Six tips for managing Covid-19

by Norm Kramer

 

What does it take to successfully manage Covid-19 in warehousing and distribution? I recently moderated a conference session featuring two industry leaders, who talked frankly about their experiences dealing with a wide range of Covid-19-related issues, including messaging, technical innovations, mental health, vaccines, and leadership qualities.

Kimberly Biback is in charge of corporate relations at Sharp Transportation Systems Inc. Headquartered in Cambridge, Ontario, Sharp operates 54 trucks and 132 trailers. Ted Dezsenyi is manager, regional safety and vehicle maintenance, for FedEx Ground. FedEx Ground has 40 facilities across Canada.

Biback and Dezsenyi spoke during the session, “Supply chain shake up – Changing the game through leadership,” at the Partners in Prevention 2021 Health & Safety Virtual Conference.

Six insights

1 Follow the science when it comes to Covid-19 protocols. “The first thing we looked at was what the [public health] experts were telling us on how to protect the workplace,” Dezsenyi said. Implementing protocols like social distancing, masks and barriers, sanitization, pre-screening, and more, often meant finding alternative ways to do things. Examples include switching to virtual training, staggering start times, using contactless delivery, and ensuring more space between workers on docks, or while sorting materials.

Biback emphasized the importance of implementing social distancing early on. “As a pharmaceutical carrier we’ve always practiced sanitation, but we hyped up the process.” For instance, Sharp provided PPE, including gloves and masks to drivers, and simple tips, such as not sharing pens when in a hot zone.

2 Provide consistent messaging. Early and effective communication was critical, said Biback. “We let our drivers and our teams know and understand what the conditions and the variables were, as we knew at that time.” An important part of Sharp’s messaging has been for employees to take care of themselves and use the protocols to stay safe.

“It started with getting rid of the fears,” said Dezsenyi. “The messaging we chose was about putting your faith in the health specialists.” The messaging and protocols together, “created that calming feeling so employees coming into the workplace knew they were being protected”.

3 Make use of new technologies. Sharp engaged a data tracking service for information on the pandemic’s ability to spread through airborne pathogens. “The data allowed us to implement protocols both at the facility and also within our trucks and trailers.”

FedEx Ground placed thermal imaging cameras at entrances. They set off an alarm if an employee’s or visitor’s temperature hit the threshold of 37°C. This initiative, especially when combined with the contact tracing the company was also doing, proved highly successful, Dezsenyi said.

4 Take care of employees’ mental health. Stress and anxiety are having a huge impact on employees, especially essential workers. “The simplest way to support somebody is to let them know you understand and you’re still there,” Biback said. At Sharp, this translated into frequent check-ins, texts, messages and phone calls, as well as offering employee assistance programs. FedEx has taken a similar approach, Dezsenyi noted.

5 Encourage employees to get the vaccine. At Sharp, this means “giving people the information and education they need to make a decision that will improve their lives and hopefully save catastrophic outcomes,” Biback said. In addition to education, FedEx Ground is working with public health officials to offer vaccinations at some locations.

6 Be a strong, empathetic, and compassionate leader. “Choose candour over charisma and let your teams know where they stand in the situation and what’s within their control,” advised Biback. “What is the corporate vision and how are we going to get through these uncertain times together?”

We may be starting to transition out of the pandemic – finally – but these insights can have a long life going forward. Here’s a quick summary.

Follow the experts. Scientists, health and safety professionals, logistics specialists all have solutions to offer.

Communicate clearly and often so that people understand what’s happening, what their role is, what you expect of them, and how you will help them succeed.

Look after your people. The pandemic has been particularly hard on warehouses and distribution centres, and the people who work there. Look after them and they will help you look after your operation.

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PMTC elects new board of directors

by Today's Trucking

The Private Motor Truck Council (PMTC) of Canada has announced its incoming board of directors. Their term runs from July 1, 2021, through to June 30, 2022, except for officers, who serve a two-year term, which expires on June 30, 2022.

