This manual includes the current Board of Directors approved policies and the related procedures for the operation of Habitat for Humanity Grey Bruce’s ReStores in Owen Sound, Hanover and Port Elgin. It also includes policies and procedures for off-site operations of vehicles and salvage projects.

The manual is divided into sections relating to the various operations of the ReStores making it easy for employees and volunteers to reference specific information. The safety and health of employees, volunteers and customers is paramount and vitally important to HFHGB’s work because of the legal liabilities involved, the protection of our reputation in the community, and most importantly because it is integral to our mission and mandate of caring for and improving the lives of all those involved with HFHGB. Therefore, this manual is an important guide in implementing HFHGB’s Health & Safety program.

All employees are expected to be familiar with the content of this manual and use it to guide them in performing their duties at all times and to give direction to volunteers to ensure they have “meaningful serve experiences.”

The ReStores play an important role in achieving Habitat’s mission. Besides helping create awareness of the work of Habitat, the ReStores generate a profit which supports our administrative costs (salaries, benefits, utilities, etc.).

Not only that, but when ReStore revenue rises above all operating expenses (net income) those funds can be allocated directly to building homes. The teamwork of all ReStore employees and volunteers is vital to the success of the ReStores in making a significant contribution to the mission of Habitat.

Families – The profit from the ReStores covers the administrative costs enabling Habitat to build more homes.

Customers – Save up to 80% off retail prices on building materials, furniture, flooring, appliances, windows, unique home décor, plumbing, cabinetry, and so much more!

Donors – By donating new or gently used building materials, furniture, and appliances, donors can receive a tax receipt for the value of these items.

Environment – The ReStores help reduce the amount of usable building, e-waste and other materials being deposited into a landfill.

Community – Our ReStores provide volunteer opportunities so people can make a contribution to our communities through “meaningful serve experiences.”

To enable HFHGB to keep our quality and production of affordable housing at the highest levels, we must ensure that the safety and health of our workforce is maintained at all times.

HFHGB is committed to Safety First in everything we do. The success of our mission and the achievement of our goals are contingent on the protection of our people from injury and occupational illness.

In fulfilling this commitment, HFHGB will provide and maintain a safe and healthy work environment in accordance with industry standards and in compliance with legislative requirements. We strive to minimize risk to the public, visitors, volunteers, contractors and our employees by implementing an effective Occupational Health and Safety (OH&S) hazard management program that includes best-in-class practices which are reviewed regularly to ensure continual improvement.

All who participate in our work (employees, volunteers and contractors) equally share in the responsibility of resolving OH&S issues and eliminating accidents within our facilities and at our Build sites. At HFHGB, safety is everyone’s responsibility.

Any employee or volunteer who has a concern about health and safety, conduct, behaviour, or business practices should take their concern to their supervisor.

In accordance with the Occupational Health and Safety Act, HFHGB will provide all workers with the necessary information, instruction, and supervision to ensure their health and safety on the job. The objective of training is to implement health and safety procedures into specific job practices and to raise awareness and skill levels to an acceptable standard.

ReStore Safety Talks

Safety talks must be given by a Manager or Manager-on-Duty (MOD) daily to workers prior to the opening of the stores to the public. Safety reminders must be given by MODs to workers who arrive later in the day. All safety talks must be recorded by the MOD in the ReStore logbook noting the date, topics covered, questions asked and the names of all workers in attendance.

Additional Education and Training

In areas where exposure may exceed legislated limits (e.g. noise, air contaminants, etc.) testing will be done and if necessary, an exposure control program will be developed which will include the necessary education and training of all affected workers. H&S Reps will be consulted when developing these programs and conducting the annual review of these programs.

A record of all training sessions given to workers should be kept and include the date the training was held, the topic(s) covered, who provided the training and their credentials and attendance. All workers must sign an attendance sheet to confirm their participation.

The following chart is a quick reference of the minimum certification requirements:

First Aid

The goal of first aid is to give a sick or injured worker the best possible care before professional medical attention can be provided. This care is designed to prevent further injury or illness, promote recovery, and reduce severity by providing an immediate and effective response.

As minimum, legislative requirements include:

• At least one worker certified in Standard First Aid and CPR-A automated external defibrillator (AED) must be on duty in each workplace and be available to render assistance at all times during that shift

• A copy of the WSIB's In Case of Injury or Illness at Work poster (Form 82) must be posted in the workplace at a location where all workers can see it

• Injuries must be reported and recorded

There are many elements to successfully establishing and implementing a first aid program in the workplace. The following is a list to help identify items that need to be included in a plan:

• Roles and responsibilities must be defined. Workers, supervisors, and safety staff must all know their roles

• The first aid kit must be located within quick and easy access for all workers – front counters, lunchrooms and receiving areas of each ReStore

• Each first aid kit must be adequately stocked with supplies

• Certified First Aiders must complete an Incident Report Form when treatment is given to an injured worker or visitor to a workplace (see Appendix C)

• First aid certificates must be posted

• Keep first aid kit inspection records; this would include establishing an inspection schedule and assigning the responsibility of inspection to a HSR

First Aid Kits

The list of required contents in first aid kits is in Sections 8 to 13 of Regulation 1101 of the Workplace Safety and Insurance Act The list is different depending on the size of the workforce.

HFHGB workplaces (ReStores) and Build sites typically have more than five workers and not more than fifteen workers in any one shift. Therefore, each first aid kit must contain the following items as listed in Section 9 of

Regulation 1101:

1. a current edition of a standard St. John Ambulance First Aid Manual;

2. 1 card of safety pins; and

3. dressings consisting of,

(i) 24 adhesive dressings individually wrapped,

(ii) 12 sterile gauze pads, 3 inches square,

(iii) 4 rolls of 2-inch gauze bandage,

(iv) 4 rolls of 4-inch gauze bandage,

(v) 4 sterile surgical pads suitable for pressure dressings, individually wrapped,

(vi) 6 triangular bandages,

(vii) 2 rolls of splint padding, and

(viii) 1 roll-up splint

All HFHGB vehicles shall be equipped with a first aid kit containing:

1. a current edition of a standard St. John Ambulance First Aid Manual;

2. dressings consisting of,

1. 12 adhesive dressings, individually wrapped,

2. 1 four-inch bandage compress,

3. 2 two-inch bandage compresses, and

4. 1 triangular bandage

Kits should also include a disposable mask and multiple pairs of non-latex gloves.

Inspection Requirements

H&S Reps will include First Aid Kits in their monthly inspection to ensure they are adequately stocked with supplies. The inspection record attached to the First Aid Kit should be initialed after each inspection. If there are any supplies or deficiencies identified, it will be reported to a Manager or Supervisor and the kit must be restocked within a reasonable time period (no later than one week).

First Aid Treatment

Access to a first aid kit is not intended to be a substitute for medical attention. In order to alert the first aid attendant that help is required, workers requiring treatment must tell a co-worker that they require a first aid attendant or call out for help. After assessing the situation, the first aider must:

• Treat the person following the current standards of the most recent training provided

• If emergency medical services are required, direct a co-worker to call 911; the certified first aid attendant will be responsible for stabilizing the health and safety of the injured/ill person until the ambulance arrives

• Notify Manager or MOD

• If the injured/ill person is unable to continue their work, arrange for the person to be taken home to rest or to a medical facility for further treatment; an individual must accompany the injured or ill worker to their desired destination

• If the injured/ill person refuses assistance or transportation, they must make this clear to the Manager or Supervisor on duty; that must be noted in the Incident Report Form and the injured/ill person initial the note where they have stated that they do not require the offered assistance and/or transportation

Eye Wash Stations

As part of First Aid and in accordance with O.Reg.851 made under the Occupational Health and Safety Act, in every ReStore there must be an emergency eye wash station (bottles of saline solution) in the receiving area and a faucet mount eyewash stations in the lunchroom capable of providing flushing water for a minimum of 15 minutes.

Safe Work Practices

Safe work practices are written methods outlining how to perform a task with minimum risk to people, equipment, materials, environment, and processes. The following Safe Work Practices have been created to protect employees, volunteers and the public from incidents and injuries in Habitat workplaces and must be followed:

1. The Manager is to ensure that each ReStore is operated at all times with an Assistant Manager or a qualified Manager-on-Duty (MOD) who is responsible for the supervision of employees and volunteers. In addition, there must be at least 2 employees or 1 employee and 1 volunteer with at least one year’s experience working in a ReStore on duty at all times. Stores must remain closed to the public until there is sufficient staff/experienced volunteers on duty.

Off Site Activities

The Manager is to ensure that there are clear procedures in place for all off-site ReStore activities including pickups, deliveries and salvage projects and that appropriate safe work practices are followed for each one.

2. Practice good housekeeping at all times. Keep work areas clean and clear.

3. Work at a safe speed, never run.

4. Learn the right way to do your job.

5. Make sure that all tool guards and other protective devices are in place and adjusted.

6. Never work while ill or fatigued as this could impair their ability to work safely.

7. Not handle or tamper with any electrical equipment or materials in a manner not within the scope of their duties unless qualified or have received training and instructions from their supervisor.

8. Not engage in horseplay and other acts which tend to endanger the safety or well-being of others.

See Appendix O for additional Safe Work Practices.

Unsafe Conditions

All hazards are to be dealt with immediately and not left for someone else to clean up. The store environment must be kept tidy and free of dangerous obstructions. Any spills or broken items must be cleared immediately. Sharp edged items, including cutlery and tools, will be kept well back on shelves and out of reach of children. Furniture and materials should be arranged to make walkways accessible for handicapped customers. No items shall be placed to obstruct emergency exits. The safe use and operation of all equipment will be continuously monitored and enforced, and only those properly trained are permitted to use equipment.

The following are regarded as the basic unacceptable, unsafe acts and conditions. Below is a list of unsafe conditions:

1. Inadequate guarding and protection from fall hazards, electricity or moving machinery.

2. Substandard housekeeping resulting in slip, trip and fall hazards.

3. Defective tools, equipment and materials and/or their improper use.

4. Excessive noise exposure.

5. Inadequate illumination or ventilation.

6. Blocked exit doors.

7. Blocked electrical panels.

8. Spills on floors.

9. ReStore equipment left unattended in sale areas.

10. Broken shelving.

Responding to an Unsafe Condition

Upon seeing an unsafe condition, employees and volunteers must respond to terminate the unsafe condition immediately if safe to do so and report it their Supervisor.

Personal Protective Equipment (PPE)

The Health & Safety Representative will audit PPE use, maintenance, storage and enforcement during monthly inspections. Managers and MODs must ensure there is an adequate supply of PPE and that it is kept in good working order, stored properly and replaced if it is damaged or has expired.

Foot Protection

Heavy items can and often do fall onto a worker’s foot, which is a safety hazard. All workers must wear CSA standard (green triangular patch) safety boots or shoes at all times.

