT IN DECISIONS
• LINKS TO COMPENSATION AND PERFORMANCE MEASURES
• COMMUNICATION
• ROLES AND RESPONSIBLITIES

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STAKEHOLDERS ROLES AND RESPONSIBILITIES
Petro-Canada Head Office

• National programs and policies

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STAKEHOLDERS ROLES AND RESPONSIBILITIES
Senior site management Plant
Manager, Supervisors and Coordinators

• - Maintain health and safety as Priority 1
• - TLM implementation and stewardship
• - Promote the culture of mutual respect,
  trust and caring
• - Community volunteerism and involvement
• - Model appropriate behaviours

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STAKEHOLDERS ROLES AND RESPONSIBILITIES

• Health and Safety Committee
  12 BPT associates and
  Contractor representatives
• - Promotion of safety, wellness and a
  healthy life style
• - Monthly meetings to handle health and
  safety issues, and to conduct safety
  inspection tours
• - Spearhead NAOSH / Health and Safety week
  in May of each year

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STAKEHOLDERS ROLES AND RESPONSIBILITIES

• Employees
  At
  all levels
• - Maintain health safety as Priority 1
• - Shared decision-making in flex work
• - Input in decisions relative to
  workplace issues
• - Participation on various committees
• - Community volunteerism and involvement

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MANAGEMENTS ASSESSMENT
IMPROVEMENTS

• High employee morale and positive workplace
  culture
• High level of employee involvement, ownership and
  commitment
• Improved safety (on and off the job)
  - Only one
  recordable injury in the past 8 years
• Reduced operational incidents

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MANAGEMENTS ASSESSMENT
IMPROVEMENTS

• Reduced absenteeism
• Improved Labour Relations
  - No grievances
  since 1996
• Expense reductions through performance
  improvement and C.I. Initiatives
• Met and/or exceeded performance targets

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TRANSFORMING CHALLENGES AND OPPORTUNITIES
INTO
SUCCESSES
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THE HEALTH OF AN ORGANIZATION IS DETERMINED BY
THE WELLNESS OF ITS EMPLOYEES
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