The officers are:

  • Chairman – Jim Dimech (Linde Canada)
  • Past chairman – Brad Fletcher (Terrapure Environmental)
  • First vice-chairman – Steve Lawn (Parkland Corporation)
  • Second vice-chairman – Jon Ratnasamy (Wolseley Canada)

The directors are: Kimberly Biback (Sharp Transportation), Phil Camp (Paccar Leasing Company), Gerald Carroll (Wesbell Logistics), Scott Creighton (Northbridge Insurance), Sanchia Duran (Blackberry Radar), Leanne Drummond (CPC Logistics Canada), Jessica Griffiths (Motive Media), John Harrison (Transrep), Fred Hildebrand (Rush Truck Leasing), James Johnstone (Giant Tiger), Keith Lamb (4-Refuel), Jason Libralesso (Home Hardware), Sud Malhotra (Intact Insurance), David Marvin (Tandet), Angela Munsterman (Coca Cola Canada Bottling), Kim Richardson (TTSAO), Kevin Riley (Maple Leaf Foods), Michelle Roberts (Infrastructure Health & Safety Association), Michael Thomson (MEE/ISB Canada), Andy Walker (Molson Coors), and Donald Williams (Aviva Canada).

 

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COVID-19 insights from warehousing and distribution leaders

 

COVID-19 insights from warehousing and distribution leaders

What does it take to manage COVID-19 risks successfully in warehousing and distribution? Two industry leaders recently shared their experiences dealing with a wide range of COVID-19-related issues, with insight on messaging, technical innovations, mental health, vaccines, and leadership qualities.

Kimberly Biback, Corporate Relations, Sharp Transportation Systems Inc. and Ted Dezsenyi, Manager, Regional Safety & Vehicle Maintenance, FedEx Ground, a subsidiary of the FedEx Corporation, spoke during the session, "Supply Chain Shake Up - Changing the Game through Leadership," at the recent Partners in Prevention 2021 Health & Safety Virtual Conference.

Moderated by Norm Kramer, WSPS' Specialized Service Lead, Warehousing & Distribution, the session offered six valuable learnings for employers in this industry.

Best Practices

  1. Follow the science when it comes to COVID-19 protocols. "The first thing we looked at was what the [public health] experts were telling us on how to protect the workplace," said Ted. Implementing protocols like social distancing, masks and barriers, sanitization, pre-screening and more often meant finding alternative ways to do things. Examples include switching to virtual training, staggering start times, using contactless delivery, and ensuring more space between workers on docks, or while sorting materials. Kimberly echoed Ted's remarks about implementing social distancing early on. "As a pharmaceutical carrier we've always practiced sanitation, but we hyped up the process." For instance, Sharp provided PPE, including gloves and masks to drivers, and simple education tips, such as not sharing pens when in a hot zone.
  2. Provide consistent messaging. Early and effective communication was critical, said Kimberly. "We let our drivers and our teams know and understand what the conditions were and the variables as we knew at that time." An important part of Sharp's messaging has been for employees to take care of themselves and use the protocols to stay safe. "It started with getting rid of the fears," said Ted. "The messaging we chose was about putting your faith in the health specialists." The messaging and protocols together "created that calming feeling so employees coming into the workplace knew they were being protected."
  3. Make use of new technologies. Sharp engaged a data tracking service for information on the pandemic’s ability to spread through airborne pathogens. "The data allowed us to implement protocols both at the facility and also within our trucks and trailers." At FedEx Ground, thermal imaging cameras were placed at entrances, which set off an alarm if an employee's or visitor's temperature hit the threshold of 37°C. This initiative, especially when combined with the contact tracing the company was also doing, proved highly successful, says Ted.
  4. Take care of employees' mental health. Stress and anxiety are having a huge impact on employees, especially essential workers. "The simplest way to support somebody is to let them know you understand and you're still there,” said Kimberly. At Sharp, this translated into frequent check-ins, texts, messages and phone calls, as well as offering EAP services. FedEx has taken a similar approach, said Ted.
  5. Encourage employees to get vaccinated. At Sharp, this means "giving people the information and education they need to make a decision that will improve their lives and hopefully save catastrophic outcomes," said Kimberly. In addition to education, FedEx Ground is working with public health officials to offer vaccinations at some locations. At a recent clinic in York Region, for example, 550 people received vaccinations.
  6. Be a strong, empathetic, and compassionate leader. "Choose candour over charisma and let your teams know where they stand in the situation and what’s within their control," advised Kimberly. "What is the corporate vision and how are we going to get through these uncertain times together?"