Clothing

All workers must equip themselves with suitable clothing including wearing long pants. Where there is a danger of contacting moving parts of machinery, equipment, or tools, workers must:

• Avoid loose fitting or frayed clothing, which may get caught

• Remove accessories such as rings, dangling neckwear, loose-fitting

Eye Protection

Although most of the tasks being done at a ReStore do not pose serious eye hazards, there are times when using power tools safety glasses must be worn. Safety glasses must:

• Be worn whenever eye hazards are present

• Always be worn in the Receiving areas and in the Warehouse (Hanover location)

• Be Class 1 CSA Standard Z94.3-15 spectacles with side protection

Other Protective Equipment

• Ear Plugs or Ear Muffs: should be worn when using or working near power saws, drills or other loud equipment

• Gloves: should be worn when loading or unloading lumber or other materials, and when working with cement or other corrosive materials

• Dust Masks: should be worn when there is a risk of inhaling sawdust, concrete dust, drywall dust, fiberglass insulation or paint vapors

• Personal Fall Protection: when working at a height of more than 8 feet without safety rails, all workers, must use the personal fall protection equipment (see Health & Safety Manual, Working at Heights, section 11)

No worker should be alone in any ReStore. The ReStore Manager is to ensure that each ReStore is operated at all times with an Assistant Manager or a qualified Manager-on-Duty (MOD) who is responsible for the supervision of employees and volunteers.

In addition, there must be at least 2 employees or 1 employee and 1 volunteer with at least one year of experience working in a ReStore on duty at all times. Stores must remain closed to the public until there is sufficient staff/experienced volunteers on duty.

Management Team members must inform the Executive Director if they need to be in the Head Office or a ReStore alone and limit their time when alone as much as possible.

Unless prior authorization is received from a member of the management team, keys providing access to any HFHGB property must not be copied or leave the possession of the employee or volunteer to whom the key has been assigned. A set of spare keys must be kept in a secure location in the Head Office.

Gates must be closed when the Owen Sound and Port Elgin ReStores are not open to the public. Managers and/or MODs must ensure every exterior door and window is locked and secure at the end of each business day or when facilities are not open to the public.

Restricted Areas

The receiving and storage areas of each ReStore are restricted to workers only. Signs must be posted indicating that customers are not allowed to enter these areas.

Security Camera Policy

HFHGB will employ the use of security cameras, as they offer a reasonably effective deterrent for criminal activity, and will assist us in the maintenance of safe and secure workplaces (see Health & Safety Manual for details).

Source: retailsafety.ca

• Obey the robber’s orders — Let the robber know you intend to cooperate. Hand over cash and merchandise and do exactly as the robber says. If you are not sure what the robber is telling you, ask. Don't argue.

• Do not use a weapon or threaten to use one

• Tell the robber about any possible surprises — Tell the robber before reaching for anything or moving in any way. Tell the robber if another person is in the back room so the robber will not be startled.

• Keep it short — The longer a robbery takes the more nervous the robber becomes.

• Stay calm — Handle the entire situation as if you were making a sale to a customer. Try to pay attention to what the robber is wearing, and what he or she looks like. Try to note the robber’s height.

• Don’t try to stop the robber — Trying to fight with a robber is foolish. Even if you don’t see a weapon, always assume the robber has one.

After the Robber Leaves

• Don’t chase or follow the robber — This will only invite violence, and it may confuse the police as to who is involved with the robbery.

• Write down information immediately — As soon as the robber has left, make notes about their appearance, mannerisms, and specific features, as well as the time and the direction they took when they left. If possible, get a description of their vehicle and write down the license plate number, but never leave the safety of the premises or follow a vehicle to do so !

• Call the police — Dial 9-1-1 as soon as it is safe to do so. Don’t hang up until they tell you to.

• Lock the doors and protect the crime scene. Discontinue business until the police are finished. Don’t touch any evidence.

• Don’t estimate the amount of the loss. If you’re certain of the amount, tell police, but don’t guess.

• Call the ReStore Manager as soon as possible.

• Write a report describing the robbery and include all the information you can.

Some Tips to Follow If You Suspect Someone of Shoplifting

• Never approach or confront a shoplifter. Let them go, but try to get a good look at them and see which way they go when they leave.

NOTE: hiding product on their person is not considered shoplifting until the individual has left the store

• Do not try to apprehend the shoplifter. Don’t chase or follow them – that will only invite violence.

• Contact the police, or someone professionally trained to deal with the situation.

• After the shoplifter leaves, write down as much information about the incident as possible, including the shoplifter’s height, weight, hair and skin colour, and clothing. If a vehicle is involved, write down the make, colour, approximate year, and licence plate number.

Written procedures are to be followed in the event of an emergency (fire or medical) must be in place in every ReStore. A quick and efficient response to an emergency will:

• prevent the present situation from getting worse

• protect workers and the public from further danger and injury

• provide first aid to injured workers

• protect material and equipment from further damage

• isolate and secure the area to ensure that nothing is disturbed

See, Emergency Response Plan and Emergency Evacuation Plan poster in Appendix N.

Prevention

• Combustible material shall not be located close to ignition sources

• No open fires are allowed on ReStore property

• Flammable liquids such as gasoline and solvents must be stored in CSA approved containers in secure areas

Fire Extinguishers

Fire extinguishers are to be located at each exit door, office areas and in other locations as recommended by the Fire Marshall. Fire extinguishers are to be checked at the first of each month to ensure they are in operating condition and the employee doing the check must date and initial each tag.

If a Fire Cannot Be Contained

Employees must make a safe attempt to extinguish a fire without endangering their lives or the lives of others. If a fire cannot be contained the Emergency Response Plan and Emergency Evacuation Plan procedures must be followed (see Appendix N).

A valuable part of a health and safety program is an effective method or system of identifying and controlling hazards in the workplace. A workplace hazard can be any activity, condition, or substance that has the potential to harm a worker. Hazards are generally divided into two categories: safety hazards and health hazards.

Managing hazards is essential to preventing injuries and/or illnesses and contributes to a healthy and productive workplace. Tasks that expose workers to a high degree of personal risk require special planning. For these tasks, the Health and Safety Coordinator(s), Health and Safety Representatives, management, and affected workers, as applicable, must complete a job or task hazard analysis. The analysis and precautions to control or reduce the hazard must be communicated to workers prior to performing the tasks.

All workers must take time prior to starting their work to walk around the workplace and be aware of key hazards before starting any work. It is the responsibility of workers to report anything they believe is hazardous.

1. Workers are to immediately report any areas of concern that may pose a threat to the health and safety of individuals to a Manager or Supervisor; workers may complete the Hazard Reporting Form (see Health &

Safety Manual) and submit to their Manager or Supervisor

2. All work in the area of the hazard must stop until the Manager or Supervisor assesses the situation and takes necessary steps to correct the hazard

3. If the hazard cannot be corrected, a Hazard Assessment Report (see Health & Safety Manual) must be completed by a Manager

4. The Manager or Supervisor must submit the Hazard Assessment Report to the Executive Director and follow the Hazard Assessment Process

Communication

Managers must communicate to workers approved plans to correct and/or control identified hazards and provide the required training, equipment and review any new SWPs and other new procedures.

Although salvage and deconstruction work present unique and very specific safety hazards. In addition to following all of SWPs provided in Appendix P there are some additional precautions that should be taken when undertaking salvage or deconstruction work. The Salvage Coordinator must conduct a hazard assessment following the Hazard Assessment Report form (see Appendix H).

Specific concerns relating to salvage projects include the following:

Pre-Planning

When dismantling a building element, it is helpful to know how it was put together and what tools were used. This means that, in general, the deconstruction will follow the rule of “last on - first off” for materials, sometimes including the additions to the building.

Safety starts with planning for the worst and taking every measure to prevent even the most minor incidents. It is reasonable to expect small minor cuts, scrapes, bruises, etc. but it is not reasonable to expect falls, electrical shocks, major cuts, or impact injuries. One aspect of deconstruction that differentiates it from more traditional and mechanized demolition is the use of predominantly hand labor. In the case of an integrated hand labor and mechanical labor process, the greatest care must be taken to insure the separation of people activities from the operation of mechanical equipment.

At the beginning of the deconstruction process, the entire site should be checked for miscellaneous hazards such as holes, roots and uneven ground, biting animals and insect nests, tree limbs that might be in the way, overhead wires, fences, etc. that might cause accidents and inhibit equipment movement.

The Building

The first aspect of preventative safety is that the building has been abated of all asbestos and that any possible and accessible biological hazards have been dealt with.

The building elements should be physically sound and able to support the weight of workers, and not present a danger of collapse wherever workers might be present. Any shoring or stabilizing should be completed prior to the deconstruction and as needed during the process.

No worker should contribute to the instability of the building by, for example, removing load-bearing walls when they are still supporting a floor or roof above. Do not remove vertical or horizontal structural elements “before their time.”

Clean Site

A clean job site is a safe one. The simplest cause of nail punctures and tripping is when salvaged wood members with nails still in them are allowed to pile up or are allowed to sit in areas where people are walking. Always remove nails from wood at the earliest opportunity and stack materials for de-nailing away from where people are working or walking. Two of the most dangerous aspects of deconstruction are:

• Being caught or struck by materials, tools, and especially by nails

• Falls from ladders, by tripping, slipping, and from positions on roofs or the roof structure

Being hit by materials often comes from lack of communication between workers. Another cause is from trying to muscle something apart and having it suddenly give. When a tool is involved, this also often results in workers hitting themselves with a tool such as a crowbar. “Sorry” doesn’t count after someone is hurt!

Safety Rules of Thumb

• COMMUNICATION: Knowing where you are in relation to others, walls, roof edges, steps, or changes in level, overhangs, any building element on the ground, OTHER workers and their activities, is probably the most important concept of all

• Cleanup of debris on all work surfaces will occur after each phase of deconstruction

• Piles of debris will not be allowed to accumulate in work areas where they could generate a hazard or impediment to the workers

• Stabilize weakened sections of buildings, and work in such a way as to keep the structures as stable as possible

• Take care in handling windows (glass), long items, heavy items, and objects with the nails still in them

• Understand how components are connected and the best method and tool to use in removing it to minimize force that in turn can result in sudden movements, creating projectiles or slipping

• Understand load bearing components and stresses produced by gravity, including awareness of damaged components and weak points caused by termite, water damage, etc.

• Use a two-person system for the majority of materials removal so that long wood members, for example, can be handled at both ends to protect both workers and materials from any sudden movements

• Do not throw things, especially material and equipment

• Dispose of all waste properly and carefully

Hazardous Materials

The following is a list of hazardous chemicals commonly used salvage/handyman & deconstruction work which should be identified in the hazard assessment prior to beginning demolition:

• Gasoline

• Motor oil

• Penetrating lubricant

• Spray paint

• Wasp spray

• Lead

• Silica

Lead

The reclamation of used building materials sometimes involves the disturbance of previously installed toxic substances, such as lead-based paint, lead pipes, and lead flashing. No one should be exposed to harmful levels of lead in the work environment.

