Managing Safely April 2024

A proactive policy is best against bullies

Bullying at work is an ongoing problem that involves a wide range of behaviours, and this complexity makes addressing it difficult and often ineffective.

Workplace bullying happens when someone consistently harms or mistreats other employees, causing physical or emotional pain. Their behaviour can range from yelling and fist-banging to plotting and smear campaigns.

Workplace bullies can be managers, supervisors, line workers, contractors, or anyone else in the organization, and bullying can be non-verbal or verbal. Most bullying does not involve physical violence.

Here are some common examples of workplace bullying behaviour:

• Gossiping or spreading rumours about someone.

• Purposely ignoring or excluding someone.

• Using an intimidating attitude.

• Undermining another’s work.

• Keeping essential information from people who need it.

• Giving people overwhelming or impossible deadlines.

• Assigning too little work.

• Making offensive or inappropriate jokes or statements.

• Stalking people or invading their privacy.

Some bullies target people to offend, degrade, or humiliate. Others don’t realize that their behaviour is harming other employees.

There are instances, of course, when those in a position of authority will look upon their behaviour toward subordinates as being tough but fair, when in fact they’ve gone over the line.

However, it is important for employees to appreciate that bullying is not:

• Enforcing workplace policies and

procedures.

• Evaluating or measuring performance.

• Providing constructive feedback.

• Denying training or leave requests with good reason.

• Discussing disciplinary action in private.

• Dismissing, suspending, demoting or reprimanding with just cause.

Canadian jurisdictions have varying laws about workplace bullying and harassment. In Ontario and Quebec, for example, employers must have a harassment prevention policy in place and a procedure for resolving complaints.

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Even if the province doesn’t mention bullying specifically in legislation, employers have to protect their employees from physical and mental harm, including psychological or sexual harassment.

Research has thoroughly documented that bullying is is detrimental to productivity and organizational objectives. Unfortunately, even when organizations attempt to address it, the interventions are rarely effective. Traditional methods of addressing bullying tend to be unsuccessful for several key reasons.

First, the reactive approach addresses bullying after harm has occurred. The first line of defense against all workplace stressors should be prevention.

Second, placing the burden of proof and anti-bullying work on the target ignores the fact that bullying is traumatic, and that for most people, documenting their own trauma while it is happening while maintaining productivity is an impossible demand. Targets are likely to leave because they don’t have the resources to fight through the painful process of documenting and reporting with little hope for a just outcome, while bullies move on to new targets.

Third, attempts to address bullying by fixing personality characteristics of targets and bullies with assertiveness training or self-control training/ anger management largely ignore the notoriously hard-to-address characteristics involved in bullying, such as the sense of egotistic entitlement or fragile ego.

Fourth, focusing just on overt and hostile

bullying does nothing to address covert and instrumental bullying (creating rumours, lies and distortions about someone, to remove the victim from being a threat to their position, work space or resources).

Keep in mind that workplace bullying can be subtle and isn’t always obvious. A high employee attrition rate and disengagement or discord between workers and their managers could be signs worth investigating.

As noted, preventing workplace bullying is crucial for maintaining a healthy and productive work environment. Here are some steps organizations can take to address and prevent workplace bullying:

Establish a clear anti-bullying policy. Create a comprehensive policy that clearly defines what constitutes bullying behaviour, outlines the consequences for engaging in such behaviour, and provides avenues for reporting incidents confidentially.Educate everyone. All employees, including managers and supervisors, should be trained about workplace bullying, its impact, and how to prevent it. They must understand the anti-bullying policy and know how to recognize and address bullying behaviour.

Promote a respectful workplace culture. Foster a culture of respect, inclusivity, and professionalism where bullying behaviour is not tolerated. Encourage open communication, teamwork, and empathy among employees.Lead by example. Leaders and managers should model respectful behaviour and intervene promptly when they witness or become aware of bullying incidents. Their actions set the tone for acceptable behaviour in the workplace.

A high employee attrition rate and disengagement or discord between workers and their managers could be signs worth investigating.

Provide support for targets. Offer resources for employees who have been bullied, including counselling services, conflict resolution mechanisms, and avenues for seeking redress. Assure them that their concerns will be taken seriously and that they will be protected from retaliation. Encourage bystander intervention. Empower employees to speak up and intervene if they witness bullying behaviour, whether as targets or bystanders. Encourage them to report incidents promptly and assure them that their concerns will be addressed confidentially and without fear of reprisal. Conduct regular assessments. Assess the workplace climate through surveys, focus groups, or other feedback mechanisms to gauge employee perceptions of bullying and identify any areas for improvement.

