CACF
CACF WHS Program
People & Engagement
1. Training (CAST, BTS, SOAR): •
SOAR ( Safety Operations Annual Refresher ) is an annual refresher training for operations leaders that will assess their current safety acumen and suggest additional training based on their level of knowledge. SOAR is tailored to the individual so that strong safety leaders spend minimal time on annual refresher training, while those who need extra support receive it. If a learner passes the intermittent quizzes they will not need to take any additional training. • SLeD is focused on improving onboarding and refresher training, while removing safety training that falls outside of these two programs. Standardization of annual refresher training, through SOAR, will align our safety training to the expectations defined within the Brilliant Basics safety pillar: employees make safety their number one priority, they understand and follow safety procedures, they proactively prevent safety issues, they report safety issues when they arise, and they implement new processes to improve safety. • BTS ( Behind the Smile) is a new Tier 1 onboarding program focused on building a connection to the Amazon mission, developing a sense of community, defining a clear career path, and giving employees the support, they need. New hires receive a full day of immersive, interactive classroom training on Day 1, followed by safety and process training on Day 2. In Week 2, they receive a touchpoint on the floor to reinforce that sense of community, even when working individually. •
CAST, formerly Safer Year , is a revamp of the required Associate annual safety refresh training. To enhance the learner experience and increase learner retention, CAST breaks down the compliance topics into micro-burst training courses that are Instructor Led Training (ILT), Self-Guided eLearning (KNET), and In App Training (IAT) while being tracked in Umbrella. Umbrella will reflect a course completion certificate on a learner's transcript once all modules are delivered and marked "complete". 2. SCN (Safety Climate Network): As a part of commitment to safety culture and continuous improvement the Safety Leadership Index (SLI) will evolve into Safety Climate Network (SCN), an expanded collection of leader and associate feedback that will provide a complete view of site safety sentiment. • SCN is a mental model developed by WHS, PXT & Ops in partnership with People experience and Technology Central Science (PXTCS) providing deeper insights to associates and leaders’ perception of safety, aiming to advance safety cultural maturity throug hout Amazon.
3. Dragonfly: Dragonfly is a workplace safety program that educates associates on how to identify safety hazards, opportunities for improvement, and how to escalate these items to managers.
4. WHS Standard Work: Standard work for WHS Specialists, WHS Managers, Injury Prevention Specialists and On-Site Medical Representatives is reviewed annually where we define ownership, oversight, and inputs. The CACF WHS team streamed lined the WHS Standard Work to provide a risk-based approach to safety and an emphasis on actions. The focus shifted from reactive to proactive through risk-based inspections and area readiness checks. Less computer/desk time and more time allotted on the floor, boots on the ground.
5. Performance Management through Thrive and MTR (Monthly): Thrive, formerly known as ISP, provides the foundation for a development conversation, allowing managers to measure and discuss progress with their team based on a set of defined and observable behaviors. Thrive is designed to facilitate strong manager and employee partnerships through collaborative two-way conversations that are bi-directional, transparent, and contribute to personal and professional growth. Thrive behaviors are organized into tenets which represent our leadership development framework and will provide the foundational knowledge for a successful development plan, acting as a bluepri nt on how to be successful for each leader’s role. Thrive is used monthly. • Before the 1:1 Manager evaluates their direct report by filling out their Thrive form. Do not hit ‘complete’ until after your 1:1 meeting wi th your direct report. The form will auto-save ratings and comments. • During the 1:1 Manager shares the Thrive with their direct report and has a development conversation with their direct report about their development. Managers may change the classification during the meeting and up until they hit ‘complete’ at the bottom of the form. Managers discuss which behaviors of their direct reports are their strengths and which are their opportunities. They may also take this time to enter comments that are relevant to the behaviors during the 1:1. • After the 1:1 After the 1:1 a manager submits the Thrive form to the portal by clicking ‘complete.’ Then it will save and cannot be changed . However, these responses will re-populate when the portal is revisited to re-evaluate the direct report in preparation for their next 1:1. MTR – Monthly Talent Review gauges the performance of the BU based on specific indicators such as TT Retention, Regrettable attrition, Embark Completion, Thrive completion and overall stuffing opportunities and successes.
6. JHSC /ASC (Monthly): Joint Health and Safety Committee /Associate safety Committee fall under two names at Amazon, depending on the Region/jurisdiction. In some locations, they are referred to as an ASC (Associate Safety Committee), while in other locations, they are referred to as a JHSC (Joint Health & Safety Committee). Regardless of naming nomenclature, these committee provide forums for associates and manag ers to discuss workers’ health and safety. Safety committees review health and safety items, and make decisions that impact and continue to improve standards at sites. Jurisdictional legal requirements may alter operational requirements in different states and countries. Safety committees foster collaboration and provide a tool to engage associates in improving workplace health and safety. This is a legal requirement in Canada and must be completed on a monthly basis.
