Industry Compliance with a Corporate LMS | Customer Success | D2L
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Babcock & Wilcox Canada Ltd.

Enabling Employees to Meet Industry Compliance Standards

Enabling employees in the field to meet strict industry compliance standards

At a glance

Cliente: Babcock & Wilcox Canada Ltd.
Employees: ~800
Industria: Energy (Nuclear)

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  • Inability to track training effectiveness
  • Logistically challenging to distribute paper-based training materials
  • Training a remote employees in the field


  • Using quizzes in conjunction with content to measure staff compliance
  • Web-based delivery model increases accessibility with anytime, anywhere availability
  • Integration with existing learning and enterprise technologies to automate workflows


  • Online training solution saves resources and manpower
  • Updated training content can be rolled out more efficiently and reliably
Babcock & Wilcox Canada Ltd. Logo


Founded in 1844, Babcock & Wilcox Canada Ltd. (B&W Canada) is a world leader in the engineering, manufacturing, service and, construction of steam generation and associated equipment for utilities and industrial applications. More specifically, the company offers design, engineering, manufacturing, construction, and services to nuclear, thermal power, and industrial clients around the world. Headquartered in Cambridge, Ontario, B&W Canada employs approximately 800 employees across Canada.

The Challenge

Updating an existing learning model through the adoption of industry-leading process

One of B&W Canada’s primary responsibilities is deploying service technicians to nuclear power plants. These technicians are required to understand and follow strict quality assurance requirements.

Procedural compliance is absolutely critical: with safety being a paramount consideration throughout the industry, it is essential to ensure that technicians fully understand procedures and are trained to follow the most current version of a process. As a base requirement to remaining on their customers’ respective lists of approved suppliers, compliance with procedures at B&W Canada is frequently audited.

Until a few years ago, the company used a predominately paper-based approach in the training of staff to ensure knowledge and compliance. As an industry leading organization with a focus on continuous improvement, they recognized that this learning model presented opportunities to improve the effectiveness and efficiency of the training process.

Certain obstacles had emerged, such as the logistics involved in organizing and transporting the large volume of files throughout large facilities, the effort required for manual record tracking, and the dedicated human resources needed to manage the process. In addition, B&W Canada identified the need to improve its measurements of training effectiveness. This would result in better assurance of the level of knowledge retention amongst workers and also provide a means of assessing the impact of improvements or changes to the training process.

Two women looking at laptop

The Solution

Enhance field training effectiveness while ensuring procedural compliance

Witnessing the success that many of its clients had experienced with computer-based training processes at various nuclear sites, B&W Canada embraced the idea of emulating that approach in its own practices. In moving towards a more automated, system-driven process, B&W Canada also recognized an opportunity to heighten the quality, accessibility, and efficiency
of its learning organization.

The organization identified several key objectives
that a potential solution would need to address:

  • Maintaining procedural compliance by offering the means to re-educate staff immediately when a process is updated.
  • Enabling field technicians and engineers who spend much of their time working at customer sites to learn remotely.
  • Support a variety of training requirements and objectives with flexible technology.
  • Guarantee usability and quick adoption for both training leaders and field staff.
  • Enhance accessibility at home or in the field to make sure that critical learning content and resources would be available wherever and whenever employees need them.
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A web-based platform for a flexible, progressive, and automated experience

B&W Canada ultimately selected the Brightspace platform after identifying several distinguishing factors that specifically fit their organizational needs:

The Brightspace platform didn’t require hosting or downloads for implementation or maintenance.

  • The solution was capable of interacting with the data reporting system that B&W Canada already had in place, enhancing the existing technology structure without having to replace it.
  • The Brightspace platform allowed for the fast and easy creation of custom courses that helped enhance efficiency in both the development and delivery processes.
  • Brightspace demonstrated flexibility in the solution that was capable of meeting a variety of the company’s learning needs within a single platform.

The Results

An accessible, online program that improves the training process and helps maintain procedural compliance

Deploying an online learning solution has proven critical to B&W Canada’s continued goal of effectively maintaining procedural compliance, achieving efficiencies in the training program, and providing a positive user experience.
The understanding of the effectiveness of its internal training program has improved with the inclusion of formal evaluation—learners are now required to review and engage with material more closely in order to pass quizzes, and passing those quizzes is required for accreditation. With these results in hand, the organization is also better positioned to monitor and validate the quality of its training experience and continue to identify opportunities to improve.