Implement disciplinary measures. Enforce the anti-bullying policy consistently and fairly, holding perpetrators accountable for their actions through disciplinary measures that may include counselling, training, or termination, depending on the severity of the offense.

Monitor and follow up. Continuously be alert for signs of bullying and respond to reported incidents promptly. Take appropriate action to address any underlying issues that may be contributing to a hostile work environment.

Seek external assistance if needed. In cases where workplace bullying persists despite internal efforts to address it, consider requesting help from HR consultants, legal experts, or labour organizations to provide additional support and guidance.

Proper fit vital for safety footwear

Do not buy footwear based on the size printed on them. Sizes vary from manufacturer to manufacturer and even from shoe to shoe.

You could spend a lot of money on safety footwear and be disappointed because it’s not doing what it’s supposed to do: protect your feet without sacrificing comfort. In fact, even the best-made footwear can do more harm than good if it fails to provide adequate stability and support.

Your choice of protective shoes or boots depends on the hazards your feet are likely to encounter. Select footwear certified by the Canadian Standards Association (CSA) or other similar agency if permitted in your jurisdiction. Ensure that it has the proper rating for the hazard and the proper sole for the working conditions.

Style should be a secondary consideration.

Proper fit is important from an ergonomic standpoint, too. If you have ever had back, leg or foot pain, or have come home from work and are glad to put your feet up, you may be wearing footwear that doesn’t fit correctly. This can cause you to work slowly, make mistakes and eventually injure yourself.

The best time to buy footwear is in the afternoon or early evening when the foot is at its largest. If you must purchase earlier in the day, remember your feet will swell later on. Allow extra room when fitting. Bring the socks you plan on wearing with you when you try on safety shoes or boots.

Have your foot measured if you have not done so recently. One foot is often larger than the other. Favour it when selecting size.

Do not buy shoes based on the size printed on them. Sizes vary from manufacturer to manufacturer and even from shoe to shoe. You might wear as much as one full size different,

depending on the brand or style. When trying safety footwear on, do it standing up.

Here are some more ways to ensure a good fit:

• As you put the shoe or boot on, push your toes to the front of it until they touch. Your index finger should fit behind your foot. This helps to indicate if the footwear fits properly.

• Make sure the ball of your foot (the area of protrusion at the base of the big toe) fits well at the widest part of the shoe.

• Safety-toe footwear need to be fit about a half size larger than normal footwear. Since there is hard cap in shoe there is no stretch in toe box area. You do not want your toes touching the end of the safety shoe.

• Note if any areas of the shoe or boot seem to be tight. Snug is good. Tight is bad. Don’t expect safety-toe footwear

to stretch near the toe area. Leather footwear will stretch behind toe box. Remember, if it does not feel good new, it probably will not later.

• Remember that most shoes or boots will slip slightly when new if not laced tightly. Once the sole of the show becomes limber, slight slipping will stop. This is more noticeable in slip-on or nonlace shoes and boots.

• Walk around to get a feel for how the shoes feel. Make sure they flex in the correct place and do not dig into your feet. You should be able to wiggle your toes under the toe box. If not try another model or a larger size.

There is no one style or brand that will fit everyone. Try on different styles to determine what feels best on your feet. For example, some people need shoes with high arches where others can not comfortably wear shoes with high arches.

ManagementTips

Know the hazards of storage racks

Storage racks are used in many workplaces, such as distribution centres, warehouses, manufacturing plants and the storage areas of retail operations.

Moving materials on and off them, either manually or using mobile equipment, can put workers at greater risk of injury due to slips, trips and falls, overexertion and being struck by falling objects.

There are additional risks if the racks are not installed, inspected, used or maintained properly. The racks themselves can then be a hazard if they become unstable or collapse, thus increasing the risk of injury to workers.

There are many ways to stack materials safely, beginning with these basic guidelines:

• Stack loads on a level surface, straight and even.

• Place heavier loads on lower or middle shelves.

• Maintain good housekeeping.

• Keep aisles and passageways clear. Never block access to emergency exits, fire extinguishers or fire alarms.

• Use proper lifting techniques.

It is essential to be aware of height restrictions, clearance limits and maximum safe load limits, as well as the need for availability of the material. Signs can provide a reminder of stacking height and clearance limits, while walls or posts can be painted with stripes to indicate maximum stacking heights.

