Chapter 3: Programs and Exposure Control Plans¶
Part 4: Workplace and Administrative Programs¶
3.17 Bullying and Harassment Prevention Program¶
3.17.1 Purpose and Scope¶
4Core is committed to a workplace free from bullying, harassment, and discrimination. All workers have the right to be treated with respect and dignity.
Applies to: All workers (employees, contractors, subcontractors, owners), all work locations (office, client sites, vehicles, work-related social events), all interactions related to work (in-person, phone, email, text, social media).
3.17.2 Regulatory Requirements¶
- WorkSafe BC OHS Regulation, Part 4.27-4.31 (Bullying and Harassment)
- BC Human Rights Code
- Canadian Human Rights Act
3.17.3 Definitions¶
Bullying and Harassment: Any inappropriate conduct or comment by a person toward a worker that the person knew or reasonably ought to have known would cause that worker to be humiliated or intimidated. Excludes reasonable management actions relating to direction of workers or workplace.
Examples: Verbal aggression/insults/belittling, threats/intimidation/coercion, spreading rumors, sabotaging work, exclusion/isolation, inappropriate jokes/teasing/pranks (especially if continued after asked to stop), sexual harassment, discrimination based on protected characteristics (race, gender, religion, age, disability, sexual orientation).
What is NOT Harassment: Reasonable management actions (performance reviews/feedback, coaching/corrective action, work assignments/scheduling, enforcement of safety rules/policies, disciplinary action for violations), workplace conflict/disagreements (unless involving prohibited conduct), differences of opinion or personality conflicts.
The Distinction: Managers/supervisors have right and responsibility to direct work and address performance. Not harassment when done professionally, even if worker disagrees or dislikes feedback.
3.17.4 Roles and Responsibilities¶
Management: Create respectful culture, model appropriate behavior, respond promptly to reports, take corrective action, ensure no retaliation, provide training.
Supervisors: Set expectations for respect, address inappropriate conduct immediately, report incidents to management, support workers who report, monitor workplace.
Workers: Treat others with respect, speak up if witnessing harassment, report incidents, cooperate with investigations, do not retaliate.
Safety Officer: Receive/document reports, conduct/coordinate investigations, maintain confidentiality to extent possible, recommend corrective actions, track trends.
3.17.5 Prevention and Reporting¶
Prevention: Policy communicated during orientation, expectations communicated regularly, consequences explained, leadership models respect, open communication encouraged, training provided (all workers plus additional for supervisors), early intervention for minor issues.
Reporting Options: 1. Direct supervisor (if not involved) 2. Safety Officer 3. Management 4. Anonymous written report (limits investigation but allows concerns to be raised)
Report Content: What happened (specific behaviors/comments), when/where, who involved (alleged harasser, witnesses), impact on work/health/wellbeing, whether formal investigation or informal resolution preferred.
Confidentiality: Treated confidentially to extent possible. Information shared only with those who need to know (investigators, witnesses, alleged harasser if investigation proceeds).
No Retaliation: Workers reporting in good faith will not face retaliation (discipline, demotion, exclusion, threats, adverse action). Retaliation is serious violation resulting in disciplinary action.
3.17.6 Investigation and Response¶
Process: 1. Initial Assessment: Safety Officer/management reviews report, determines if within policy scope, assesses urgency/risk, decides investigation approach. 2. Interim Measures (If Necessary): Separate parties for safety, ensure complainant safe, remind all parties of confidentiality/non-retaliation. 3. Investigation: Assign investigator (Safety Officer, management, or external for complex cases), interview complainant/alleged harasser/witnesses, review documents (emails, texts, records), maintain confidentiality. 4. Findings: Determine whether harassment occurred based on evidence (standard: balance of probabilities), document in report. 5. Outcome: - If substantiated: Corrective action (coaching, training, discipline up to termination depending on severity) - If not substantiated: No discipline, may implement preventive measures (training, conflict resolution, policy reminders) - If inconclusive: Insufficient evidence, preventive measures implemented, situation monitored 6. Communication: Complainant/alleged harasser informed of outcome, follow-up to ensure resolved and no retaliation.
Timeline: Completed as promptly as possible (typically within 30 days). Delays communicated with explanation.
Corrective Actions: Coaching/training (minor, first-time), formal written warning (moderate or repeated), suspension (serious), termination (severe, repeated, or immediate for violence/threats/sexual assault).