• Training: Workers must be educated as to the possible locations of lead products in their work environment.

Everyone is encouraged to identify lead hazards and pass information to others.

• Special Workplace Practices: We must make every effort to properly contain lead-tainted products. Hand deconstruction methods are less aggressive than traditional demolition methods and help lower the risk of widespread contamination. When disturbing of surfaces possibly containing lead, water should be applied to reduce the chance of lead dust becoming airborne. When removing siding or other products with compromised paint from outside a building, tarps are laid to cover the ground and catch paint chips as they fall to keep lead out of the soil. During partial demolitions, especially if people live where we are working, special care must be taken to keep living areas free from lead. The work area is contained to prevent dust from entering other portions of the residence. Careful cleaning must be done in these instances to make sure all dust is cleaned up and contained.

• Hygiene Practices: When careful workplace practices are used, our most likely cause of worker contamination is oral intake of lead. Supervisors must constantly remind employees to wash their hands before eating, drinking, or smoking.

Asbestos

When beginning a project, materials involved in the scope of work that are likely to contain asbestos must be tested for asbestos content. Should you begin work on a project and encounter a material likely to contain asbestos, stop! Do not remove the material. Contact the Manager immediately to arrange for testing to take place. Do not remove a suspect material that has not been appropriately tested. If the materials prove to contain asbestos, they must be dealt with in one of three ways:

1. A homeowner may choose to remove the asbestos. If this option is selected the homeowner must obtain DNR permits and conduct clearance tests on the building. Clearance tests must prove negative before any Habitat staff or volunteers are assigned to work in the building.

2. An asbestos abatement contractor will be hired to remove the asbestos. The abatement contractor will be required to provide a clearance test result certificate to the affiliate before any employee or volunteer will work in the building.

3. The affiliate can perform other duties in the building, provided the asbestos containing material remains undisturbed throughout the project.

Copies of the tests conducted and the results will be placed in the Head Office and made available to workers on the project.

Workplace Hazardous Materials Information System (WHMIS) is a Canada-wide system designed to protect the health and safety of workers by providing information about the safe handling, use, storage and disposal of hazardous products used in the workplace.

Material Safety Data Sheets (MSDS) for any hazardous substances onsite must be available to all workers.

See the Health & Safety Manual for further details regarding WMIS, Hazard Identification and control.

Every injury or accident, however small, even if no treatment is required at the time of injury, must be reported to a Manager or Supervisor in that area. Whenever an injury or accident happens, it should be investigated and reported using the Incident Report Form (see Appendix C). An investigation is conducted in order to identify the root cause of the accident or incident in order to take corrective action to prevent it from happening again.

Every incident must be documented; the depth of the documentation will depend on the seriousness of the incident. For serious accidents involving a Serious/Critical injury, the Executive Director must be informed immediately and an investigation conducted.

There are four types of incidents: Near Miss, Minor Incident, Serious Incident and Critical Incident. Near Miss incidents are Leading Indicators as they have the potential to reduce injuries that did not result in an accident or injury but could have if left uncontrolled or not communicated.

Minor, Serious and Critical Incidents are considered as Lagging Indicators where injuries reported have happened but often require further investigation. These incident reports are used to create a history that identifies past incident frequency and thus revealing risk levels and root causes that should be a focus of prevention measures.

Near Miss

Near misses should be examined toward improvements in Safe Work Practices and controls as part of ongoing due diligence. A Near Miss is an occurrence that:

1. Did not result in an injury but could have

2. Resulted in an unsafe condition

3. Unsafe behaviour was exhibited by a worker(s) including but not limited to:

1. not following Safe Work Practices

2. not reporting safety concerns

3. not wearing or correctly wearing Personal Protective Equipment

Minor Incident

Applies to an investigation that relates to:

1. First aid provided by a First Aider

2. Further medical treatment was required in the days following the initial injury but a hospital stay of greater than 24 hours was not required

3. A worker having to leave the workplace for the remainder of the day due to injury but was able to return for their next scheduled work day

Serious Incident

Applies to an investigation that relates to:

1. Any circumstance where a report was filed in accordance with regulatory requirements

2. A worker having to leave the workplace for the remainder of the day due to injury for treatment at a medical facility and could not report for work the day following the injury

3. A diagnosis of a work-related disease or illness

4. A worker who develops symptoms of a mental health disorder related to work or the work environment

5. Where a worker suffers broken PPE, eyeglasses, dentures, hearing aid or artificial limb due to a work-related incident

Critical Incident

Applies to an investigation that relates to:

1. When 9-1-1 or emergency services was contacted and attended the scene

2. Loss of limb or loss of motor function of part of the body

3. When an injury causes death

4. Where a hospital stay was required for more than 24 hours

5. A worker loses consciousness

All workers must notify their Manager or Supervisor of all incidents and injuries including Near Misses. It is important that Near Misses are reported to a Manager or Supervisor as they are situations that could very easily occur again and turn into either a minor or serious/critical incident or injury. Near miss incidents must be recorded using the Incident Report Form (see Appendix C) by a H&S Coordinator or H&S Rep and submitted to the Executive Director and kept on file.

If a Minor injury occurs the worker’s Manager or Supervisor must be notified immediately. The Manager or Supervisor will assess the situation and determine what corrective action is needed (i.e. spill on the floor). After ensuring the injured worker is attended to and any immediate safety issues are addressed, the Manager or Supervisor will contact a H&S Coordinator and complete an Incident Investigation Report. The completed report must be submitted to the Executive Director and kept on file.

When a Serious or Critical Incident occurs, the Manager or Supervisor on duty must ensure that injured worker(s) and/or other individuals receive appropriate First Aid treatment and the location of the incident is secure and not disturbed as much as possible. The scene needs to be preserved so a thorough investigation into the cause of the incident can be conducted. An Incident Report Form (see Appendix C) must be completed immediately and a copy be sent to the Executive Director within 24 hours of the incident occurring.

The ReStore Manager must report a work related accident/ illness to the Workplace Safety and Insurance Board (WSIB) by completing a Form 7 when:

• they learn that a worker requires health care and/or is absent from regular work due to a work related accident/ illness

• earn less than regular pay (e.g. working fewer hours)

• requires modified work at less than regular pay

Reporting is also required if, following the date of the work related accident/illness, the worker does not receive health care but requires modified work at regular pay for more than seven calendar day.

The law requires Form 7 be completed within 3 calendar days after learning of the reporting obligation as a result of a work related accident/ illness. The completed form has to be received by the WSIB within 7 business days after learning of the reporting obligation.

Form 7 does not have to be completed if only first aid treatment was needed.

What does WSIB consider first aid? First aid is the one-time treatment or care and any follow-up visit(s) for observation purposes only. First aid includes, but is not limited to:

• cleaning minor cuts, scrapes or scratches

• treating a minor burn

• applying a cold compress, cold pack or ice bag

• applying a splint

• changing a bandage or a dressing after a follow-up observation visit

Workers complete a Form 6 only if they are claiming for benefits for a work-related accident.

Workers do not have to make a claim and complete the Form 6 if all four of the following apply:

• only first aid treatment was needed, and

• you did not take any time off work, and

• your pay was not affected, and

• your job duties did not change.

A claim must be filed within six months of an accident or, in the case of an occupational disease, within six months of a worker learning of the disease.

Inspections of all ReStores must be done on a regular basis, to ensure that all potential hazards are recognized, assessed and controlled to help prevent incidents from occurring. It is important to note that new hazards can appear at a moment’s notice and hazards that have already been assessed may change, this is why it is crucial to conduct regular inspections.

Even where inspections are not legally required, a well-managed inspection program can help to identify problems and assess risks before accidents or injuries occur. A proper inspection program can:

• identify potential problems

• identify deficiencies in equipment and/or machinery

• assess and determine the degree of compliance

• demonstrate management support for the health and safety program

The Manager-On-Duty (MOD) or their designate must conduct safety walkabouts before opening and periodically during the day using the ReStore Daily Safety Walkabout Checklist (see Appendix A). A written record of each inspection, noting the date, time of inspection and any deficiencies, is to be recorded in the ReStore Logbook kept in the Manager-On-Duty (MOD)’s office. A monthly inspection must be completed by the Safety Representative in each ReStore using the Monthly Workplace Inspection Checklist (see Appendix B).

An inspection of the Head Office in Springmount can be combined with the monthly inspection of the adjoining ReStore.

Inspections Must Follow these steps:

1. Use the most recently completed checklist to inspect identified potential hazards

2. Look for other potential hazards

3. Correct any situations that are immediately hazardous

4. Talk to workers about equipment, work conditions, dangers or problems they have encountered, and whether conditions at the time of inspection are typical

5. Record your findings on the checklist

Any health and safety deficiencies identified during an inspection must be noted and corrective action should be taken immediately. Managers and Supervisors must follow up to see that the corrective action has been taken and that the hazard has been effectively dealt with.

The results of the inspections must be communicated to the ReStore Manager for review and required corrective action taken. A copy of the completed monthly inspection checklist must be kept on file in each workplace and made available to every worker.

In compliance with the Ministry of Transportation guidelines, drivers of the 5 Ton Truck and Cube Truck must follow this daily inspection program:

• Driver conducts a visual inspection of the vehicle

• The inspection is conducted with the use of a schedule (see Appendix F, Schedule 1 and Daily Vehicle

Inspection Report) which lists the vehicle components and systems that require inspection

• Driver completes a report of the inspection

• The inspection and report are valid for 24 hours

• Driver carries the schedule and report in the vehicle

• Driver records on the report any defects found during the inspection, while on route and at the end of the trip or day

• Driver reports defects and submits the inspection report to the Manager

If the driver did not conduct the original inspection, the driver and each subsequent driver must sign the report. Reports that are used by more than one driver require additional lines where subsequent drivers can sign.

All information required to be on a report must be accurately completed in full.

Truck Maintenance

Safety of employees, volunteers and the public is a high priority for HFHGB. Therefore, all vehicles must be well maintained at all times. This includes regular maintenance, needed repairs done timely, fluid levels checked and kept to proper level and fuel levels kept to no less than a quarter of tank especially in the winter months.

The Manager is responsible to ensure all vehicles are scheduled for regular maintenance; drivers must alert the Manager to any mechanical issues immediately.

Inspections of salvage projects are to be conducted by the Salvage Coordinator on a daily basis due to the rapid pace of work and continually changing conditions and multiple inter-related tasks.

Inspections must ensure that each ReStore is meeting the basic equipment and posting requirements.