The weight of stored materials on floors within buildings and structures must not exceed the maximum safe load limit. Care should also be taken in stacking material near machinery or operations that cause vibrations. Some objects are liable to creep and lose stability under the influence of vibration.

Workers should know methods of stacking specific materials — cartons, bags and bales, concrete, bricks and

blocks, drums, casks and cylinders, for example.

In determining whether a racking system is appropriate for a particular material, it is important to know that most racks are designed to support pallet loads, evenly distributed across a pair of beams. Also, the load capacity of the rack is calculated with a specific beam configuration.

Attaching additional objects to a system (such as tools, rack replacement parts or merchandise) will put load on the rack that was not considered in the initial calculation, increasing the risk of failure.

Whether stacking manually or by forklift, allow sufficient clearance around materials for easy access and safe handling. Additional clearance might be required around lighting, pipes, duct work, electrical lines, and sprinkler heads.

When stacking materials with a forklift:

• Centre the load on the forks as close to the mast as possible to minimize the potential for the truck tipping or the load falling.

• Avoid overloading because it impairs control and may cause a tipping.

• Do not place extra weight on the rear of a counterbalanced forklift to allow an overload.

• Adjust the load to the lowest position when traveling.

Repeated impacts can result in catastrophic consequences to a racking system. Once a component has been damaged, it might no longer carry its rated load capacity. Damage should be repaired in a timely manner, according to its severity.

If an immediate repair is not an option and the damage represents a safety risk, the racking should be unloaded and marked with the appropriate signage to avoid further use until repairs are completed.

Racking must not be modified or have components removed unless done with the consultation of a suitably qualified person. Regular inspections of racking should be carried out by a designated worker and should include the removal of equipment from random bays to allow a more in-depth inspection.

You must ensure worker competence

Failing to ensure worker competence can have serious consequences, for employers and employees. For workers to perform a task safely, competence means being knowledgeable about the potential or actual hazards of the assigned work and knowing both what to do and how to do it.

In Alberta, a worker was removing cut pieces of lumber from an operating pallet notcher when she got her hand caught in one of the cutting heads on the unit and was badly injured.

The company pleaded guilty to three charges resulting from the incident, one of which was failing, where work was to be done that could endanger a worker, to ensure that the work was done by a worker who was competent to do it or work under the direct supervision of a worker who was competent to do the work.

The other charges were failure to ensure that a worker was adequately trained in all matters necessary to protect their health and safety before they began performing a work activity, and, being an employer who developed a procedure or other measure respecting the work at a work site, failing to ensure that a worker affected by the procedure or measure was familiar with it before the work was begun.

The company was ordered to pay $37,500 to the Manufacturers’ Health and Safety Association to fund a sponsorship program open to women, and persons who identify as women, in the manufacturing industry to enhance their careers by achieving Manufacturing Safety Officer (MSO) or Manufacturing Safety Administrator (MSA) designations. Under the same legislation, it were also ordered to pay $37,500 to the Alberta Construction Safety Association to fund a sponsorship program open to women, and persons who identify as women, in the construction industry to enhance their careers by achieving

National Construction Safety Officer (NCSO) or National Health and Safety Administrator (NHSA) designations.

A similar incident in Saskatchewan resulted in a company being slapped with penalties totalling $120,000 after an employee was seriously injured when his glove was trapped in the belt of a pulley system.

The company pleaded guilty to violating a clause of the province’s occupational health and safety regulations requiring a safeguard for employees in an area where they may be in contact with a dangerous part of a machine.

The regulations state that an employer must provide any information, instruction, training and supervision

that is necessary to protect the health and safety of workers. In terms of machine safety, the regulations state that employers should ensure that machines are operated by a competent worker and that employees are informed of any risk associated with the machines.

In Canada, some jurisdictions formally define “competent” or “competent person”/“competent worker”. The seven jurisdictions that define “competent” are Alberta, Saskatchewan, Manitoba, New Brunswick, Newfoundland and Labrador, Northwest Territories, and Nunavut. The four jurisdictions that define a “competent person” or “competent worker” are Saskatchewan, Ontario, Nova Scotia, and Prince Edward Island. The federal and Yukon jurisdictions use the term “qualified person.”

The remaining jurisdictions — British Columbia and Quebec — use or imply the terms “competent” and “competent worker,” but they do not define the terms.