3.17.7 Training and Documentation¶
Training - All Workers: Awareness training during orientation, refresher every 3 years. Topics: definition, examples, rights/responsibilities, reporting, non-retaliation.
Training - Supervisors: Additional training on preventing harassment, recognizing warning signs, responding to complaints, managing performance without creating claims, conflict resolution.
Records: Training records, reports of harassment, investigation reports/findings, corrective actions, follow-up. Retention: Reports/investigations: 7 years. Training: employment + 2 years. Investigation files maintained separately from personnel files, access restricted.
See: Bullying and Harassment Procedure (BH-001).
3.18 Violence in the Workplace Prevention Program¶
3.18.1 Purpose and Scope¶
This program establishes requirements for preventing and responding to workplace violence.
Applies to: Violence by coworkers/supervisors/workers, violence by clients/contractors/public, domestic violence affecting workplace, all work locations.
3.18.2 Regulatory Requirements¶
- WorkSafe BC OHS Regulation, Part 4.27-4.31 (Violence)
- Criminal Code of Canada
3.18.3 Definitions¶
Workplace Violence: Attempted or actual exercise of physical force against a worker that causes or could cause physical injury, OR statement/behavior that is reasonable to interpret as a threat to exercise physical force that could cause injury.
Examples: Physical assault (hitting, kicking, pushing, choking), threatening behavior (raised fist, gestures), verbal threats ("I'm going to hurt you"), throwing objects, damage to personal property, intimidation (following, cornering, blocking exit), stalking creating fear, use/display of weapons.
Types: - Type 1: Criminal Intent - Person with no legitimate business (robbery, trespassing). Low risk for 4Core. - Type 2: Customer/Client - Violence by client/customer receiving service. Moderate risk (interactions with stressed facility personnel during shutdowns). - Type 3: Worker-on-Worker - Violence between coworkers/supervisors. Moderate risk. - Type 4: Personal Relationship - Domestic violence affecting workplace. Low to moderate risk.
3.18.4 Risk Assessment¶
Risk Factors Present: Working with frustrated/stressed client personnel, working in isolated locations (boiler rooms, vaults, confined spaces), working alone or small crews, accessing diverse client sites.
Risk Factors NOT Present: No cash handling, no direct service to general public, small stable workforce, professional client relationships.
Overall Risk Level: Low to Moderate. Primary risks: Worker-on-worker conflict escalating, aggressive behavior from stressed client personnel. Controls focus on de-escalation, communication, emergency response.
3.18.5 Prevention and Response¶
Prevention Measures: Client site assessments, communication systems (cell phones, radios, check-in protocols), buddy system when practical, emergency contacts known, zero tolerance policy, clear expectations communicated, support for reporting.
De-escalation Training: All workers trained to recognize escalating behavior and techniques: stay calm/professional, listen actively, speak in calm respectful tone, maintain safe distance (arm's length minimum), do not argue/become defensive, offer options/solutions when appropriate, know when to disengage and seek help.
Domestic Violence Awareness: Workers can report concerns about domestic violence affecting work. Management works with affected worker to enhance safety (schedule changes, security measures, communication protocols). Confidentiality maintained.
Reporting: - Immediate Threats/Violence in Progress: Call 911 if immediate danger, remove yourself if safe, alert coworkers, notify supervisor when safe. - Threats/Aggressive Behavior (Not Immediate): Report to supervisor immediately (or management/Safety Officer if supervisor involved). Provide details: who, what, when, where, witnesses, first incident or pattern. - Concerns About Potential Violence: Report concerning behavior even if no explicit threat (escalating anger, obsessive behavior, threats to others, bringing weapons, sudden personality changes). Better to report and investigate than wait.
Response Process: 1. Ensure Immediate Safety: If violence in progress: call 911, separate parties if safe, evacuate if necessary, provide first aid, secure scene. 2. Assessment: Management assesses credibility/severity, consults law enforcement if criminal, determines interim measures. 3. Interim Measures: Alleged perpetrator may be suspended with pay pending investigation, victim provided support/safety measures, witnesses interviewed separately, evidence preserved. 4. Investigation: Formal investigation (similar to harassment), police involvement if criminal, determine policy violated, findings documented. 5. Corrective Action: If substantiated: discipline up to termination, police charges may be pursued. If threat credible but inconclusive: safety measures remain, situation monitored. Victim informed of safety actions. 6. Follow-Up: Check in with victim regularly, monitor for retaliation/continued threats, adjust safety measures.