How WSPS can help

* Headquartered in Cambridge, Ontario, Sharp operates 54 trucks and 132 trailers, which primarily haul pharmaceuticals across the U.S. border. FedEx Ground has 40 different facilities across Canada, which provide low-cost, delivery to businesses and residences in Canada and the U.S.


The information in this article is accurate as of its publication date.

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Anti-trafficking trailer hits Ontario highways

 

CAMBRIDGE, Ont. – Ontario’s 400 Series highways have been recognized as a known human trafficking corridor, but a new trailer taking to those routes will deliver a message of help.

The Women’s Trucking Federation of Canada, in a partnership with Sharp Transportation, unveiled a trailer today that stresses anyone can be a victim, a related hashtag of #KnowHumanTrafficking, and a help line at 1-833-900-1010.

Dignitaries surround the Women’s Trucking Federation of Canada trailer taking the road in conjunction with Sharp Transportation. (Photo: John G. Smith)

“Human trafficking is abhorrent, and it is maddening that initiatives like this are needed, but they are so important because the reality is human trafficking is one of the fastest growing crimes worldwide,” said Ontario Transportation Minister Caroline Mulroney, on hand for the event. “And with nearly 2/3 of police-reported cases in Canada taking place right here in Ontario, it’s so important that we pay special attention to this issue.”

“Every day, offenders are preying on our children and our young people for the purpose of sexual exploitation – a crime that robs them of their safety, their dignity and of their youth,” she added. “Young women and girls are particularly at risk, especially those from indigenous communities and youth in care.”

The trailer’s mission is to help strengthen a provincial strategy of engaging the public and raising awareness, said Shelley Uvanile-Hesch, CEO of the Women’s Trucking Federation of Canada.

The province has previously announced $307 million in funding over five years to support enforcement, health, education, and victim support.

She will be personally driving the trailer across Ontario, in conjunction with a series of speaking engagements.

Uvanile-Hesch was also at the wheel when pulling a Sharp Transportation trailer that promoted the importance of social distancing. But this trailer is admittedly darker than the fleet’s other wrapped equipment. The stark black sides are anchored with an image of bound hands.

“That’s the message: Human trafficking is not pretty,” said Sharp Transportation spokeswoman Kimberly Biback. “When we partnered and collaborated with Motive Media on the design, we wanted to ensure that this message spoke loud and clear. Now’s the time to wake up. There’s a severe issue in our province and our home, and now’s the time to get the public involved, open their eyes, and take action. If the first step to education is awareness, this trailer speaks volumes.”

Kathy Cartan, owner of Motive Media, listens on as Shelley Uvanile-Hesch speaks about the Sharp Transportation trailer design. (Photo: John G. Smith)

Waterloo Regional Police Chief Bryan Larkin remembers when Uvanile-Hesch first discussed the potential of a trailer to help spread the message.

“Behind us is the simple notion of good citizens making a difference,” he said, noting that police work to fight trafficking is largely focused around the hotels and motels along 400-Series highways.

“If this truck creates one phone call to a police service, to a victim services line, if it’s parked in one rest stop … and a victim of human trafficking is at a truck stop and sees this opportunity and sees the number, it creates the opportunity of hope. It creates the opportunity of an escape.”

Mulroney told TruckNews.com that awareness of human trafficking is growing, but that many people continued to be surprised by how prevalent the problem is.

“Human traffickers don’t respect borders, and that’s why we need a national strategy to combat human trafficking. Raising awareness of human trafficking particularly along our highway corridors is an essential part of prevention,” she said.

“It’s reported that up to 60% of all human trafficking in Canada involves the use of the 400-Series highways. That’s why our government is taking steps to partner with the private sector to raise awareness and explore safety enhancements at key locations such as truck inspection stations, rest areas, and highway service centers.”

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