7. ADAPT Feedback: The Associate Development And Performance Tracking (ADAPT) website enables Operations and HR staff to review pending associate attendance feedback, feedback history and create manual feedback on associate safety and behavioral issues in the delivery station. ADAPT is used to document the following feedback: • Involuntary Terminations (including Attendance, Violation of Rules and Policy, or Misconduct) • Behavioral Feedback • Safety Feedback 8. VOA (safety): Monitoring VOA gives us an understanding of our safety culture level within the FC. MyVoice provides Associates with a digital platform to voice suggestions and provide feedback directly to their local leaders and leaders the ability to glean actionable insights. MyVoice is replacing VOA whiteboards and create access for employees beyond physical sites as MyVoice is accessible anytime and from anywhere (including mobile devices). In addition, leaders can more easily and quickly take action on insights, escalate concerns to appropriate teams (i.e. Employee Relations (ER), Human Resources (HR), Facilities, Legal), and identify emerging trends or concerning topics at their building.
9. CACF WHS Development Series: internally delivered and specialized WHS training for new WHS Managers and tenured WHS team members through development series and workshop.
Risk
1. Risk and Heat Map Review: In CACF we focus on identifying - evaluating - controlling risk. CACF WHS uses a risk-based inspection model consisting of three core inspections that generate a heat map on the high-risk flagged questions. This helps bring focus on actions for risk mitigation and/or elimination. Core inspections are as follows: • Risk Based Inspection (RBI): Risk assessments are the basis of any Safety Management program that enable us to identify and mitigate risks. Based on the completion of 143 risk assessments, the RBI inspections were created to ensure leaders have a proactive approach on at-process risks identification. • Area Readiness Checklists (ARC): Checklists created to have a standardized approach to area readiness across CACF, per core process path. • Operational Safety Rules (OSR): Inspections based on WHS operational safety rules focused on floor pallet handling, pallet racking, carts and cages, material transport, PIT and pedestrian safety, conveyors, body mechanics and general safety. • Action tracking and review: actions are visible and trackable during Safety Review Board (SRB), Injury Reduction Plan (IRP) and Monthly Business Review (MBR).
2. Austin: Austin is the main tool for WHS management system. This is where all things WHS are housed – injuries, incident, inspections, actions (network and Site). In addition, Austin is also the central repository where compliance tasks, regulatory interactions are tracked. The data from Austin then rolls into tableau and QuickSight across different dashboards for metric analysis. 3. Change Management /WHS Approvals: CACF follows a streamlined approval process for site level initiatives and network scale out projects. A driven change management process on Laminar that includes approval from all stakeholders (both Site and Regional) – Operations, Finance, WHS, Procurement, RME, Construction, Operations Engineering prior to implementation of a project. A core aspect embedded in the Project Approval process is Safety Risk and Ergonomic Assessment. Main tools used are Laminar and site level approvals. 4. Operational Variances and Safety Risk (OVSR): CACF reviews Site’s OVSR metrics to proactively track operational variances across the different parameters (bin fullness, VET/MET, new hire onboarding, labor share and yard fullness) and implements response plans in collaboration with Operations. The weekly tracking of the OVSR metrics helps WHS team to reduce/eliminate risk of injuries arising from operational variances by having mitigation plans in motion ahead of time.
Communication & Reporting 1. Annual WHS Goals and Strategy: Annual WHS Goals established for each Site and all of CACF with prior year’s metric (AIR, LTIR, SIR) rates as a benchmark. All Sites document their actions to reach that established goal and discuss as part of their IRP’s. In addition, R egional WHS team establishes overall CACF WHS strategy to support Site’s with key annual vision. For 2024, CACF is gearing towards a streamlined standard work process with an aim of having increased floor presence of their safety team members, network scale out of key engineering projects (vacuum lift, bonspiel) and implementation of Leadership Safety Scorecard (LSS), dragonfly and Safety Climate Network (SCN). 2. Standardized SRB, IRP, MBR, DDD: As part of the standard work overhaul, CACF uses streamlined templates for weekly Site SRB, monthly Site IRP and business unit MBR. The following are discussed: • SRB: Prior week metrics are reviewed (core inspections, SI/SINM/PIT Events, Injuries, OVSR, Load quality andons) and the actions for overall reduction in risk score from top three identified at-risk process paths are discussed. The top three at risk process paths are identified as part prior month IRP review. • IRP: The top three at-risk process paths are identified as part of the IRP process, and actions to reduce the risk/eliminate the risk are laid out. The IRP actions are discussed monthly by Site WHS team, Operations team, Regional WHSM and Regional Directors • MBR: BU’s prior month WHS performance is reviewed, and the opportunities identified. This is presented to Regional Directors. This document identifies key risks pertaining to the Sites.