3.18.6 Emergency Response¶
If Violence Occurs or Threat Imminent: - Personal Safety First: Do not confront, leave area if safe, alert others, call 911 from safe location. - Lockdown (If Unable to Leave): Barricade door, turn off lights, silence phones, hide out of sight, remain quiet until police arrive. - Fighting Back (Last Resort): Only if no escape and attacker located you. Use any object as weapon (tools, fire extinguisher, furniture), target vulnerable areas (eyes, throat, groin), fight with full commitment. - After Incident: Render first aid, do not move seriously injured unless necessary, preserve evidence, provide statement to police, support affected workers (counseling, time off, modified duties).
Disciplinary Measures - Zero Tolerance: Threats: suspension or termination depending on severity/credibility. Physical violence: immediate termination, police charges pursued. Intimidation/threatening behavior: progressive discipline up to termination. Weapons at work: immediate termination (except legitimate work tools for work purposes).
3.18.7 Training and Documentation¶
Training - All Workers: Violence awareness during orientation, refresher every 3 years. Topics: definition, risk factors/warning signs, de-escalation, reporting, emergency response (active threats).
Training - Supervisors: Additional training on threat assessment, investigation procedures, supporting victims, security measures/emergency coordination.
Records: Risk assessments, training records, incident reports (violence, threats, aggressive behavior), investigation reports, police reports (if applicable), corrective actions. Retention: Incidents/investigations: 7 years. Training: employment + 2 years.
See: Violence Prevention Procedure (VP-001).
3.19 Working Alone Program¶
3.19.1 Purpose and Scope¶
Workers working alone or in isolation face increased risk if emergency occurs because assistance may be delayed.
Applies when: Worker cannot be seen/heard by another person, cannot summon help in emergency, help cannot reach worker within reasonable time.
Common 4Core situations: Solo service calls/site visits, after-hours work, remote equipment locations (isolated boiler rooms, rooftops), travel between sites.
3.19.2 Regulatory Requirements¶
- WorkSafe BC OHS Regulation, Part 4.20-4.23 (Working Alone)
3.19.3 Roles and Responsibilities¶
Management: Identify working alone situations, conduct risk assessment, implement controls, provide communication devices, establish check-in procedures.
Supervisors: Verify worker has communication means before working alone, establish check-in schedule, respond to missed check-ins promptly, assess risk for each situation.
Workers Working Alone: Use communication device as required, check in per schedule, report hazards increasing risk, summon help if emergency, follow safe procedures even when not observed.
3.19.4 Risk Assessment and Controls¶
Factors Increasing Risk: Nature of work (confined space, hot work, heights, electrical - higher risk), location (remote, difficult access, violent neighborhood), time of day (late night, early morning), communication availability (cell service, radio coverage), worker health/fitness (medical conditions, fatigue, inexperience), environmental conditions (extreme weather, darkness).
Controls: - Elimination (Preferred): Schedule when others present, send two workers (buddy system), delay until assistance available. - Engineering: Communication devices (cell phones, radios, satellite for remote), emergency call systems (panic buttons, man-down alarms), surveillance if at client site. - Administrative: Check-in procedures (scheduled contact with supervisor/coworker), client notification (client aware worker on site alone), work restrictions (high-risk tasks not performed alone). - PPE: Personal emergency devices (satellite messengers for remote), cell phone with charged battery and emergency contacts programmed.
3.19.5 Communication and Check-In¶
Requirements: All workers working alone must have functioning communication device (cell phone minimum), emergency contacts programmed/accessible, check-in schedule established.
Check-In Frequency: - Low-risk: Start, end, mid-shift - Moderate-risk: Every 2-4 hours - High-risk: Every 30-60 minutes OR continuous communication (open phone line)
Check-In Content: Location (address, equipment room, building), status (working, break, leaving site), expected time of next check-in or completion, concerns/issues.
Missed Check-In Response: Supervisor attempts contact immediately (call, text, radio). If no response within 15 minutes: escalate (call client to check, send someone to location, call 911 if concern for safety).
End of Shift: Worker confirms safe departure from site and estimated arrival at next location or home. Failure triggers emergency response.