Equipment

• First Aid Kit - kept in a central location which is accessible to all workers

• Phone for calling emergency services in case of emergency

• Fire Extinguishers – checked at least monthly and attached tag initialled by person conducting the inspection; all fire extinguishers are to be inspected by Georgian Bay Fire and Safety annually

• Eyewash Station – each ReStore must have an eye wash station plumbed into a running water source; each Build site must have a portable eye wash station and the manufacturer’s requirements for replacing solution must be followed

• Build Site Daily Sign-in Logbook signed by every person present on a Build site

Posting Requirements

In every ReStore lunchroom there must be an Occupational Health & Safety Board. The following items must be posted on or near the board:

• A copy of the current OHSA (“Green Book”)

These regulations are usually available in the form of a small booklet which can be hung by a chain or cable from the bulletin board

• HFHGB’s Health & Safety Policy Statement current year signed and dated by the Executive Director

• HFHGB’s Workplace Violence Policy and Workplace Harassment Policy

• A copy of HFHGB’s Health & Safety Program manual

• Emergency Response Plan Poster – see Appendix N for template

With all emergency phone numbers and information including:

• 911

• ReStore site address & location

• Executive Director and Manager contact information

• Utilities: gas, hydro, water

• Poison Control

• Ministry of Labour

• Ministry of the Environment

• Name of nearest Hospital, address and map

• Employment Standards Poster

• Health & Safety at Work Poster

• In Case of Injury Poster (1,2,3,4 Form 82)

• First Aid certificate of the first aid person(s) in the workplace

In each ReStore:

Emergency Evacuation Plan (see Appendix N) noting fire extinguisher locations and the designated Safe Gathering Area must be posted in a visible location.

Safety and the well-being of all our employees, volunteers, customers and donors is a top priority for the Board of Directors and the Management Team. We desire that everyone has a safe and healthy work/life balance in all they do including while working for Habitat for Humanity Grey Bruce. For this reason, the following daily work schedule including meal and coffee breaks is to be followed:

Staff Who Work Full Days

Start time – 8:45 a.m.

End of day time – 5:15 p.m.

PURPOSE: to ensure the Daily Walkabout safety check is completed, cash register is ready and any safety issues are dealt with prior to stores being opened to receive customers and donors in the morning. At store closing, customers and donors are to be fully served without having to be “rushed” out the door and to ensure the building is safe and secure.

Meal/Coffee Breaks

As noted in the Employment Standards Act (ESA) meal breaks are unpaid unless the employee’s employment contract requires payment (our contracts do not require payment). Each employee is entitled to a 30 minute meal break (unpaid) and that time can be split into two periods. Further, although Habitat is not required to provide any breaks in addition to eating periods, we do provide 2 coffee breaks (up to 15 minutes each) one mid-morning and the other mid-afternoon as scheduled by the Manager-On-Duty (MOD). These breaks are paid.

Therefore, employees working full days (8:45 a.m. to 5:15 p.m.) are paid for 8 hours; the 30 minute eating period is unpaid (even for employees working less than 8 hours per day). During eating periods employees are not required to stay at their workplace (they are free to leave to run an errand or pick-up lunch). All meal/coffee breaks are to be taken in designated staff only areas (i.e. lunchroom and smoking area).

Providing excellent “people service” not only helps further sales but reinforces the Habitat and ReStore brands. Our customers, donors and volunteers are to be served with respect, care and courtesy.

Guidelines

1. Greet with a Smile - the very first thing a customer, donor or volunteer should see is a smile. This creates a warm welcome and great first impression.

Use a welcome greeting with a pleasant and upbeat voice, not monotonous (e.g. “Welcome to the ReStore.

How can I help you?”).

2. Know our Products, Services & Builds - customers may ask you for your advice about a product or have a question about one of our services (salvage, e-waste) or current Build project. If you don’t know the answer ask another Sales Associate or the Manager-on-Duty (MOD).

3. Say Thank You – and invite them to return soon.

A customer wants to negotiate a lower price; a donor has an item we do not accept; a volunteer is not doing what they have been asked to do. Start with a POSITIVE comment. Then provide an EXPLANATION.

Examples

“Thank you for your interest in this ________ (item). Our pricing policy prevents us from negotiating prices with customers. However, we do lower prices on some products if they do not sell after a week or so.”

“I appreciate you thinking about supporting Habitat with a donation of these items. Unfortunately we cannot take ________ (item) because it (is hazardous and it will cost us money to dispose of it / not an item we sell but the Salvation Army may take it / is inoperable and will not sell). To help you in the future we have a brochure that lists all the things we do not take.”

In response to a customer that complains about the pricing being too high.

“Thank you for your feedback, we appreciate your input.

Like other businesses our costs are going up. The purpose of our ReStore is to provide funding for our home building program for families in need in our community.”

In response to a customer who says; “How does a low-income person afford this?”

If you know of someone who needs furniture or appliances at a deeper discount we do work with community agencies to provide these products for free in most situations. They will have to apply directly to:

United Way

County of Grey – Housing

Y Housing

Handling Aggressive Customers, Donors and Visitors

To learn how to deal with an aggressive person see Workplace Violence policy and program in the Employee Handbook.

In fulfilling our mission, HFHGB strives at all times to provide its services in a way that respects the dignity and independence of people with disabilities. We are also committed to giving people with disabilities the same opportunity to access our goods and services, in the same place and in a similar way as other customers, donors, volunteers, employees and partners.

Committed to excellence in serving all customers, donors, volunteers, employees and partners including people with disabilities, we will carry out our functions and responsibilities in the following areas:

1. Communication

We will communicate with people with disabilities in ways that take into account their disability. We will train staff and volunteers on how to interact and communicate with people with various types of disabilities.

2. Telephone services

We are committed to providing fully accessible telephone service to our customers, donors, volunteers, employees and partners. We will train staff and volunteers to communicate over the telephone in clear and plain language and to speak clearly and slowly. We will offer to communicate by other means including letter mail, email or facsimile if telephone communication is not suitable to a person’s communications needs or is not available.

3. Assistive devices

We are committed to serving people with disabilities who use assistive devices to obtain, use or benefit from our services. We will ensure that our employees and volunteers are trained and familiar with various assistive devices that may be used by people with disabilities while accessing our goods, support or services. We will ensure that employees and volunteers know how to use the assistive devices available at our premises for those with disabilities.

4. Documentation

We are committed to providing all written communication including invoices, charitable tax receipts, letters and other documents in a format that is accessible to all of our customers, donors, volunteers, employees and partners. This may include large print, email and other formats. We will answer any questions about the content of any written document in person, by telephone or email.

Use of Service Animals and Support Persons

We are committed to welcoming people with disabilities who are accompanied by a service animal on the areas of our premises that are open to the public and other third parties. We will ensure that all staff, volunteers and others dealing with the public are properly trained in how to interact with people with disabilities who are accompanied by a service animal.

We are committed to welcoming people with disabilities who are accompanied by a support person. Any person with a disability who is accompanied by a support person will be allowed to enter HFHGB premises with his or her support person. At no time will a person with a disability who is accompanied by a support person be prevented from having access to his or her support person while on our premises.

Notice of Temporary Disruption

HFHGB will provide customers, donors, volunteers, employees and partners with notice in the event of a planned or unexpected disruption in the facilities or services usually used by people with disabilities. This notice will include information about the reason for the disruption, its anticipated duration, and a description of alternative facilities or services, if available. The notice will be placed at all public entrances and reception counters on our premises.

Training

HFHGB will provide training to all employees, volunteers and others who deal with the public and other third parties on their behalf, and all those who are involved in the development and approvals of policies, practices and procedures.

This training will be provided within 3 months after staff and volunteers commence their duties.

Training will include the following:

• The purposes of the Accessibility for Ontarians with Disabilities Act, 2005 (AODA) and the requirements for the customer service standard.

• How to interact and communicate with people with various types of disabilities.

• How to interact with people with disabilities who use an assistive device or require the assistance of a service animal or a support person.

• How to use any assistive devices maintained by HFHGB to assist people with disabilities.

• What to do if a person with a disability is having difficulty accessing HFHGB’s goods and services.

• HFHGB’s policies, practices and procedures relating to these customer service standards.

Applicable staff and volunteers will be trained on policies, practices and procedures that affect the way goods and services are provided to people with disabilities. Staff and volunteers will also be trained on an ongoing basis when changes are made to these policies, practices and procedures.

Feedback Process

In striving to meet and surpass public expectations while serving people with disabilities, comments on our services regarding how well those expectations are being met are welcome and appreciated.

Feedback regarding the way HFHGB provides services to people with disabilities can be made by letter, email, voicemail or in person. All feedback should be directed to the Executive Director. A response shall be issued within 10 business days.

Policy Modifications and Questions

We are committed to developing customer service polices that respect and promote the dignity and independence of people with disabilities. Therefore, no changes will be made to this policy before considering the impact on people with disabilities.

Any policy of HFHGB that does not respect and promote the dignity and independence of people with disabilities will be modified or removed.

Any question about the policy and/or its purpose should be referred to the Executive Director.

It’s important that customers, donors and visitors to the ReStore can easily identify staff and volunteers. HFH will provide every employee and volunteer with clothing (e.g. golf shirts, t-shirts) having the ReStore logo. All employees and volunteers are expected to wear these while on duty either in a ReStore outlet or while completing product pickup/deliveries and salvages.

As noted in the Health and Safety section, employees and volunteers must practice good housekeeping at all times. All work areas, aisles, washrooms and doorways are to be kept clean and clear. Tidy stores not only provide a safe environment but help customers find products.

Employees are to regularly inspect the parking lots and the other outside areas for items dropped off overnight and any hazards. Materials and garbage are to be removed and disposed of properly.

All garbage is to be regularly collected from offices, lunch rooms and containers and placed in the waste-bin. Blue bins are only to be used for recyclable materials and emptied into clear bags for pickup by the municipality or delivered to the local waste disposal facility.

Unsellable paint is to be stored in marked containers for recycling. Batteries are to be stored in marked containers for recycling pickup.

Washrooms are to be checked daily for supplies, cleanliness and proper functioning fixtures; garbage is to be removed at least once a day.

Each store is to maintain space for a lunchroom so employees and volunteers can sit for rest and meal breaks. All garbage and recyclable material is to be properly disposed of and appliances kept clean. Food, coffee and other beverages are only to be stored and consumed in the lunchrooms; no food or beverages are to be left on the front counters or on product shelves or displays.

Note: water bottles are allowed to be carried by employees and volunteers throughout each store during extreme hot and humid days.

For safety and security reasons customers are not allowed in work and storage areas. These rooms must be locked when not in use.

Well-behaved pets are welcome in the ReStores. To keep the store safe for shoppers, volunteers, staff, and other animals, pets must be on a leash or secured in a carrier at all times and must stay under their owner’s control. Pets should be calm and friendly toward people and other animals; any pet showing aggressive or disruptive behaviour will be asked to leave. Owners are responsible for cleaning up after their pets and for any damage they cause to merchandise. Service animals are always welcome.

