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Are you a Proactive Safety Leader?

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To achieve exemplary safety performance, leaders must improve their impact by adopting management strategies based on the science of behavior.

The default approach to managing safety, commonly known as “exception management” (or the safety cop approach), focuses on exceptions-what went wrong, errors, violations of procedures, and at-risk behaviors. Such a focus leads to the use of corrective feedback at best, and more negative consequences (like discipline), at worst. The science of behavior shows that over time, an overreliance on negative consequences leads to undesirable side effects such as lower morale, suppressed reporting of incidents and near misses, lower trust, and decreased engagement.
The alternative is positive safety management which focuses more on what is going well-adherence to procedures, productive safety conversations, safe behavior, and improvements. The science of behavior has proven that a greater focus on desired behavior not only strengthens desired behavior, it also leads to greater teamwork, improved trust, more open conversations about safety, and increased engagement.

Following are six tips that help leaders begin to use scientifically sound strategies for managing safety:

Build Relationships.
It’s no coincidence that leaders who have strong relationships with their direct reports tend to have better safety performance. So how are relationships built? The first step is to treat direct reports like people, not just employees. Leaders must demonstrate that they truly care about their direct reports-and in particular about their health and safety. The second step is to ask more and tell less. Leaders too often believe that because they are the “boss” they are supposed to have all the answers. By asking more than telling, leaders learn more about direct reports, leave them feeling valued and respected , and end up with more optimal safety solutions. A third key to relationships is building trust with this simple formula: do what you say you will do. While the formula is simple, following through with it is not.

Relentlessly Address Hazards.
Frontline employees gauge how truly important safety is in an organization by management’s willingness to eliminate hazards. When leaders make hazard identification and remediation a priority, frontline employees are willing to get more engaged in safety. Be sure to ask about hazards frequently, make reporting hazards easy, take personal responsibility
for hazard remediation, and communicate status frequently.

Conduct Daily Safety Interactions.
Take the time to talk to people about safety every day. Those interactions allow you to learn about hazards, address concerns, and importantly, to influence behavior. But be careful that you don’t just initiate interactions when there are problems or at-risk behaviors. Look for and recognize the safe behaviors you want more of. Remember to ask more than you tell, focus on specific behavior (not generalities), and be sincere in your interest in safety. Engaging in frequent safety interactions will strengthen critical safety behaviors, making them more consistent, and at the same time
build relationships, trust, morale, and engagement.

Respond Positively to Reporting.
Incidents and near misses provide valuable lessons about how safety is working . They uncover weaknesses in safety systems and processes that, in turn , enable changes to be made to prevent future incidents. But most leaders inadvertently discourage reporting of minor incidents and near misses by how they react. Signs of frustration, disbelief, or anger are only the start. Reporting often leads to unpleasant paperwork, in­vestigations that feel like inquisitions,and sometimes discipline for those who report. Ensure that reporting is positively reinforced by letting those who report know that the information they provide will help prevent incidents.

Focus on Prevention.
Managing safety with lagging indicators leads to a reactive approach and can be misleading. Going for long periods without an incident is no guarantee that safety is under control. Leaders need to actively manage behaviors that prevent incidents, not just react when incidents occur. By focusing your management time and effort on preventative behaviors-what you and your team
do each day to prevent incidents-you will have a much better sense of how truly safe your workplace is.

Consider Safety in Every Decision.
Organizations are interconnected systems. A change in one area inevitably has impact in other areas, often unanticipated. While it is impossible to anticipate all the ways a decision will influence safety, it is important to try. Senior leaders are always concerned about safety however; they are responsible for keeping their organizations profitable. It is easy to see how well-intended leaders
make decisions that are good for the business but end up having negative implications for safety. Be sure to think through how each decision will affect the antecedents and consequences for safe and at-risk behavior at the front line and through all levels of management.

While there is much more to learn about becoming an exemplary safety leader, these tips can start you on the path to having greater impact on safety culture and safety performance.

