SailSafe Phase I - Action Plans

1 SailSafe Action Plans Phase 1 FINAL January 29, 2010 SailSafe Phase I - Action Plans Final - January 29th, 2010 Introduction page 2 Overview page 2 A Phased Approach page 3 Action plan Index page 6 Pillar Leaders page 7 Line of Business Co-Leads page 7 Action Plans page 8 Charts and Summaries page 63 Sample Action plan Template page 68 Page 1 of 68 SailSafe Action Plans Phase 1 FINAL January 29, 2010 Introduction BC Ferries ( BCF )

2 And the BC Ferry & Marine Workers Union ( BCFMWU ) are committed to creating a world-class safety system to better serve their customers, members and employees. The SailSafe program was created to take the company s existing safety management system to the next level and to address the recommendations of the Morfitt Report. The vision for this project is to create a company-wide culture change, to achieve a continuously improving safety culture. The overriding goal for the program is to achieve world class safety performance. SailSafe is about much more than sailing safely. The project encompasses the entire BC Ferries system, including ships, terminals and offices. SailSafe is a multi-year project designed to engage the workforce, revitalize the current Safety Management System ( SMS ) and integrate occupational health and safety.

3 It is based on programs successfully developed and implemented by WrightWay Training ( ) and FORCE Technologies (Denmark) for ferry companies ( Caledonian MacBrayne, T-T Line and InterIslander), shipping companies ( AP Moller-Maersk), oil companies ( Conoco-Phillips, BHP, Shell) and others ( British Nuclear Energy). WrightWay and FORCE have joined their teams for this project and are collectively known as WrightForce. It is recognized that the implementation of Phase 1 will take place within the constraints of BC Ferries business. Day-to-day safety and operations require focus and resources; Phase 1 will be delivered considering these constraints. Many companies have gone through a similar process. Ken Woodward, our keynote speaker at the company s most recent management conference and an advisor to WrightForce, has commented that his efforts and the efforts of his colleagues at Coca-Cola have significantly reduced accidents and lost-time injuries.

4 In addition, the cost of production at Coca-Cola has decreased dramatically. This is a common theme in reports from companies across all industries, including the marine sector, that have embarked on a continuous improvement safety project. A focus on safety results in improved safety, improved efficiency and reduced costs. This report contains the Phase 1 Action items for SailSafe . It represents the culmination of broad information gathering, involvement of the workforce, sense checking for accuracy and extensive deliberations. It is also just the first Phase in a multi-year project: the Phase 2 Action plan is expected to be delivered for consideration in fall 2008, with subsequent phases delivered if and as required. Overview The following is a brief overview of the structure of SailSafe and the process, in order to provide a context for the 48 Phase 1 recommendations.

5 The project is led by a Steering Committee, co-chaired by BCF&MWU President, Richard Goode (past president Jackie Miller from inception to July 2009) and BC Ferries Chief Operating Officer, Mike Corrigan. The Steering committee consists of union and management employees, external safety experts Captain John Wright of WrightWay Training and Peter Sorensen of FORCE Technology. The Steering Committee is responsible for the overall project strategy and its execution and will meet regularly over SailSafe s multi-year time span. Joint union-management involvement is critical to Page 2 of 68 SailSafe Action Plans Phase 1 FINAL January 29, 2010 ensure that all partners support key decisions and hold each other accountable for decisions and implementation.

6 Under the direction of the Steering Committee is the SafeWatch team, a cross-functional team of BC Ferries employees from the following operational areas: engineering, trades, deck, safety, security, environment, crewing and human resources, terminals, Deas Pacific Marine and catering. The members of this team are the leaders of SailSafe throughout the company. Since the project s inception in spring 2007, the SafeWatch team, Steering Committee, operational superintendents/directors, senior members of the human resources department and some of the Senior Joint Health & Safety Committee members have received training in human factors and accident investigation (fall 2007). Information gathering, also called gold dust or learning opportunities, occurred through a series of Way Forward workshops from October 2007 to January 2008.

7 The Way Forward workshops are designed to work within existing systems, boundaries and procedures to encourage personal safety involvement by all employees and contractors, throughout the company. More than 400 BC Ferries employees participated in the Way Forward workshops and generated more than 4,500 learning opportunities. Gold dust was also collected by WrightForce team members as they traveled the fleet and by submissions made through the SailSafe website. In January 2008, the 4,500 learning opportunities were sifted by the SafeWatch team to form a comprehensive Action plan proposal. The sifting was done over two weeks in small teams, facilitated by WrightForce, and recommendations were presented to the entire SafeWatch team for critique. After two weeks, a core group of 12 SafeWatch team members, led by Lynn Morin, committed to developing a proposal document with Action Plans that would be presented to the SailSafe steering committee on March 4, 2008.

8 Over a five-week period, the group drafted the proposal and developed the Four Pillars of Safety: Safety of our People Safety of our Assets Safety through Procedures Safety through Communication Each pillar contains a group of challenges and Action Plans with SMARTT Solutions (Specific, Measurable, Attainable, Realistic, Trackable and Timely). A Phased Approach Due to the number of recommendations, the steering committee decided to break the SafeWatch proposal into phases . This Phase 1 Action plan represents a subset of the full proposal, those recommendations approved by the Steering Committee for Phase 1. Subsequent phases will roll out further proposed recommendations as they are approved until all of the recommendations are addressed. It must be noted that the learning opportunities were put through an assessment process by the SafeWatch team before being incorporated into the proposal document.

9 Each piece of gold dust was reviewed by a team to determine whether it was a current and legitimate issue. This assessment of each piece of gold dust was presented to the entire SafeWatch team, to ensure that only legitimate, current issues were addressed Page 3 of 68 SailSafe Action Plans Phase 1 FINAL January 29, 2010 and that all were afforded due process and consideration. That said, the original 4,500 learning opportunities were and still are tracked through the process to ensure that none are lost. The SafeWatch team values all of the submissions made by employees and is conscientious about addressing all valid issues over the multi-year process. Each piece of gold dust was classified by its value or benefit and its estimated cost and time so that in all phases , Action items address both straightforward and more challenging, long-term issues.

10 In Phase 1, the more challenging recommendations include: Company Safety Procedures Fleet Regulations, Terminal and Vessel Specific Standard Operating Procedures Risk Assessment Procedures Safety Procedures at Every Worksite Site Joint Safety and Health committees These five recommendations will revitalize the existing safety management system ( SMS ), which has been audited and certified, and meets the criteria of the International Safety Management Code. This existing SMS is a solid foundation, but we need to build in ongoing learning and continuous improvement. For example, incorporating risk assessments through policy, procedures, training and easy to use tools will be planned and implemented over the next year. Risk assessment is the process of identifying hazards and determining the likelihood and the result of an incident.