All HFHGB facilities are smoke free and vape free environments. There must be no use of tobacco products in HFHGB buildings or HFHGB vehicles. Employees who desire to smoke or use tobacco products must do so during rest or lunch breaks only and in the designated areas. Employees are to ensure proper clean up and disposal of tobacco products.

Step 1 Enter the store and turn on lights; turn off any exterior lights

Step 2 Conduct a safety walkabout following the checklist in the ReStore Logbook (see Appendix A)

Step 3 Record Safety Walk-around in the ReStore Logbook; note any safety issues that need to be addressed; notify the Manager so safety issue(s) can be addressed

Step 4 MOD will complete the cash out from the previous day and ensure this day’s float is counted and in drawer (see Cash Out on page 6-5)

Step 5 At 9:00 am change the CLOSED sign to OPEN and unlock doors

Step 1 Do a Walkabout to ensure all customers have left the building including the washrooms

Step 2 At closing time lock all doors and change the OPEN sign to CLOSED

Step 3 Ensure all cash and valuables are secured in the safe and the safe is locked

Step 4 Before exiting the building ensure lights needed for overnight security are on and other lights are turned off

Only employees and volunteers with e-waste training are to be assigned to work in e-waste.

Procedures

The following guidelines are to be followed:

1. Only items approved by HFHGB’s e-waste partner, will be accepted

2. Materials are to be sorted and placed in containers as directed by HFHGB’s e-waste partner

3. Bill of ladings (BOL) are to be completed in full and returned to the Manager’s office

4. In order to ensure security of personal information, all hard drives MUST go into e-waste where they will be completely destroyed; NO EXCEPTIONS

5. Heavy items should be lifted with assistance (see, Safe Material Handling)

All products must be evaluated for their condition and value in the receiving area and priced before being placed in the store for sale. Any products that are deemed unsafe must be kept from being sold and discarded as soon as possible. The following guidelines must be implemented in each ReStore location:

Product Donations

The list of acceptable donations and unacceptable items must be posted in each ReStore. All products must be evaluated for their condition and value in a receiving area not accessible by the public and priced before being placed in the store for sale. Products that are deemed unsafe must be kept from being sold and appropriately discarded as soon as possible.

Display

All products must be displayed safely and in a manner that customers can clearly see items and prices. For products that are missing parts or have a deficiency, these must be clearly noted. Sold items must have a “Sold” notice attached to them and if possible be moved to a designated storage area. Sold items will only be held for up to 48 hours unless other arrangements are approved by the Managers-on-Duty (MOD).

Pricing

Products are to be priced up to 80% off current retailer’s regular prices (sale price if retailers have discounted items from their regular price). Pricing shall be based not only the value of items but also on their condition.

All products must be clearly priced or signs used to state prices (i.e. for bulk items). The posted price is the final sale price for all products. Employees and volunteers are not to engage in negotiating price discounts with customers. For bulk purchases the Manager or the Manager-on-Duty (MOD) must be consulted before a price is given.

Unique, one-of-a-kind items must first be researched to gain knowledge of the items and their current market value before being priced and displayed for sale.

The Assistant Manager or MOD must monitor prices of all items in the ReStore on a weekly basis. Only the Manger or Assistant Manager may reduce posted prices of items that have not sold after a period of at least 1 week.

Product Sales to Employees and Volunteers

To avoid accusations of favouritism, products must be on display for sale for at least 5 (five) operating days before they can be purchased by employees and volunteers or their immediate family members. Employees and volunteers making purchases must have another employee perform the sales transaction at a cash register.

Products may be returned for full refund within 30 days for store credit or exchange. The following conditions apply to all returns:

• Accompanied with the receipt

• Returned to the store where the purchase was made

• In original purchased condition

• “Final sale” & “as is” purchases cannot be returned

• Store credit has no cash value

Cash refunds may only be approved by the Manager or MODs after consultation with the customer and only if accompanied with the cash register receipt.

When a customer requests a cash refund a Product Return Form is to be completed and submitted to the MOD for approval. Upon approval, the completed form is to be submitted to the Business Manager for processing a refund cheque. Customers are to be made aware that a refund cheque can take up to 4 weeks to process.

The product return policy must be prominently posted in each ReStore. Only the Manager may deviate from the product return policy.

The following procedure is to be followed for the completion of a Store Credit:

• Put the dollar amount of the store credit in the “Value” box located on the “Store Credit” card.

• Write the amount on the line provided just below the “Value” box.

• Place the current date on the line provided

• Have the MOD sign on the Authorization line

To redeem Store Credit:

• Place the amount spent in the “Redeemed Value” box

• Place used “Store Credit” card in register

• If there is a remaining balance provide the customer with a new “Store Credit” card and follow the procedures above

Products may be held for up to 2 hours for 2 items only before being purchased. A “Hold” notice must be completed and attached to the item with the customer’s first name and phone number.

The following procedure is to be followed for the sale of a Gift Certificate:

• Put the dollar amount of the Gift Certificate in the “Value” box located on the certificate

• Write the amount on the line provided just below the “Value” box

• Place the current date on the line provided

• Have the MOD sign on the Authorization line

To redeem a Gift Certificate:

• Place the amount spent in the “Redeemed Value” box

• Place used Gift Certificate in register

• If there is a remaining balance provide the customer with a new Gift Certificate and follow the procedures above

Sold items may be delivered to customers upon request. Deliveries are limited within Grey and Bruce counties for a minimum fee of $120 using HFHGB vehicles only. A higher fee may be charged based on a fee chart approved by the Manager (see Appendix M for delivery area maps and fees).

NOTE: employees and volunteers are not to refer customers to other delivery services.

The delivery fee is payable in advance and must be recorded separately from the sale of the product(s) using the Delivery category on the POS System. The Delivery Request form (see appendix L) must be completed in full and submitted to the Salvage Coordinator who will coordinate the delivery with the customer. Delivery instructions approved by the Manager are to be given to the customer.

Upon delivery of the product(s) the Delivery Request form must be signed by the customer to confirm they have received delivery of their purchased item(s).

Delivery Instructions

1. Deliveries will be scheduled by the Salvage Coordinator with the customer.

2. Product(s) will be delivered to the address given by the customer.

Note: due to safety and risk of injury ReStore employees may be limited in their ability to deliver products where there are stairs, narrow doorways, hallways and/or other impediments. Product(s) will be carried inside buildings at the discretion of the Salvage Coordinator.

3. Customers are responsible for hooking up any purchased appliances and/or other mechanical products.

Pickup of Product Donations

Requests for pickup of donated items must be directed to the Salvage Coordinator’s voicemail. The Salvage Coordinator arranges pickups with donors following a set schedule. When picking up donated products the Donation Pickup Checklist must be followed (see Appendix K).

For donors requesting a tax receipt for their donation, the Salvage Coordinator must complete the ReStore GIK Receipt Form (see Finance & Administration Manual) and ensure donors have reviewed and signed it. Completed forms are to be submitted to the Manager.

Receipts will not be issued for donated services, professional or otherwise. (Although it is acceptable to pay for services and then issue a cash receipt for a donation made in the amount that was paid for said services, as long as the amount paid and donated is a fair value for the services rendered.) In all cases where charitable receipts are prepared, a written receipt will be issued for the FMV and a duplicate copy will be kept on file.

Receipts will only be issued when the fair market value (FMV) of the items donated can be accurately determined and if the total value is $100.00 or more.

CRA defines fair market value as, the highest price that a property would bring, expressed in dollars, in an open and unrestricted market, between a willing buyer and a willing seller, both of whom are knowledgeable, informed and prudent, and who are acting independently of each other. FMV does not include any amounts paid or payable to other parties, such as commission to sales agents or sales taxes such as GST/HST or provincial sales taxes.

To get a reasonable estimate of FMV for a donated item, staff should consult catalogues, invoices for similar products or donor documentation such as price lists and should err on the low end of the reasonable valuation range. However, if the FMV is thought to be in excess of $1,000, CRA strongly recommends that an appraisal be done. It is important that the appraiser be qualified, in order to obtain a supportable, well-reasoned opinion of value. The donor should be asked for evidence of the purchase price, and use the lesser of cost (excluding taxes) or current FMV, if the donor acquired the item within the previous three years. The appraisal should be in writing and the original copy be attached to a copy of the official donation receipt and kept on file as per the records retention policy.

New rules apply to any property donated within three years of acquisition by the donor, requiring that the valuation of a non-cash gift be the “deemed FMV.” Deemed FMV is the lesser of the actual FMV or the donor’s cost to acquire whatever he is donating, with the following exceptions:

Gifts made as a consequence of a taxpayer’s death (use FMV)

Inventory (use usual retail price for similar-size purchases etc.)

Real property situated in Canada (use appraised FMV)

Certified cultural property

Gifts of certain publicly-traded securities

Ecological gifts.

The Restore Manager can establish the FMV of donated goods where they are qualified to make such a determination. For example, where equivalent goods are sold in the Restore at such a frequency that a reasonable selling price can be established based on historical sales. FMV is not to be determined based on the retail price of equivalent goods at other sales outlets, unless there is a realistic expectation that those goods will be sold for that price at the Restore. A record of the selling prices for frequently donated items is to be kept to form the basis for establishing FMV of future donations.

Receipts are not to be issued for materials to be sold, traded or donated to Restores other than that operated by HFHGB. The issuing of a charitable receipt must be documented and the basis on which the FMV was established, by completing the “ReStore Gift-in-Kind Receipt Form”. Once properly documented, authorized personnel will issue receipts.

Only employees and volunteers who are trained to operate the Point-of-Sale (POS) and authorized by the Manager are permitted to work at the front counter. If the employee or volunteer responsible for the POS must leave and there are no other authorized personnel available then the employee must sign out of the POS system.

Sales Categories

All sales should be tracked at the cash register in the categories listed below. Even in the cases where one of these categories represents $0 in a given year it should still be programmed to track any “one off” opportunities.

Categories:

• Appliances

• Building Supplies

• Cabinets

• Delivery

• Donations

• Doors

• Electrical

• Electronics

• Flooring (All Flooring)

• Furniture

• Gift Certificate

• Hardware

• Home Décor

• Lighting

• Music

• Office Furniture

• Paint

• Pet Food

• Plumbing

• Remove

• Seasonal/Outdoor Garden

• Small Appliances

• Sporting Goods

• Tools

• Vehicle

• Windows

Cash Donations

Customers who wish to make a cash donation to HFHGB must be made aware that their donation will only be used for a Build project. HFHGB does not receive cash donations for ReStore operations. If they want to receive a receipt for income tax purposes their donation must be $20.00 or more and they must complete a donation card. Completed donation cards must be included in that day’s cash deposit envelope.

Payment

All customers are to be directed to make their payments to the front counter. For the protection from a false accusation of stealing, employees or volunteers who are not working at the front counter shall not receive money from a customer.

