DHU INCIDENT

We have endured quite an intense series of operational events recently. Equipment failures resulted in unplanned shutdowns and startups and, of course, the March 25th explosion and fire that occurred when multiple exchangers leaked during a unit restart. All of our teams have been tested, and we have responded professionally and admirably. Every single member put the care in career once again. Our amazing, dedicated membership displayed the value of our experience, training and dedication when they were asked to protect our Co-op Refinery.

The Executive wants to extend massive kudos and heartfelt appreciation to all those individuals who responded to the emergency, ensuring the safety of our people. Process First Responders, Maintenance, in-scope, out-of-scope, our fire crew, Regina Fire, Police & EMS...all down the line, every employee played a role. It was your efforts that ensured everyone was accounted for and there were no significant injuries at the end of the day.

These moments can cause emotional or psychological distress, either immediately or down the road. And it doesn't matter if you were thirty yards away, on a hose line or sitting at home. We all feel the impacts. It is okay to not be okay, and it is important to take time to heal. I want to remind everyone of the Homewood Health EFAP number 1-800-663-1142 or to utilize some of the other resources offered by Health & Wellness. I encourage members to reach out for support, as psychological safety is just as important as physical safety. 

We have a fantastic group of dedicated professionals, and there are plenty of positives to lean on in the difficult moments. Together there is no challenge that we cannot overcome. Keep doing what you do, and continue caring for one another out there.

In Solidarity,

Richard Exner, President

CSS CORNER

With turnaround approaching, we all know that activities around shutting units down, preparing equipment for maintenance, starting units up, operating running units, and increasing personnel on-site increase the risks associated with operating a refinery. As we recently saw on March 25th, everything can change in the blink of an eye. I want to express my appreciation, pride and utmost respect to everyone involved in the events of that day and the following days. Time and time again, it amazes me how 594 members are able to thrive in the face of adversity and ensure that their co-workers, the community, and the CRC are kept safe. 

Safety is a priority every day for all members of 594, and turnaround should have heightened awareness for safety. However, we often consider this physical safety and forget about our psychological well-being. A main part of this is fatigue management. Fatigue management is incredibly important year round but even more so during our annual turnaround, where workers are commonly working more hours, more shifts and on extended night assignments. As a shift worker, I am astutely aware of the difficulties of working nights and how it affects our mental and physical health. During turnaround, we often see members who are not used to night shifts in the situation working extended night assignments.  

There are many different resources available to assist with fatigue management, including LOU 45 in our current CBA. This LOU speaks to various working hours, but in particular, it refers to special night assignments. I have mentioned the grievance backlog project in this space and various grievances surrounding LOU 45 were addressed during mediation with the company. The interpretation of these grievances revolved around the preamble and point 8 of this letter. The preamble expresses, "the purpose of this letter is to provide adequate periods of rest between work assignments...." and point 8 refers to "if a worker is scheduled for a special night assignment, they shall get one paid day off for every 10 nights they work to a maximum of 2 days....." The contention that resulted in yearly grievances beginning in 2020 surrounding the interpretation of when the paid days off occur. The company had a position that these days could be considered RDOs, while the Union contended that in order to achieve the intent of the letter, these days would have to occur on days the employee would have been expected to work. Everyone coming off these night assignments can attest that any additional days off would assist in "resetting their system" to get back to an ordinary schedule. After a long but productive day of mediation, the Company and the Union agreed that a "go-forward" approach would be that regardless of when an employee coming off a special night assignment occurs, they are entitled to paid working days off as per the letter. This ensures that an employee coming off a special night assignment is guaranteed additional time off of work to achieve the purpose of providing adequate rest. For the purpose of this letter, that would mean one additional working day off for employees working 10-19 night shifts and two additional working days off for employees working 20+ nights.  

Memos from the Company have been circulated explaining this agreement and included a collaboration with the Union on a "mock" schedule outlining how these paid days off should be applied. Although more prevalent at turnaround, these night assignments occur throughout the year, and this interpretation of LOU 45 will also exist in those circumstances. For anyone who will be entering a special night assignment and has any questions or requires further information on this, please reach out to me or the steward in the area. I want to express my appreciation to everyone in the mediation room, both Company and Union representatives, for frank discussions and for coming to an agreement that will improve fatigue management and, in turn, safe operations.

Everyone stay safe and look out for one another during turnaround and everyday.

In Solidarity, 

Kurt Haakensen, Chief Shop Steward