ADI Safety Solutions
ADI is dedicated to accelerating the safety and business performance of companies worldwide using positive, practical approached grounded in the science of behavior and engineered to ensure
long-term sustainability. Some of the areas in which we help our cl ients excel include:
• Safety Leadership
• Safety Culture
• Safety Surveys & Assessments
• Behavior-Based Safety
• Safety Training

Dr. Judy Agnew, Dr. Judy Agnew is a leading authority in the field of safety leadership, safety culture and behav­ ioral safety. She is the co-author of three highly regarded safety books, Safe By Accident: Take the Luck Out of Safety, Removing Obstacles to Safety, and A Supervisor’s Guide to (Safety) Lead­ership. She is Senior Vice President of Safety Solutions at Aubrey Daniels International (ADI), where she helps clients create behavior-based inter­ventions that lead to a company-wide culture of safety

Annual General Meeting 2018

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Nominations for the following awards are currently being accepted:
Jordan Abercrombie Memorial Scholarship Award*

The Barrie Construction Association (BCA) is pleased to award a $500.00 scholarship to student(s) entering a post-secondary institution or construction trade apprenticeship. This scholarship will be presented to student(s) who have graduated or are graduating with a minimum of Grade 12 or equivalent and have demonstrated a combination of academic and trade merit and have a financial need. The student(s) must be entering a construction apprenticeship program, construction technology, construction engineering (degree) or any other construction related post secondary program. The selected applicant(s) must provide proof of enrolment in a post secondary program or trades program in order to receive the scholarship funds. The applicant(s) must be residents of Ontario and Canadian Citizens or provide proof of landed immigrant status.

Award of Merit*

This award is given to an individual who is not necessarily an owner or executive with in a company but an individual who may or may not be a manager or superintendent or even just a long time employee who deserves recognition.
Again, he/she must show excellence in their work, be highly respected by their peers and involved in their community. The individual is nominated in the same way as with the Honour Roll and is also voted on by the BCA Board of Directors.

Honour Roll*

The Honour Roll is given in recognition, to persons demonstrating and meeting specific criteria:
 they must be recognized as individual who works within the geographic scope of the Barrie Construction Association
 they must be highly respected by peers
 they must be owner or senior person within a (non-residential) construction industry business
 they must be a recognized leader in the construction industry
 a contributor for the betterment of the construction industry, fellow contractors, clients and or significant contributor to the community at large
 a person who has demonstrated an entrepreneurial spirit
 a high degree of employee relations and safety in the workplace
 have perhaps developed a new product, process or technique that impacts positively on quality, schedule or cost within the industry
 and importantly be involved in a process or procedures that respond to the 3R’s – Reduce, Re-use, Recycle

In accordance with the By-Laws of the Barrie Construction Association, nominations to the Board of Directors are also being accepted:
Board Nomination letter*

Deadline for submission of Board/Award nominations is 4pm on March 1st

Being on the BCA Board gets your name out in public, lets you build your business network, increases your business knowledge as it pertains directly to the construction industry and looks great on your resume! The Board meets ten times per year, making decisions that make a difference not only in the community, but in the construction industry as well.

** A motion was passed at the January 12th, 2016 Board of Directors meeting surrounding calling nominations from the floor. The board unanimously decided that It is unfair to nominees who through thoughtful process, submit their intentions and biographies prior to submission deadline and therefore nominations from the floor will no longer be requested or accepted at Annual General Meetings**




DCC Security Clearance & eBidding Presentation

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On January 16th, 2018, Defence Construction Canada held a seminar for the Barrie Construction Association on how to obtain a security clearance to work at CFB Borden, a construction forecast for 2018 and an overview of their ebidding process.  Copies of their presentations are below.  If you have any questions regarding this material, you can contact the Barrie Construction Association office at info@barrieca.com, or visit the Defence Construction Canada website at https://www.dcc-cdc.gc.ca/english/homepage/ .

1 Borden Program Forecast BCA

2 DCC Security Requirements Overview BCA

3 Goods and Services E_tenders BCA