3.19.6 Work Restrictions¶
Prohibited When Working Alone: Confined space entry (attendant required - Section 3.1), hot work in confined spaces (multiple personnel required), energized electrical work (buddy system required), work at heights requiring fall arrest with rescue plan (rescuer must be present), lifting/moving heavy objects (manual handling risk), work with hazardous materials requiring emergency response capability.
Permitted with Controls: Routine service/maintenance (inspections, minor adjustments), diagnostic work/troubleshooting, non-entry confined space monitoring (worker remains outside), de-energized electrical work (after lockout), work from MEWPs (if low height and not performing high-risk tasks).
Assessment Required: Supervisor evaluates each task to determine if working alone acceptable or additional personnel required.
3.19.7 Emergency Procedures and Special Considerations¶
If Emergency While Working Alone: 1. Assess: Can you self-rescue? Need immediate assistance? 2. Call for Help: Life-threatening: call 911 first, then supervisor. Non-life-threatening: call supervisor who coordinates response. Provide location, nature, extent of injuries. 3. Self-Aid (If Able): First aid for minor injuries, evacuate if fire/hazardous atmosphere, secure equipment if safe. 4. Wait for Help: Remain calm, keep communication accessible, update responders if condition changes.
Special Considerations: - Travel Between Sites: Notify supervisor when departing and arriving, provide estimated travel time. If worker does not arrive within reasonable time + 30 minutes, emergency response initiated. - After-Hours: Higher risk (fewer people available). Supervisor/on-call manager must be available/responsive. Check-ins more frequent. Consider delaying until regular hours. - Remote Locations: Poor cell service requires alternative communication (satellite phone/messenger). Emergency services response time longer. Consider two workers given remoteness. - Workers with Medical Conditions: Workers with conditions (heart, diabetes, seizures) should inform supervisor. Additional check-ins or restrictions may be appropriate. Medical alert devices/bracelets recommended.
3.19.8 Training and Documentation¶
Training: All workers who may work alone receive training on hazards, when working alone permitted/prohibited, check-in procedures/frequency, emergency response, communication device use, company policy/responsibilities. Frequency: initial before working alone, refresher annually or when procedures change.
Records: Working alone risk assessments (by task/location), check-in logs (documentation of times/status), training records, incident reports (emergencies or missed check-ins). Retention: Assessments: permanent (update as conditions change). Check-in logs: 2 years. Training: employment + 2 years.
See: Working Alone Procedure (WA-001).
3.20 Fatigue Management Program¶
3.20.1 Purpose and Scope¶
Fatigue impairs judgment, reaction time, and coordination, increasing incident risk.
Applies to: Scheduling work hours/shifts, overtime/extended work periods, on-call/emergency response work, worker fitness for duty.
3.20.2 Effects and Causes¶
Fatigue Causes: Reduced alertness/attention, slowed reaction time, impaired judgment/decision-making, decreased coordination/motor skills, increased irritability/stress, micro-sleeps (brief involuntary sleep episodes).
Increases Risk Of: Vehicle crashes (driving to/from work or between sites), equipment incidents (operating mobile equipment or power tools), errors/poor decisions (skipping safety steps, shortcuts), injuries (trips, falls, struck-by, caught-in).
Comparison: Being awake 17 hours impairs performance equivalent to BAC 0.05%. Being awake 24 hours equivalent to BAC 0.10% (legally impaired).
Causes - Work-Related: Long hours (>8-10 hours/day), insufficient time off between shifts (<8 hours), night work/irregular schedules (disrupts circadian rhythm), monotonous/repetitive work, physically/mentally demanding work.
Causes - Personal: Insufficient sleep (<7-8 hours/night), poor sleep quality (disorders, interruptions), health conditions (sleep apnea, chronic pain, medications), personal responsibilities (childcare, eldercare, second job), lifestyle (poor diet, lack of exercise, substance use).
Causes - Environmental: Extreme temperatures, inadequate lighting, noise/vibration, poor air quality.
3.20.3 Management Strategies¶
Work Scheduling: Limit hours to 10/day, 50/week (regular schedule), minimum 8 hours off between shifts (12 preferred), limit consecutive days (max 6, then minimum 1 day off), avoid high-risk work at end of long shift, rotate on-call (avoid same person continuously).
Rest Breaks: Minimum 30-minute meal break for shifts >5 hours, additional short breaks (10-15 minutes) every 2-3 hours, breaks in comfortable environment (away from work area, access to water/food), encourage rest during breaks (not working/checking email).