Payment Options

Customers must pay in full for their purchase using cash, debit, credit card or e-transfer. Etransfer@habitatgreybruce.ca

Counting Daily Sales

Only employees authorized by the Manager are to count cash and complete the Daily Sales Sheet (see Finance & Administration Manual). Money is to be counted in an office, never at the front counter in front of customers or volunteers.

Daily sales sheets are completed electronically and a copy printed:

Owen Sound – white

Hanover – yellow

Port Elgin – lilac

Cash and the daily sales sheet are to be placed in the safe or other secure location and deposited at the bank within 2 business days.

Cash Out before opening of Store

1. Sign in to Clover

2. Click on Reporting App

3. Print off the previous days batch total

4. Open the Register app on your Clover device.

5. Tap the three dots (menu icon) on the screen.

6. Select Open cash drawer.

7. Enter the payout amount and type in the reason for the payout.

8. Tap Continue to open the cash drawer, remove the cash, and complete the process.

Take the cash drawer with that day’s sales out of the cash register and replace with a new $100 float found in locked filing cabinet.  Away from the front counter count all cash.  Return $100 as the float to the cash drawer in the filing cabinet.  (There will always be a spare $100 float to simply exchange at the end of the day).  Include all the remaining cash in the Daily Sales Sheet. 

NOTE:  there may be an overage or the cash may be short; the Daily Sales Sheet will calculate that automatically.  If you are over or under more than $20 please inform the ReStore Manager.

Our volunteers are vital to achieving Habitat’s mission. It is a goal of HFHGB that every volunteer has a “meaningful serve experience” that brings value to them as well as to HFHGB. We consider all volunteers to be as valuable as employees and refer to them as unpaid workers.

Therefore, employees are expected to show respect to every volunteer and to provide assistance to them as required. This will involve greeting volunteers warmly, thanking them for giving of themselves and of their time, and reminding them that they are making a significant contribution to Habitat’s mission.

Age of Volunteers

Volunteers must be at least 18 years of age to serve at any HFHGB’s ReStores and Build sites. Teens 16 and 17 may volunteer but only with the written signed permission of a parent or legal guardian. Children under 16 may volunteer but only with parental supervision and approval of the Executive Director.

Orientation Checklist

Prior to engaging in their service, all volunteers must be properly oriented to the workplace. Orientation must include the following:

• Completion of the Volunteer Registration and Release/Waiver of Liability Form. Volunteers should register on Better Impact. QR code is located in the Volunteer Binder. Any issues with the platform please contact the volunteer coordinator for instructions.

• Review of safe work procedures (“Safety Talk”) as outlined in the Occupational Health and Safety (OH&S) management program

• Overview of the work to be completed

Managers must ensure that volunteers are well prepared for the tasks assigned to them and have proper supervision to ensure they have a meaningful serve experience.

The following procedures are to be posted in each ReStore and followed for orienting all new volunteers:

1. Volunteer completes the Volunteer Registration and Release/Waiver of Liability Form in paper or on Better Impact.

2. Introduce Volunteer to other staff and volunteers

3. Guide volunteer on a tour of the ReStore which will include the following:

• Location of washrooms

• Location of staff/volunteer lunch room and storage of personal items

• Location of fire extinguishers

• Location of First Aid Kit and Eye Wash Station

• Location of SHE policy and Occupational Health and Safety Manual

• Location of each department; describe function for each noting any hazards

• Location of garbage and recycling containers

• Location of sign in and out binders (show how to record time served)

  1. Volunteer must watch the ReStore Safety Video. Upon completion ask the volunteer 4-5 knowledge retention questions to ensure their understanding of safety procedures

2. Volunteer must wear appropriate attire including CSA approved boots or shoes (green patch), long pants and a green t-shirt while working

3. Encourage volunteer to report any Health and Safety related issues including unsafe conditions and/or acts

4. Review any health concerns the volunteer has noted in their application or reports verbally; understand how these may limit the tasks the volunteer may do (e.g. chronic back issue may prevent a volunteer from lifting heavy objects); advise the volunteer that they have the right to refuse any task they are not comfortable performing

5. Ask the volunteer if they have any questions

Daily Safety Review

Employees must review safe work procedures (“Safety Talk”) prior to volunteers starting their work.

Recognition

The Manager and Resource Coordinator are responsible for implementing a recognition program in each ReStore.

Daily Safety Walkabout Checklist

Safety Walkabouts are to be conducted by trained employees each morning 15 minutes prior to the store opening to the public and at least once each afternoon. Employees are to use the following checklist when conducting a Safety Walkabout.

A note of each Safety Walkabout is to be recorded in the Logbook which is to include the date and time the Safety Walkabout was conducted, description of any safety or hazard issues and initialled by the staff member who conducted the inspection.

10 Point Check

• Inspect the parking lot (vehicles) and exterior of the building; look for any overnight drop-offs

• Ensure front entrance is clear of snow and if icy, apply salt

• Lights on (turn off exterior lights if timer not working)

Note: the store cannot be opened to the public if there is a power failure

• Ensure heat is functioning; note if there is a smell of natural gas (possible leak)

• Check doors – ensure exits are clear of all objects

• Check windows – look for any damage

• Check washrooms – note if low on supplies and/or need to be cleaned

• Check all racking – if any are not secure post caution signs to keep people at least 5 feet away from the area until the racking is secured

• Note any product displays that are unsafe or blocking aisles

• Look for any slip, trip and any other hazards and/or workplace health concerns

Notify the Manager if there is a serious safety and/or health issue.

Monthly Workplace Inspection Checklist

Monthly inspections by each Safety Representative with the ReStore Manager or their designate are a required part of our occupational health and safety program. Regular inspections allow supervisors and staff to:

• Identify existing and potential hazards in the workplace;

• Determine underlying causes of hazards;

• Monitor hazard controls (engineering controls, policies, procedures, rules and the use of personal protective equipment); and

• Recommend corrective actions.

Effective workplace inspections improve health and safety in the workplace and reduce the frequency and severity of incidents that do occur.

The Inspection Checklist is a tool to facilitate thorough inspections of all workplaces. The checklist contains numerous inspection items grouped into tables by subject matter. Inspection items that are not applicable may be noted as such for a particular workplace. Each table includes a list of items related to the inspection topic, columns to indicate whether the item was observed to be acceptable, unacceptable or not applicable and a comments column to provide details of inspection findings. When there are findings, the table also includes the party responsible for addressing the finding, the actions taken and the date the finding was addressed. Blank tables are provided at the beginning and end of the Inspection Checklist to allow additional items to be included as required.

A: Acceptable

U: Unacceptable

NA: Not Applicable

*Individuals conducting inspections should be familiar with the types of training required for personnel working in areas undergoing inspection

Comments:

PLEASE READ BEFORE COMPLETING

There are four types of incidents: Near Miss, Minor Incident, Serious Incident and Critical Incident. Near Miss incidents are Leading Indicators as they have the potential to reduce injuries that did not result in an accident or injury but could have if left uncontrolled or not communicated.

Minor, Serious and Critical Incidents are considered as Lagging Indicators where injuries reported have happened but often require further investigation. These incident reports are used to create a history that identifies past incident frequency and thus revealing risk levels and root causes that should be a focus of prevention measures.

Near Miss

Near misses must be examined toward improvements in Safe Work Practices and controls as part of ongoing due diligence. A Near Miss is an occurrence that:

1. Did not result in an injury but could have

2. Resulted in an unsafe condition

3. Unsafe behaviour was exhibited by a worker(s) including but not limited to:

4. not following Safe Work Practices

5. not reporting safety concerns

6. not wearing or correctly wearing Personal Protective Equipment

Minor Incident

Applies to an investigation that relates to:

1. First aid provided by a First Aider

2. Further medical treatment was required in the days following the initial injury but a hospital stay of greater than 24 hours was not required

3. A worker having to leave the workplace for the remainder of the day due to injury but was able to return for their next scheduled work day

Serious Incident

Applies to an investigation that relates to:

1. Any circumstance where a report was filed in accordance with regulatory requirements

2. A worker having to leave the workplace for the remainder of the day due to injury for treatment at a medical facility and could not report for work the day following the injury

3. A diagnoses of a work-related disease or illness

4. A worker who develops symptoms of a mental health disorder related to work or the work environment

5. Where a worker suffers broken PPE, eyeglasses, dentures, hearing aid or artificial limb due to a work-related incident

Critical Incident

Applies to an investigation that relates to:

1. When 9-1-1 or emergency services was contacted and attended the scene

2. Loss of limb or loss of motor function of part of the body

3. When an injury causes death

4. Where a hospital stay was required for more than 24 hours

5. A worker loses consciousness

Photograph of event location? Yes No

File name and location of digital photo:

Clearly show location of event in relation to walkway or building along with the path of travel of the injured party or other people involved in this event.

Report Retention

This report must be kept on file (digital in Huddle):

• If Near Miss: minimum of one year

• If Minor incident: minimum of seven years

• If Serious/critical incident: permanently

Sorry I’m Sold

Storage and Abandoned items Policy

Please read the following carefully

• Item(s) will be held for 2 business days

• If not retrieved, item(s) will be considered Donated and will be

Returned to the sales floor

Item(s) to be picked up by: __________________________

Name: __________________________________________

Authorized: ______________________________________

Sorry I’m on HO­­LD

Hold this item for 2 hours

From: ___________________________________________

Name: __________________________________________

Authorized: ______________________________________

SCHEDULE 1, (3 column format)

Daily inspection of trucks, tractors and trailers

SAMPLE 1

Sample report for a truck that does not tow a trailer.

Salvage Acknowledgement & Waiver

______________________________________ (hereinafter referred to as Owner) has agreed to allow Habitat for Humanity Grey Bruce (“Habitat”) to salvage certain equipment and materials from premises (hereafter referred to as the Premises) owned, leased or operated by Owner.

In consideration for Owner allowing Habitat to salvage equipment and materials from the Premises, Habitat agrees to irrevocably release, waive and forever discharge Owner from any and all actions, causes of action, damages, lawsuits, claims, demands, costs and expenses and any other liability of any kind whatsoever, whether in law or equity (“Claims”) arising or to arise, directly or indirectly, from the salvage of equipment and materials from the Premises by Habitat, unless such Claim may have been contributed to or occasioned by the negligence, fraud or wilful misconduct of Owner and subject to the representations and warranties of Owner set out below.

Habitat will provide Owner with a copy of its insurance policy upon request. Habitat represents and warrants that it is registered with the Workplace Safety and Insurance Board and that its account is in good standing. Habitat will provide Owner with a certificate of clearance upon request.

Habitat for Humanity Grey Bruce

Signature: _____________________________ Name: ________________________________

Owner represents and warrants that the Premises are safe and secure and do not present any danger to representatives of Habitat who will salvage such equipment and materials on the Premises and acknowledges and agrees that Habitat is providing this Waiver in reliance and conditional on such representations and warranties being true and correct.