The requirements for competency can be learned or acquired through a combination of a person’s knowledge, skills, experience, and training. Skill can be defined as having the ability to perform the activity correctly. Skills often require technical know-how, expertise, practice, measurement, and feedback to develop into ability. Some abilities will be gained through experience and practice, other abilities may be learned through informal and formal education and training.

Proper ventilation keeps air healthier

Airborne contaminants can cause a number of adverse health effects, depending on a number of factors. These factors include the nature and amount of the contaminant, and length and frequency of exposure.

Dusts, molds, allergens, fibres, gases, fumes, vapours, and infectious agents such as respiratory viruses or bacteria are some examples of airborne contaminants.

Ventilation is one way that employers or owners can control airborne

contaminants, help improve indoor air quality and in doing so, meet specific health and safety obligations.

There are two main types of ventilation: dilution or general ventilation (such as opening windows) and mechanical ventilation (such as fans or local exhaust ventilation).

In buildings with an HVAC (heating, ventilation and air conditioning) system, air may be recirculated. In this case, the HVAC system dilutes some indoor air with outdoor air and filters it, before returning it into an occupied space. Good ventilation makes an indoor space safer by:

• Moving some clean outdoor air into the space, which dilutes potentially contaminated air.

• Removing contaminated air through filters, vents, windows or doors.

When eyewash is a must

If a foreign particle enters the eyes, an emergency eyewash station is the most important initial step in firstaid treatment. Chemical burns to the eye are among the most urgent of emergencies

Eyewash facilities are required if:

• The safety data sheet (SDS) indicates a chemical in use is caustic, toxic, or corrosive.

• The SDS says that serious eye damage may result.

• Warnings such as “causes chemical burns” or “causes permanent eye damage” are posted on container labels.

Employees who are exposed to possible chemical splashes must know in advance how to use an eyewash/ deluge station properly:

• Immediately after the accident, flood the eye with water or eyewash solution, using fingers to keep the eye open as wide as possible. Water may be colder than body temperature and can be uncomfortable, but it is imperative to irrigate for the recommended period of time.

• Roll the eyeball as much as possible to remove any loose particles retained under the eyelids. Do not put anything except water into the eyes to remove particles.

• The eyes should be irrigated for at least 15 minutes and the victim transported to a medical facility immediately. Continue irrigation of eyes during transport. The best way to accomplish this is to have a portable eyewash system ready that can be carried along with the injured employee.

Focus on driving distractions

April is Distracted Driving Awareness

Month, urging drivers to put their cellphone down and focus on the road ahead.

Be a focused driver, someone who:

• Adjusts vehicle controls such as mirrors, seat, radio and air temperature before driving.

• Programs the GPS before leaving.

• Plans ahead – determines routes as well as checks directions and traffic conditions before departing.

• Doesn’t multi-task behind the wheel.

• Doesn’t talk on a cellphone – even hands-free – or interact with the vehicle’s infotainment system.

• Doesn’t reach down or behind the seat, pick up items from the floor, or clean the inside of the window while driving.

• Doesn’t eat or drink while behind the wheel.

Three hearing protection choices

Experts recommend three types of active hearing protection:

• Foam ear plugs, soft plugs that more or less mould themselves to your ear canal.

• PVC ear plugs, more like those you might use with radio or CD player you jog or walk with.

• Ear muffs or noise canceling headphones (those without the ability to bring in your favourite radio station).

The two most important considerations are comfort and the noise reduction rating (NRR) of the best hearing protection one can afford. The higher number quoted by ear plugs or ear protection muffs, the more noise that is muted.

SafetyMeeting

Bullying takes many nasty forms

Every worker has the right to expect a safe working environment. If you are experiencing violence in your workplace, then you are not safe. Violence includes bullying, whether it comes from co-workers or your boss.

Bullying can be physical or mental, and usually involves repeated incidents or a pattern of behaviour intended to intimidate, offend, degrade or humiliate a particular person or group of people. It has also been described as the assertion of power through aggression and research has shown that bullies very often are in a position of authority over their victims.

Besides the obvious forms, such as verbal abuse, threats, teasing, taunting and intimidation, other examples include:

• Spreading malicious rumours about the victim and making false allegations in company documents.

• Undermining or hindering the victim’s work by, for example, giving wrong information or withholding necessary information.

• Constantly changing guidelines and expectations.

• Removing responsibilities and making the victim feel useless.