Work-Life Balance: Encourage adequate sleep (7-8 hours/night), respect personal time (avoid calls/texts outside hours except emergencies), provide advance schedule notice when possible, accommodate personal responsibilities when feasible.
Fitness for Duty: Workers responsible for arriving fit for duty (adequate rest, not impaired), must report if fatigued to impairment point, supervisors monitor for fatigue signs, remove fatigued workers from high-risk tasks or send home if necessary.
Recognition of Fatigue - Supervisors/Coworkers Watch For: - Physical: Yawning frequently, heavy eyelids/rubbing eyes, slow/slurred speech, drooping head/posture - Behavioral: Reduced communication/withdrawal, irritability/mood changes, reduced productivity/quality, taking longer for routine tasks, forgetfulness/confusion - Performance: Errors/near-misses, difficulty concentrating/following instructions, nodding off (micro-sleeps), unsafe behaviors (shortcuts, skipping steps)
If Suspected: Approach privately, express concern, ask if fatigued or having difficulty staying alert. If confirms: remove from high-risk tasks, provide break, or send home if severe. If denies but signs evident: use judgment - better to be cautious.
3.20.4 Special Situations¶
Emergency/Shutdown Work: May require extended hours or irregular schedules. - Controls: rotate personnel (bring in additional crew), increase supervision (monitor fatigue more closely), avoid high-risk tasks during extended hours (defer confined space/hot work until rested), provide adequate rest breaks (more frequent during extended shifts), arrange transportation if too fatigued to drive. - Maximum: 12-hour shifts (16 hours absolute maximum in emergency with management approval), minimum 8 hours off between extended shifts, limit consecutive extended shifts (3-4 days max before longer rest). - Post-Shutdown: provide recovery time, schedule lighter workload or days off.
Driving and Fatigue: Workers must not drive if too fatigued. - If fatigued during drive: pull over in safe location and rest (nap, stretch). - If unable to continue: call for ride (coworker, taxi, family) - company reimburses reasonable costs. - Long drives (>2 hours): break every 2 hours (stretch, walk, coffee). - Supervisor Responsibility: do not send fatigued worker to distant job site, provide accommodation (overnight stay, schedule next day), encourage rideshare/taxi if fatigued at end of shift. - Company vehicles: held to same standard as commercial drivers (fit for duty, adequate rest).
Personal Responsibility: Workers responsible for getting adequate sleep (7-8 hours/night), managing personal responsibilities to allow rest, reporting to work fit for duty, informing supervisor if fatigued or unable to work safely, not driving if too fatigued. - Company supports: reasonable schedules, respecting time off, accommodating personal responsibilities when feasible, not retaliating for reporting fatigue concerns. - Balance: workers take personal responsibility but company will not create schedules making adequate rest impossible.
3.20.5 Training and Documentation¶
Training - All Workers: Effects of fatigue, causes (work/personal), recognition in self/others, management strategies, responsibility to report if fatigued, driving while fatigued risks.
Training - Supervisors: Additional training on scheduling practices to reduce fatigue, recognition in workers, responding to concerns, balancing workload/wellbeing.
Records: Work hours tracking (time sheets, scheduling), fatigue-related incidents, fatigue reports (when worker removed), training records. Retention: Work hours: 2 years. Incidents: permanent. Training: employment + 2 years.
See: Fatigue Management Procedure (FM-001).
3.21 Contractor Coordination Program¶
3.21.1 Purpose and Scope¶
When 4Core works on projects with other contractors/subcontractors, coordination is essential to prevent incidents.
Applies when: Multiple employers (contractors, subcontractors) on same project, 4Core is Prime Contractor (responsible for coordinating OHS), 4Core is contractor under another Prime Contractor, 4Core engages subcontractors.
3.21.2 Regulatory Requirements¶
- WorkSafe BC OHS Regulation, Part 20.2-20.6 (Multiple Employer Workplaces)
- WorkSafe BC OHS Regulation, Part 20.19 (Prime Contractor Requirements)
3.21.3 Definitions¶
Prime Contractor: Party responsible for coordinating occupational health and safety for all employers at multiple-employer workplace. Designated by owner or determined by WorkSafe BC criteria. Has overall OHS authority and responsibility.
Contractor: Employer other than Prime Contractor at multiple-employer workplace. Must coordinate with Prime Contractor and comply with Prime Contractor's OHS requirements.
