Since the implications of Violence in the Workplace and the requirements of Bill 168 touch all functions in manufacturing, James Howell, Plant Manager for Veyance Canada, requested the opportunity to share their recent journey with their culture as they worked to become compliant with this new workplace legislation.

James provided an overview of their strategy and procedures which lead into lengthy discussions about how other companies were addressing this issue, and have experienced violence in the workplace in the past. Some great networking and comparison discussions ensued...those of which would not be included in any seminar on Bill 168!

Since everyone should have attended seminars and be compliant as of June 15, 2010, the focus of this event was to learn from each other.

Their whole strategy is called: "Practical Workplace Respect.Some of Veyance's points included:

• Violence is a product of interaction between three factors -The individual who takes violent action -The trigger that leads a person to see violence as the "way out" -A setting that permits the violence
• Safe Room -This is to be used by our employees if an individual feels threatened from another employee. Individuals must have recourse
• Outside doors -Screened or locked at all times
• Means of Alert - Paging System -Code White - Page this if a person is committing workplace violence or if you believe it is likely. -Code White - Location of the Sighting - Name or short description i.e."Code White, Front Office, Man in Red Shirt"
• Designated Safe Areas -In the event of "Code White", Go to area #1, #2, etc.
• Travel procedure -Call the plant manager (or his/her designate) when you arrive or if your arrival time is delayed
• Two people at all times -Restricted access when few are here -All doors locked, including front entrance, if less then five employees -At least two people in the facility at all times
• Drills periodically
• Perpetrators of Violence tend to have one of these motives -Achievement of notoriety -Bring attention to a personal problem -Avenge a perceived wrong -Ending of personal pain-Shame, degradation, humiliation
•  Nonviolent crisis intervention techniques or ways to prevent or diffuse volatile situations. -Early detection and action (involving management) -Ongoing monitoring -Use of the person's name -Ask simple and direct questions -Listen to their concerns -Suggest the individual should remove him or herself from the situation until tension has eased -Do not attempt to apprehendContact management as soon as possible

If anyone wouyld like to get more information on the Veyance strategy and how they pulled it together, please contact Mike Baker.

Many thanks to James Howell and the gang at Veyance for hosting June's events!

Yours in networking,

Mike Baker, EMC