3. WHS and Ops (GM/RD) 1:1: A monthly sync between Regional WHS Manager and the Regional Director to review the BU’s safety performance and discuss key trends and actions to be driven across all Sites. In addition, a monthly sync between the Regional WHS Manager and the GM/SL of the Sites they oversee to discuss Site’s safety performance, understand key pain points for the Site, discuss site level initiatives being driven for overall risk reduction. 4. Peak and Prime Playbook and Whistle Stop Review: WHS’s holiday (prime/peak) playbook completed to ensure proper planning, validation to support peak/prime busy season. Playbook action reviews conducted by Site WHSMs and lessons learnt documented to reflect and improve YoY site Safety performance. In addition, whistlestop review conducted for each site by Regional WHS Manager to understand individual site’s top risks and action plans in place for risk mitigation and reduction. 5. CACF Communication Alerts and Network Actions: CACF established a streamlined approach to review and approve network communication by means of flashes to communicate a “Serious Incident”, “Serious Near Miss or Hazard”. This helps Sites to implement any actions that have been agreed upon to prevent the same “Serious Incident”, “Serious Near Miss or Hazard” from occurring on their Site. These network actions are tracked by Regional WHS Managers for their respective Sites for completion on a centralized quip.
6. CACF WHS Digest: WHS Digest is a monthly flipbook that captures top successes that the network has seen. This book recognizes strong WHS talent within the network, impactful initiatives implemented in the past month and also puts a spotlight on an Operational member for prioritizing Safety in their day to day operations.
7. CACF WHS Wiki: CACF WHS’s Wiki is a one -stop shop for all things Safety. This Wiki is a central repository that houses the standard work of each functional role within WHS, goals established for the network, important resources/templates, risk assessments and injury prevention program updates.
CACF WHS Wiki
Compliance 1. Compliance Calendar: Compliance Calendar is our tool within Austin to track and maintain 100% conformance to company WHS policies and procedures. At a minimum, CACF WHS must adhere to both internal and external compliance requirements. Compliance Calendar is also used to ensure compliance to provincial regulations and legislation, as prescribed. 2. Policy Implementation Annual Review: Annual policy implementation audit and review are the site WHS team cadence to validate policies are implemented as prescribed with documented evidence or proof to confirm robust implementation of WHS policies and procedures. 3. Internal Compliance Audits: Internal compliance audits are conducted through Site Self-Assessments (SSA). SSA is Amazons system, located within Austin, whereby sites are to undergo an audit to verify conformance to company WHS Policies and procedures. 4. External Compliance Audits: in addition to internal compliance audits, Amazon also establishes an external compliance audit whereby sites are randomly selected for participation and are audited against company WHS policies and procedures as well as provincial regulations.
5. Provincial Regulatory Activity: In Canada, each province has their own regulatory agency where they enforce Occupational Health and Safety (OHS) requirements (WSBC, MOL, OHS Alberta, CNESST) and are permitted entry into all workplaces to conduct investigations or site visits as they are notified of any OHS concern. Common examples of regulatory agency visits are worker/anonymous OHS complaints, work refusals, work stoppages, or random unscheduled visits as part of their OHS campaigns. All regulatory activities are communicated to Amazons internal Governance and Legal teams to advise on next steps, cooperate and support the regulatory visit to maintain amazon assets. One more example of regulatory encounters is due to critical injury notification. • Critical Injury Reporting – Critical Injury or Serious Injury reporting is a requirement under provincial regulations whereby the employer is required to notify the regulatory agency immediately when informed of or when a critical injury occurs at the workplace or on company premises. For definition of critical injury within each province please refer to appendix D of the WHS Regulatory Activity Procedure. 6. Training (Provincial Regulatory Requirements): In Canada, there are federal and provincial training requirements for workers (hourly workers) and supervisors(management). Such trainings are Workplace Hazardous Material Information System (WHMIS), worker rights (right to know, participate, and refuse), Duties of the employee/supervisor/employer, Joint Health and Safety Awareness, and supervisor training (5-Steps Training MOL Requirement).
References and Links: • CACF WHS Wiki • Tableau • CACF HR Manager Resources • Global safety engineering • Global Ergonomics • CACF ACES • HealthSolutions
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