Subcontractor: Contractor engaged by 4Core to perform specialized work. May be engaged when we are Prime Contractor OR when we are contractor ourselves.
3.21.4 4Core as Prime Contractor¶
Responsibilities: - OHS Coordination: Ensure all contractors aware of workplace hazards, coordinate work to prevent incidents, establish site safety rules/emergency procedures, hold regular safety meetings with all contractors, resolve safety issues among contractors. - Information Sharing: Provide site-specific hazard information to all contractors, inform of emergency procedures/first aid facilities/contacts, share relevant safety documentation (permits, inspections, incident reports), post Prime Contractor declaration and contact information at conspicuous location. - Compliance Monitoring: Verify contractors have adequate OHS programs, monitor compliance with regulations/site rules, stop unsafe work by any contractor, remove non-compliant contractors if necessary. - Incident Response: Investigate incidents involving any contractor, report serious incidents to WorkSafe BC, coordinate emergency response involving multiple contractors, implement corrective actions. - Documentation: Maintain records of contractors present, document safety meetings/inspections, keep incident/investigation records, retain for 3 years after project completion.
3.21.5 4Core as Contractor (Under Another Prime Contractor)¶
Coordination: Attend Prime Contractor safety meetings, comply with site safety rules, obtain required permits from Prime Contractor (hot work, confined space), report hazards to Prime Contractor, coordinate work activities.
Maintain Own Standards: 4Core OHS Program remains in effect for our workers. If Prime Contractor standards exceed ours: comply with higher. If 4Core standards exceed Prime Contractor: follow our own unless contract prohibits.
Information Sharing: Provide Prime Contractor with information about our work activities/hazards, request site-specific hazard information, notify Prime Contractor of incidents involving our workers, cooperate with investigations.
Worker Protection: Ensure our workers trained on site-specific hazards and Prime Contractor requirements, provide required PPE/equipment, supervise workers to ensure compliance.
3.21.6 Engaging Subcontractors¶
Pre-Qualification: Request OHS documentation (program, training records, insurance), verify adequate OHS program for work, check WorkSafe BC clearance letter (account in good standing), review safety record if available.
Orientation: Provide site-specific hazard information, review 4Core/client safety requirements, establish communication protocols/emergency procedures, review work activity coordination.
Supervision/Monitoring: Verify subcontractor workers trained/equipped, monitor compliance, intervene if unsafe practices observed, coordinate work to prevent conflicts/hazards.
Incident Response: Investigate incidents involving subcontractor workers, report serious incidents to WorkSafe BC (if Prime Contractor), implement corrective actions, may terminate subcontractor for serious/repeated violations.
3.21.7 Coordination Meetings and Communication¶
Meetings: - Pre-Job: Before work begins. All contractors/Prime Contractor attend. Topics: scope of work for each, hazards/controls, coordination of activities (schedule, access, shared equipment), emergency procedures/contacts, site safety rules. - Weekly Safety: During ongoing projects. All attend. Topics: work planned for coming week, hazards/controls, incidents/near-misses from previous week, changes to site/work activities, outstanding safety issues. - Daily Tailboard: Each contractor holds own daily meeting with crew. Discuss specific work for day, coordinate with other contractors if work overlaps. - Documentation: Minutes recorded (attendees, topics, action items), distributed to all contractors, retained per requirements.
Hazard Communication Methods: Written notices (posted at site, emailed), verbal (meetings, direct communication with supervisors), signage (caution signs, barricades, lockout tags), color coding (hot work area, confined space, elevated work).
Information to Communicate: New hazards (discovered utilities, unstable soil, damaged equipment), work activities creating temporary hazards (hot work, confined space entry, crane lifts), incidents/near-misses (share lessons), changes to emergency procedures, access restrictions (areas closed for repairs, energized electrical work).
Emergency Response Coordination: Emergency contacts for all contractors (supervisors, first aiders, emergency services) posted at conspicuous location, all workers know how to summon assistance. - First aid: facilities/attendants identified (name, qualifications, contact), adequate for total workers on site. - Evacuation: routes/assembly areas identified, signal established (alarm, horn, radio), all contractors participate in drills, accountability system (each contractor accounts for their workers at assembly). - Incident Command: Prime Contractor coordinates response, each contractor supervises own workers, external emergency services (fire, EMS, police) have overall command when they arrive.