The Owner has agreed Habitat can remove from the Premises these items (description and quantity):

1. ________________________________________________________________________

2. ________________________________________________________________________

3. ________________________________________________________________________

4. ________________________________________________________________________

5. ________________________________________________________________________

Address of the Premises

_______________________________ ________________________

Street City/Town

_______________________________ _____________________________________________

Owner’s phone number Email

_________________________________ _____________________________

Owner’s Signature Date

Project:

Date:

Report Completed by:

Manager-On-Duty (MOD) Checklist

Daily

□ Daily Safety Walkabout at 8:45am (9:45am on Sundays)

Follow checklist & record inspection completed in log book; note any safety issues that need to be addressed

□ Cash out; complete Daily Sales Summary form; count cash and replace float

□ Staff and Volunteers are wearing ReStore shirt, vest & safety boots

□ Staff and Volunteers assigned tasks; break times

□ Volunteers record hours served in logbook (new volunteers registered & complete orientation

□ Host Morning Chat between 10 – 10:30am

Updates, reminders, assign tasks and break times

Remind staff & volunteers of the 3 P’s

People – safe & served well (positive comment first & then an explanation)

Product – displayed well

Place – store & washrooms are clean & tidy

□ Check ReStore email

□ Have pictures of products posted to Facebook noting prices

□ Brochures are on display – replenish as needed

End of the Day

□ Confirm hours worked by each part-time staff & initial their time sheets

□ Walkabout to check for any hazards; lights out and lock doors

Monthly Checklist

□ Complete Workplace Health & Safety review using checklist first day of the month

□ Check all fire extinguishers first day of the month (note any that are deficient)

□ Send Volunteer monthly report to the Resource Coordinator

Questions?

Check the ReStore Manual first before contacting the ReStore Manager.

• Greet customer and smile

• All staff and volunteers must wear ReStore t-shirt

• All donors must complete a “ReStore Gift in Kind Receipt Form” regardless if they want a charitable receipt or not.

• If a Charitable Receipt is required please ensure Mailing address is correct (if different from pickup site.)

• Charitable receipts will be mailed by year end.

• If item is not acceptable for pickup, please start with a positive i.e. Thank you for your donation however we cannot accept…….

• Give donor a ReStore brochure (note list of items we do not accept)

• End with a “Thank you for your donation; you are helping us build homes for families in need” and Smile!

ReStore Delivery Request Form

PLEASE PRINT VERY CLEARLY

To be completed by salesperson at time of sale.

Date of sale: ___________________ Salesperson:________________ Location: _____________

Customer Name: ________________________________ Customer Phone: ______________________

Delivery Address: ____________________________________________________________________

___________________________________________________________________________________

Number of Items:__________________ Delivery fee paid: _______________ Receipt # __________

Description of items: _________________________________________________________________

___________________________________________________________________________________

Notes:

• Delivery will be completed as quickly as possible but may take up to 2 weeks

• Delivery is from store to main floor of address. (no interior stairs or installation)

• Delivery does NOT include removal or uninstalling of replaced items.

Customer’s signature: _______________________________________________

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Delivered Date: _______________________________By: _____________________________

Customer’s signature upon delivery:_________________________________________________

Owen Sound ReStore Delivery Area Map

Hanover ReStore Delivery Area Map

Port Elgin ReStore Delivery Area Map

EMERGENCY RESPONSE PROCEDURES

Emergency Numbers 911 Police, Fire & Paramedic Services

Union Gas 1.877.969.0999 Ministry of the Environment 1.800.565.4923

Hydro One 1.877.447.4412 Ministry of Labour (Health & Safety) 1.877.202.0008

Poison Control 1.800.268.9017

Site Address Habitat for Humanity Grey Bruce Contacts

223017 Grey Road 17, Owen Sound Greg Fryer, Executive Director 519.270.4759

Jim Lawson, ReStore Manager 519.270.9039

Fire Emergency & Evacuation Procedures

• Workers must ensure everyone leaves the area immediately and close doors behind you

• MOD signal an emergency evacuation of the building by a long blast on the air horn; air horns are to be located at the cash counter and in the receiving area in each store location; CALL

911

• Employees are to assist customers and volunteers to nearest unobstructed exit and lead them to the Safe Gathering Area – the hydro pole near the parking lot entrance

• MOD must take a copy of the building floor plan (located on a clipboard at the cash counter) and conduct a sweep of the building ensuring there are no persons in the building (i.e. washrooms, lunchroom, offices) and exit the building to the Safe Gathering Area

• MOD meet the Fire Services personnel and direct them to the fire location

• MOD will conduct count of workers and provide information to the Fire Department

• Further direction to workers will be provided by MOD in consultation with the Fire Department

Medical Emergency Procedures Nearest Hospital

1. Stay Calm

2. Take Command

Call or delegate someone to call 911

Assign someone to meet & direct Paramedics

3. Assess the Situation

Determine what happened & try to control the cause

Give first aid

4. Provide Protection

Safeguard the area to protect others

5. Preserve the Scene

Do not disturb anything except to give first aid; rope off the area to make sure that nothing is moved until the authorities have completed their investigation

Sample of Owen Sound ReStore

It is a requirement that Habitat for Humanity Grey Bruce employees maintain current knowledge and understanding of all policies and operational procedures that pertain to their area of work.

Declaration

I acknowledge having received, reviewed, and understand Habitat for Humanity Grey Bruce’s ReStore Manual and I am committed to complying with all the policies and procedures contained therein. I realize that additional policies and procedures may be posted in the future. I will review them upon notification, and clarify content when necessary. I acknowledge that I must review the ReStore Manual on a yearly basis.

I, the undersigned, understand and agree to comply with the above statement.

Signature: _______________________________

Print Name: _____________________________

Dated at: ____________________________ this ______ day of __________ , 20__.

It is critical that all workers who encounter aggressive customers or strangers communicate and act in a way that minimizes risk of a violent encounter and seek appropriate help in situations that may be outside the scope of the worker's ability.

Warning Signs of a Potentially Violent Person*

• Flushed face

• Pacing and repetitive type movements

• Trembling

• Face grimacing, scowling

• Loud talking

• Violating personal space

Procedure for Dealing with Aggressive Customers*

• Look at person when talking; do not appear disinterested

• Remain composed and try to calm the other person

• Don’t take on the anger of the other person

• Speak slowly, quietly and confidently

• Speak simply and avoid using company terms unfamiliar to person

• Listen and do not interrupt other person; do not tell person to relax or calm down

• Try to understand and use statements such as, “help me understand why you are upset”

• Invite the person to make suggestions and indicate you will consider these if possible

• Before finishing the conversation, clearly summarize the issues, next steps and steps to resolve the problem

• Report all incidents involving an aggressive person to a Manager

Tips for Problem Solving*

• Accept criticism positively; if unwarranted, ask clarifying questions

• Break the problem down into smaller units and offer step by step solutions

• Do not make false statements you cannot keep

• Remain professional and respectful at all times

• Request small favours such as moving to a quieter area to discuss issue

• Repeat back to clarify what the person is asking you to do

• If you feel threatened, get help; send for the Manager and call police if necessary

Procedure for Encountering Strangers*

• Adopt a non-threatening, “May I help you?” attitude toward anyone entering premises that you don’t know

• Take mental note of person’s appearance in the event you need to recall this later

• Don’t open the door to strangers after or before business hours, especially if you are alone

*Adapted from Violence in the Workplace Prevention Guide 3rd Edition prepared by the Canadian Centre for Occupational Health and Safety.

Accidental contact with electrical components may have deadly consequences. Always review the manufacturer's recommended operating practices before using new electrical appliances, tools, and equipment. Use the following guidelines to reduce the risk of personal injury.

1. All electrical tools and appliances will be double insulated or have a three-prong plug (fully grounded).

2. Only qualified and authorized electricians are allowed to service and repair electrical appliances, tools, and equipment.

3. Before operating electrical-powered tools and equipment, ensure that you are working on a dry surface.

4. Tools with damaged cords, grounds, and housing units are to be tagged “Out of Service” and sent for repair or placed in electronic waste for recycling.

5. Damaged extension cords and defective equipment are to be tagged “Out of Service” and repaired, removed, or replaced as warranted.

6. Tools with electrical arcing brushes should be removed from service when you feel any tingling during use.

7. Missing or damaged ground plugs of any appliance, tool, or piece of equipment are to be repaired before use.

8. Always stand to the side of a service box when resetting a breaker to reduce the risk of injury if an arc flash occurs.

9. All electrical tools must be CSA approved.

10. Disconnect power tools from the power source before making adjustments.

11. Extension cords must be of the outdoor type, rated for 300 volts, and have an insulated grounding conductor.

12. Plug extension cords into Class A ground fault circuit interrupters (GFCIs). When built-in GFCI receptacles are not available, protection can be attained with an in-line GFCI plugged directly into the supply receptacle.

13. Rechargeable tools do not have the electrical hazards of plug-in versions. However, they may not be as powerful. Caution must be taken not to overcharge the battery, which can reduce the tool’s capacity. As best practice, keep an alternate battery pack charging at all times.

For further information, see the appropriate current Occupational Health & Safety Legislation.

To protect workers from injuries when working with ladders Managers must ensure that all workers follow the practices in this SWP to prevent incidents and injuries resulting from the use of defective ladders or the improper use of ladders.

Hazards

• Broken or damaged parts

• Electrocution from power line contact

• Tripping and Falls

• Musculoskeletal injury

Safe Practices

• Check the ladder to ensure it is Type 1, 1A, or 1AA (i.e., heavy-duty construction/industrial grade).

• Ladders should be inspected before use. Ladders with loose, broken, or missing rungs, split or bent side rails or other defects, must be removed from service

• If wooden ladders are coated, the coating must be clear

• Metal ladders or with steel reinforcements must not be used where electrical hazards exist

• When using a power tool in one hand, never hold onto a grounded object with the other hand

• Ladders must be set on a firm level surface. Make sure the ladder will not slip.

• Use ladders only for short-duration work. Use a scaffold for long-duration work.

• Heavy, bulky, or hazardous materials must not be carried when climbing ladders. Suitable hoisting equipment must be used for this purpose

• Ladders should never be used as scaffolding planks

• Maintain 3-point contact with the ladder at all times: 2 hands & 1 foot, or 2 feet & 1 hand

• Have a selection of ladders available to reduce reaching

• Workers must be tied off to a fixed support when working above 8 feet (2.4 metres)

• Make sure work boots are not wet or slippery

Step Ladders

• Never climb past the second rung from the top

• Make sure spreaders are functional and locked in place before climbing the ladder

• When positioned by a door or walkway, the doorway must be locked or barricaded to prevent collisions

Straight Ladders

• The base of the side rails must rest on a firm, level foundation.

• The top of ladders must rest against a bearing surface of sufficient strength.

