BY THE INDUSTRY, FOR THE INDUSTRY PAGE | 9
Sarao highlighted the positive aspect of the process
which enabled conversations between management
and workers. "It's a good thing that these perspectives
came out," she noted. "Management representatives
in the room heard it directly from the worker
representatives in the room because the workers felt
safe to share."
Kiran Kapoor, vice-president of service delivery at
WSPS, said the fact management and workers didn't
see eye-to-eye on the top issues is a "bit of a signal"
that more conversation needs to be taking place.
PRIORITY PRIMARY CASUAL FACTOR
1 Leadership commitment
2 Lack of procedures (program)
3 Inadequate training
4 Low risk perception/acceptance of risk
5 Rushing
6 Procedures not followed
7
Inadequate monitoring and enforcement
Inadequate LOTO devices
8 Lockout point not accessible
9 Inadequate procedure
10
Inadequate metrics (production rate,
downtime, financial growth)
10
"
"
"Great experience, feel it will
make an impact."
— Riz Arshad, MARS Inc.
LIST OF
TOP PRIMARY
CAUSAL
FACTORS
"
"
"Very insightful! It was
great to collaborate with
others from the industry."
— Alexandra Hamilton,
RDJ Bakeries Ltd.
"It may come down to the basics in terms of do
you have a psychologically healthy and safe work
environment, where workers feel safe to speak
up? Do you have the right environment for those
conversations?" remarked Kapoor.
"Temporary workers, new and young workers are
also potentially at higher risk, as not all of them will
be familiar with the hazards that are present in food
manufacturing," said Kapoor.