3.21.8 Training and Documentation¶
Training - All 4Core Workers on Multi-Employer Projects: Contractor coordination training (roles/responsibilities, communication/coordination procedures, compliance with site rules, reporting hazards/incidents), site-specific orientation (provided by Prime Contractor if we are contractor OR by 4Core if we are Prime Contractor, before beginning work, documents hazards/emergency procedures/contacts/rules).
Records - If 4Core is Prime Contractor: Prime Contractor declaration (posted at site), list of all contractors/workers, site safety meeting minutes, inspection reports, incident investigation reports, correspondence with contractors.
Records - If 4Core is Contractor: Site-specific orientation records (our workers), attendance at Prime Contractor meetings, permits obtained from Prime Contractor, incident reports involving our workers, correspondence with Prime Contractor.
Records - If 4Core Engages Subcontractors: Subcontractor pre-qualification documentation, orientation records, monitoring/inspection records, incidents involving subcontractors.
Retention: Prime Contractor records: 3 years after project completion. Contractor records: project duration + 2 years. Subcontractor records: project duration + 2 years.
See: Contractor Coordination Procedure (CC-001).
3.22 Traffic Safety Program¶
3.22.1 Purpose and Scope¶
Workers traveling to job sites and working in areas with vehicle traffic face motor vehicle incident risk.
Applies to: Driving company vehicles, traveling in personal vehicles for work, working on/near roadways, working in areas with mobile equipment or vehicle traffic (parking lots, industrial sites).
3.22.2 Regulatory Requirements¶
- WorkSafe BC OHS Regulation, Part 16.1-16.6 (Motor Vehicle Safety)
- BC Motor Vehicle Act
- Workers Compensation Act (vehicle incidents are workplace incidents if work-related)
3.22.3 Driver Requirements and Vehicle Maintenance¶
Driver Requirements: All workers driving for work must possess valid license appropriate to vehicle class, maintain license in good standing (not suspended/prohibited), report suspensions/restrictions to management immediately, be physically/mentally fit to drive (adequate rest, not impaired).
Company Vehicles: 4Core may assign company vehicle for work use. Driver responsible for care/maintenance, must report defects/damage, used for work only (unless authorization for personal use).
Personal Vehicles for Work: If authorized: must maintain adequate insurance (business use coverage), maintain in safe operating condition, reimbursement for mileage per policy.
Driver Records: Management may request driver's abstract (driving record) before authorizing driving for work. Poor record may result in prohibition from driving for work.
Daily Pre-Trip Inspection (Company Vehicles): Before first use each day. Check: tires (inflation, tread, damage), lights (headlights, taillights, brake lights, turn signals), mirrors (adjusted, intact), windshield (cracks, wipers functional, washer fluid), brakes (function test in safe area), fluids (oil, coolant, brake fluid - check levels when engine cool), load (properly secured, not overloaded, cargo area clean). Document (logbook/checklist), report defects to management, do not drive if unsafe.
Scheduled Maintenance: Oil changes per manufacturer (typically 5,000-10,000 km), tire rotation/brake inspection, manufacturer-recommended service intervals, document in vehicle maintenance log.
Repairs: Defects repaired promptly, vehicle removed from service if unsafe, repairs by qualified mechanic.
3.22.4 Safe Driving Practices¶
General: Obey all traffic laws, drive at safe speed for conditions (reduce in poor weather, congested areas), maintain safe following distance (3-4 seconds minimum), use turn signals, come to complete stop at stop signs, do not drive aggressively (tailgating, cutting off vehicles, road rage).
Seatbelts: Driver and all passengers must wear at all times vehicle in motion. No exceptions.
Distracted Driving: Cell phones prohibited while driving (texting, handheld calls, checking email) - pull over in safe location if need to use phone, hands-free calls permitted in some provinces but discouraged (still distracting). Eating/drinking/grooming: minimize while driving (do while parked if possible). Navigation: set destination before driving, voice commands preferred over touch. Passengers: do not allow distraction from driving.
Impaired Driving: Driving under influence of alcohol or drugs strictly prohibited. Applies to prescription medications causing impairment. Zero tolerance - termination for impaired driving.
Fatigue: Do not drive when fatigued (see Section 3.20), take breaks every 2 hours on long drives, pull over and rest if feeling drowsy.
Weather/Road Conditions: Adjust speed for conditions (rain, snow, ice, fog), increase following distance in poor weather, use headlights in low visibility, do not use cruise control in rain/snow/ice, if conditions too hazardous: delay travel or find alternate route.