• Blocking applications for leave, training or promotion.

• Assigning unreasonable duties.

• Constantly and persistently criticizing the victim’s work.

There can be a fine line between tough but fair management and bullying. Comments that are objective and intended to provide constructive feedback are not usually considered bullying. They’re meant to assist the employee with their work. Occasional one-off incidents, such as someone losing their temper, shouting or swearing aren’t necessarily bullying.

One way to determine if actions or statements could be considered

bullying is to use the ‘reasonable person’ test: Would most people consider the action reasonable? Would most people consider the action unacceptable?

People who are the targets of bullying can experience a range of effects, including:

• Shock.

• Anger.

• Feelings of frustration and/or helplessness.

• Loss of confidence.

• Physical symptoms such as inability to sleep, stomach pains and headaches.

• Panic or anxiety, especially about going to work.

• Family tension and stress.

• Inability to concentrate.

Bullying can have negative effects on the organization itself, such as increased absenteeism, stress and staff turnover. It can lower productivity and result in poor customer service.

People who are bullied may lack the confidence to speak up, or feel too intimidated or embarrassed to

complain. They may feel a sense of powerlessness due to their position in the organization.

In some cases, bullying becomes part of the ‘culture’ of a workplace, where people are encouraged to not make waves. If you believe you’re a victim of bullying, do not retaliate. You could end up looking like the perpetrator and cause confusion for those responsible for evaluating and responding to the situation. It can also inflame the bully to stronger action against you and it could result in physical harm.

Here are some steps to take:

• If you’re comfortable doing so, tell the person his or her behaviour is unacceptable and ask that it stop. Ask a supervisor or union representative to be with you when you approach.

• Keep a journal or diary of all incidents. Record the date, time and what happened in as much detail as possible. Record names of witnesses and any outcomes of the incident.

• Note whether the bully pulls the same behaviour with your coworkers. Ask them to document the bully’s behaviour and any scenes they witness when the bully targets any coworker.

• Report the bullying to the employer and your union representative, if such exists.

• Find out what the policy is of the employer on bullying and, if applicable, what is in the collective agreement.

Not all attempts to stop bullying will succeed. If there are no effective policies and procedures in place to deal with the issue, and if management ignores it, you might have little choice but to seek employment elsewhere.

Bullying takes many nasty forms

The Quiz

These questions are meant to help you remember what was discussed today — not to test your patience or challenge your intelligence. The answers are at the bottom of the page. Cover them up, and complete the quiz as quickly as you can.

1

Bullying is considered to be a form of workplace violence.

True False

2

3 Are bullies often in a position of authority over their victims?

Yes No

Which of these is NOT among examples of workplace bullying:

A. Frequent threats and insults.

B. Spreading false rumors.

C. Adding reasonable responsibilities

D. Blocking applications for training or promotion.

E. Constant criticism of a person’s work.

4

5 Tough management techniques are not always bullying.

True False

Which of these are steps that can taken by those who believe they are being bullied:

A. Apply the ‘reasonable person’ test

B. With a supervisor or union representative present, ask the person to stop the behaviour.

C. Keep a detailed records of all incidents.

D. Report bullying to the employer

E. All of the above

6

Does your workplace have a written policy against bullying and other forms of workplace violence?

Yes No

Don’t Know

ANSWERS:1. True, 2. Yes., 3. C., 4. True, 5. E., 6. Your answer

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Hold These Thoughts

The most important component of any workplace violence prevention program is management commitment, which is communicated best in a written policy. Since bullying is a form of violence, employers may wish to write a comprehensive policy that covers a range of incidents (from bullying and harassment to physical violence).

A workplace violence prevention program should:

• Be developed by management and employee representatives.

• Apply to anyone who has a relationship with the organization.

• Define what is meant by bullying (or harassment or violence) in precise language.

• Provide clear examples of unacceptable behaviour and working conditions.

• Precisely state the consequences of making threats or committing unacceptable acts.

• Outline the process by which preventive measures will be developed.

• Encourage reporting of all incidents of bullying or other forms of workplace violence.

• Outline the confidential process by which employees can report incidents and to whom.

• Assure no reprisals will be made against reporting employees.

• Outline procedures for investigating and resolving complaints.

• Make a commitment to provide support services to victims.

• Offer a confidential Employee Assistance Program (EAP) to allow employees with personal problems to seek help.

• Make a commitment to monitor and regularly review the policy.