• Set up the ladder using the 1:4 rule: 1 foot out for every 4 feet up.

• Ladder must be tied off at the top

• Ladder must extend 3 feet beyond the top landing to which it provides access.

• Straight ladders must have non-slip bases or spikes, depending on the terrain. Such safety devices need to be maintained in good condition.

• Short sections of ladders must not be spliced together to make longer ladders.

Job-built Ladders

Job-constructed wooden ladders must be designed and built to the following specifications for ladders up to a maximum of 5 m (16 ft.) in length:

• All ladder components must be cut from construction grade lumber free of defects

• The side rails must be 38 mm x 89 mm (2 in. x 4 in. nominal) dimensions. Side rails must not be notched, dapped, tapered, or spliced. The distance between the inner faces of side rails must not be less than 380 mm (15 in.) nor more than 500 mm (20 in.)

• The rungs (cleats) must be 19 mm x 64 mm (1 x 3 in. nominal) dimensions. Rungs must be placed at 300 mm (12 in.) centres

• Rungs must be nailed directly onto the edge of the side rails.

Manual material handling (MMH) means moving or handling things by lifting, lowering, pushing, pulling, carrying, holding or restraining. MMH is the most common cause of occupational fatigue, low back pain, and lower back injuries. Anyone who does manual handling tasks is at risk for musculoskeletal injury. 

The complete elimination of this risk is not realistic but we can reduce the number and severity of these injuries by using safe work practices.

Hazards

MMH is always hazardous but the level of hazard depends on what you are handling, what the task is, and what the work conditions are.

• MMH is hazardous if the material or load you are handling is:

  • Too heavy for the task you are doing

  • Located too high or too low for a safe lift

  • Too big or a shape that is hard to handle

  • Wet, slippery, or has sharp edges that makes it difficult to grasp

  • Unstable or can shift its center of gravity because it contains material that can flow, i.e. sand, water, a partially filled drum, concrete in a wheelbarrow, etc.

  • Too big to let you see where you are putting your feet

• The task can make MMH hazardous if you:

  • Use poor lifting techniques i.e. lifting too fast or too often, lifting with back bent or while twisting or reaching too far, lifting while sitting or kneeling, etc.

  • Have to move material over long distances

  • Do not take appropriate rest breaks, insufficient recovery time

  • Have a combination of handling tasks, i.e. lifting, carrying and lowering

  • Wear clothing that restricts movement or reduces grip strength

• Your work conditions can contribute to hazards of MMH and result in injuries:

  • Walking surfaces that are uneven, sloping, wet, icy, slippery, unsteady, etc.

  • Differences in floor levels or walking surfaces

  • Poor housekeeping that causes slip, trip and fall hazards

  • Inadequate lighting

  • Cold or very hot and humid working conditions

  • Strong wind or gusty conditions

  • Working at a fast pace

  • Movement is restricted because of personal protective equipment

  • Space is small or posture is constrained or both

Safe Lifting Procedures

• Review training on MMH Safety and put in practice techniques learned

• Wear appropriate PPE for the task; ensure hand protection is appropriate fit and offers adequate grip of the material being handled

• Wear lightweight, flexible, tear and puncture-resistant clothing

• See if mechanical aids such as, lift trucks, dollies or wheelbarrows can be used

• Get help with awkward loads

• Determine the weight of the load before attempting to move or lift it

• Be sure you can lift the load without over-exertion

• Be sure that the load is “free” to move

• Check that the planned location of the load is free of obstacles and debris

• Be sure that the path to the planned location is clear; grease, oil, water, litter and debris can cause slips and falls

• Know the particular handling and lifting technique needed for the type of load or material

Proper Lifting

• Prepare for the lift by warming up your muscles

• Stand close to the load and face the way you intend to move

• Use a wide stance to gain balance

• Be sure you have a good grip on the load

• Keep your arms straight

• Tighten your abdominal muscles

• Tuck your chin into the chest

• Initiate the lift with your body weight

• Lift the load as close to and as centered to the body as possible

• Lift smoothly, without jerking

• Avoid twisting and side bending while lifting

• Avoid carrying loads with only one hand

Two Person Lifts

• Communicate with each other prior to initiating the lift and while the task is being completed.

• Assign one person to take the lead and coordinate your actions throughout the lift.

• Where possible, choose someone of your similar height to be your lifting partner.

• Walk in step with each other and align motions

Carrying, Pushing or Pulling Activities

• Carry items in smaller containers or use a cart

• Push carts and dollies instead of pulling them

• Face in the direction of travel to avoid twisting or awkward shoulder postures

• Watch where you’re going and for possible tripping hazards; don’t allow the item to obstruct your view

• Walk at a slow and easy pace

Storing or Retrieving Material

• Store all heavy items below eye level, where possible

• Store the heaviest objects at least 30 cm (12 inches) above the floor, or above knee height

• Use a ladder or step-stool to store lighter items above eye level.  Do not use a chair for standing, climbing or reaching

• Whenever possible vehicles are to be fueled at locations where HFHGB has an account; the Manager

  is responsible for issuing fuel cards and PINs to drivers

• Vehicles are to be kept clean including cabs and box area; all spills must be cleaned up and all garbage

  and personal items removed from vehicles after each use

• Vehicles are to be parked in designated space and locked

• Unauthorized passengers are not allowed in a vehicle

• Smoking is not allowed in or within 10 feet of vehicles

Below are procedures to follow when using power tools:

1. Before using power tools, read the manufacturer’s manual carefully to learn the tool's applications, limitations, and any potential hazards

2. Ensure power tools are electrically grounded, unless they are double insulated

3. Do not use power tools in rainy, damp, or wet locations or in the presence of explosive atmospheres (e.g., gaseous fumes, dust, or flammable materials)

4. Remove materials or debris in the work area that may be ignited by sparks

5. Keep the work area clean and adequately lit

6. Do not wear loose clothing or jewelry

7. Wear a protective hair covering to contain long hair, which may be caught in moving parts

8. Wear rubber gloves and insulated non-skid footwear outdoors

9. Keep fingers and gloves away from moving parts

10. Wear CSA-approved safety goggles or glasses with side shields

11. Wear hearing protection during extended use of a power tool

12. Wear a dust mask during dusty operations

13. Wear other personal protective equipment as prescribed or required by your supervisor

14. Keep a fire extinguisher nearby

15. Keep all bystanders at a safe distance from the work area to protect themselves and the operator

16. Provide barriers or shields as necessary to protect others in the work area from sparks and debris

17. Use both hands to control the tool. Secure work with a clamp, vise, or other practical means of holding work secure

18. Do not use a tool or attachment to do a job for which it is not recommended

19. Do not alter a tool or remove a safety device

20. Do not defeat a guard or other safety device when installing an accessory or attachment

21. Inspect guards and other parts before use. Check for misalignment, binding of moving parts, improper mounting, broken parts, and any other condition that my affect operation

22. Non-recommended accessories may be hazardous and shall not be used. Install and maintain accessories from the original manufacture as per tool instructions

23. If abnormal noise or vibration occurs, the tool must be turned off immediately and the problem corrected before further use of the tool

24. Check that all adjusting keys and wrenches are removed from the tool before the power is turned on

25. Prevent body contact with grounded surfaces such as pipes, radiators, ranges, and refrigerators

26. When making blind or plunge cuts, always check the work area for hidden wires or pipes

27. Hold your tool by insulated non-metal grasping surfaces

28. Use a ground fault circuit interceptor (GFCI) to reduce electrical hazards

29. Do not force a tool to perform at a rate other than for what it was designed. Excessive force causes operator fatigue, increased wear, and reduced control

30. Keep hands away from all cutting edges and moving parts

31. Never carry tool by its cord or unplug it by yanking cord from the outlet. Pull plug rather than cord to reduce the risk of damage

32. Keep the cord away from heat, oil, sharp objects, cutting edges, and moving parts

33. Do not overreach. Always maintain proper footing and balance. Use extra care when using tools on raised work surfaces such as ladders, roofs, scaffolds, etc

34. Do not use a tool when you are tired, distracted, or under the influence of drugs, alcohol, marijuana or any medication that decreases control

35. Unplug tools when not in use and before changing accessories or performing recommended maintenance

36. Maintain tools. Keep handles dry, clean, and free from oil and grease. Keep cutting edges sharp and clean. Follow instructions for lubricating and changing accessories

37. Periodically inspect tool cords and extension cords for damage

38. When power tools are not in use, store them in the proper storage cases. If equipment does not have a proper storage case, store in an on-site job box with lock, or return to storage crib at the shop

39. Report any damaged tools immediately so a replacement or repair can take place. Tag the damaged tools with "DO NOT USE"

40. Maintain labels and nameplates

Circular Saws

This type of power hand tool is one of the most commonly used in construction. Because of its widespread use, there is a greater than average risk of injury to workers.

The following are the minimum accepted practices to be used with this saw:

1. Approved safety equipment, such as safety glasses or a face shield, is to be worn

2. Where harmful vapours or dust is created, approved respiratory protection is to be used

3. The proper blade, one designed for the work to be done, must be selected and used

4. The power supply must be disconnected before making any adjustments to the saw or changing the blade

5. Before the saw is set down, ensure the retracting guard has fully returned to its down position

6. Both hands must be used to control the saw’s movement while sawing

7. Maintenance is to be done according to manufacturer’s specifications

8. Ensure all electrical cords are clear of the cutting area before starting to cut

9. Before cutting, check for foreign objects or any other obstruction which could cause the saw to “kick back”

10. When ripping, make sure the stock is held securely in place. Use a wedge to keep the stock from closing and causing the saw to bind

For further information, see the appropriate current Occupational Health and Safety Legislation and Chapter 38: Power Tools—Saws in IHSA’s Construction Health and Safety Manual.

• When installing or re-arranging shelving or racking, be aware of regulations requiring a notice in writing from the shelving/racking manufacturer declaring that the rack or stacking structure is designed and tested for use in accordance with current applicable standards

• The load capacity of each rack and shelf must not be exceeded

• Attach shelving to the floor and/or walls following manufacturer’s recommendations

• Never allow anyone to climb up racking or shelving

• Attach chains or cables to top shelving when there is a possibility of objects falling off

The straddle stacker makes material handling much easier and safer, however, when its limitations are exceeded or it is misused it can be very dangerous.

The following procedures must be followed when operating the straddle stacker to reduce the risk of injury and property damage:

1. Workers assigned to use the straddle stacker must be trained in how to properly use it before operating the machine

1. The manufacturer’s load rating must never be exceeded.

2. Inspect all components prior to use; if a defect is seen it must be reported to the Manager.

3. Always keep forks low

4. When parked, always keep forks flat on the ground

5. Do not move damaged or improperly loaded pallets

6. Do not carry passengers

7. Never the machine unattended with an elevated load

8. An inspection by a certified technician must be completed at least annually and a tag attached to the machine indicating the date of the last inspection