Loading/Cargo: Secure all cargo (tie-downs, straps, cargo nets), do not exceed vehicle load capacity (check door placard), distribute weight evenly, do not block rear-view mirrors with cargo.
Backing: Avoid when possible (drive through parking spots, circle around), use spotter in congested areas or with limited visibility, check behind vehicle before backing (walk around), back slowly and check mirrors frequently.
3.22.5 Working Near Traffic and Winter Driving¶
Working Near Traffic: High-visibility clothing required (Class 2 or 3 vest/shirt, meets CSA Z96 or ANSI/ISEA 107, fluorescent with reflective stripes), traffic control (cones, barricades, signs to alert motorists, work zone with buffer between workers and traffic, flag person if work obstructs lane, coordinate with client/municipality for public roads), position (face traffic, work on shoulder or behind barrier when possible, do not stand in lane unless necessary and protected, be aware of vehicles entering area), communication (two-way radio/hand signals with spotter/flag person, alert coworkers when vehicle approaching, maintain awareness), client site traffic (follow client rules, pedestrians have right-of-way, expect equipment traffic in industrial areas).
Winter Driving: Vehicle Preparation: winter tires required (October 1 - April 30 on BC mountain highways, sooner for early snow), block heater for overnight parking in cold, emergency kit (blanket, flashlight, first aid, food/water, phone charger, ice scraper, shovel). Driving Techniques: reduce speed in snow/ice (even with winter tires), gentle inputs (brakes, steering, throttle - abrupt changes cause loss of traction), increase following distance (triple normal), if skid: ease off accelerator, steer in direction of skid, avoid slamming brakes. When Conditions Deteriorate: pull over in safe location if visibility poor or road impassable, inform supervisor of delay, do not continue if unsafe - better late than crash, company supports decision to delay/reroute.
3.22.6 Incident Response, Training, and Documentation¶
If Involved in Motor Vehicle Incident: 1. Stop immediately (leaving scene is criminal offense) 2. Check for injuries (first aid, call 911 if needed) 3. Move vehicles out of traffic if safe and no serious injuries 4. Exchange information with other driver (name, contact, insurance, license plate) 5. Document scene (photos of damage, road conditions, other vehicle, skid marks) 6. Call police if: injuries sustained, significant property damage (typically >$1000), other driver appears impaired, hit and run, company vehicle involved 7. Do not admit fault (provide facts to police/insurance, but do not make statements of liability) 8. Report to company: notify supervisor immediately, complete incident report (even if minor), provide copy of police report, cooperate with insurance 9. Post-Incident: vehicle inspected for damage before returning to service, incident investigated by management (determine cause, identify corrective actions), driver may receive additional training/restrictions depending on circumstances, serious/repeated incidents may result in prohibition from driving for work.
Training - All Workers Driving for Work: Defensive driving training (safe practices, hazard recognition, collision avoidance, distracted driving risks, weather/road conditions, company expectations/policies). Frequency: initial before authorization, refresher every 3 years, additional after incident or if poor driving observed. Specialized: workers driving larger vehicles (>5000 kg) may require commercial driver training, workers towing trailers receive training on towing safety.
Records: Driver authorization (list of workers approved), driver's license records (copies on file, expiry dates tracked), driver abstracts (driving records from ICBC or provincial equivalent), vehicle inspection logs (pre-trip), vehicle maintenance records (oil changes, repairs, annual inspections), incident reports (crashes, near-misses), training records. Retention: Driver records: employment + 2 years. Vehicle records: vehicle life + 2 years. Incidents: permanent.
See: Traffic Safety Procedure (TS-001).
End of Chapter 3, Part 4¶
Summary - Part 4 Covered:
3.17 Bullying and Harassment Prevention 3.18 Violence in the Workplace Prevention 3.19 Working Alone 3.20 Fatigue Management 3.21 Contractor Coordination 3.22 Traffic Safety
Document Control
| Field | Value |
|---|---|
| Version | 0.9-DRAFT |
| Effective Date | December 2025 |
| Next Review | December 2026 |
| Approved By | [All 4 Owners] |
| Safety Officer | Rodney Peters |
Company Information: - Business Name: 4Core Energy & Maintenance Ltd. - Address: [To Be Added] - Industry: Energy and mechanical system maintenance, retrofits and troubleshooting - WorkSafe BC Account: [Account Number]