Logistically, B&W Canada has been able to automate much of the learning process and eliminate many of the inefficiencies associated with the paper-based training approach. Dedicating time to pursuing and notifying individuals who need to complete training is no longer necessary—the system automatically completes those tasks. The Brightspace platform’s integration with its existing data structures also allows the company to easily report on dates, results, and any other individual details as far as training assignment and completion are concerned. New users and profile updates are also handled through the system—a process which was formerly done manually.

The feedback from users has been resoundingly positive. Many of the company’s employees were already used to seeing computer-based learning models for other purposes, leading them to embrace the adoption of an online learning platform for their own training. Because employees have set time windows in which to complete training modules, the anytime/anywhere accessibility benefits of the web-based platform have helped create a continually available learning experience that supports their own unique schedules, locations, and availability.

The adoption of the Brightspace platform has completely eliminated all but a small portion of the paper-based training that was previously conducted. The solution has been rolled out to a specific set of employees across the overall company, and this early success has led to other areas of the enterprise requesting similar deployments. In an industry with such stringent standards for procedural compliance, enabling field technicians to supplement and validate their knowledge in a highly accessible, user-friendly way will be an ongoing priority for B&W Canada. Brightspace has provided the simplicity and flexibility required to help B&W Canada deliver a pervasive, perceptive, and personalized learning experience capable of evolving with them as they grow.

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Fueling up:

Upskilling to grow careers

Name: Zaria
Age: 27

Policy prescriptions: Invest in a Learning-Integrated Life; Transform the learning of today with new partnerships; Accelerate the shift to skills-based learning and hiring

Zaria has five years of work experience and is ready to change jobs and enter a field that has high growth potential in her region. The national government has been investing in collecting better skills-based labour market information for years and has developed a public platform to offer individuals specialized tools to assess their skills against current market needs, and to locate employers that are currently hiring.

On the employer side, the human resources team is closely examining a recent internal skills audit done at their organization and determines that the organization needs additional digital marketing specialists. They initiate a search for individuals with the skills they will soon need and spot a strong candidate in Zaria who requires only light training on regulatory issues regarding the sale of electric vehicles, along with some formal skills development courses on social media marketing strategy. After a successful interview, Zaria is offered the job.

Upon joining, Zaria will receive an educational benefits stipend from the company, and access to a company-provided platform of curated programs for skills building from approved providers. Upon completion of a set of courses, Zaria will receive a credential from a company approved program verifying her technical knowledge and marking the end of her probationary period at the company. To ensure she continues to build her skills, she will move into a formal mentor program with one of her colleagues to receive continual peer-to-peer feedback on her demonstration of skills and knowledge. information

This affordable and accessible learning through employer-funded training has enabled Zaria to begin working while also upskilling to ensure her long-term success in the company and growing industry. The employer is investing in its employees, and company leaders are thinking further into the future about the skills the company needs, and the types of job candidates who will succeed. This match, based on skills potential, was made possible because of government investment in high-quality labour market information and a national platform that matches job candidates with career opportunities based on the candidates’ skills and the identified skill needs of a given job.

Taking the road less travelled:

A networked postsecondary education

Name: Sam
Age: 18

Policy prescriptions: Transform the learning of today with new partnerships

Sam is a prospective postsecondary student who has always been interested in pursuing a global and interdisciplinary education. Sam’s siblings have all instilled in her the importance of studying abroad, having spoken fondly of their academic exchange semesters, field research trips, and intensive language immersion programs. She is inspired, but unsure whether this pathway will be available if she chooses not to complete a four-year degree at one institution.

Sam is interested in understanding how emerging technologies can be used to modernize and improve government services—an area in need of talent not only in her home country of Canada but also abroad. She could take on a general political science, public administration, engineering, or computer science degree at the university close to her home, but none of those degrees feels like the right fit to build the skills she needs to pursue this career interest.

While researching options, Sam learns of a new degree completion pathway that allows students to take courses from a network of universities, colleges, and polytechnic institutions throughout Canada and stack them for skills-based  credentials that are recognized by major Canadian employers. A set of four of these credentials grants an individual a degree-equivalent endorsed by each institution. Sam identifies the skills and knowledge she wants to work towards and charts out four credential pathways:

  1. Service delivery design
  2. Change management
  3. Applications of emerging technologies (e.g., artificial intelligence)
  4. Machinery of government

With this customized learning pathway, Sam has full flexibility to decide how she wants to structure her courses, the institutions within the network she will study at, and the format and model of courses she prefers—whether live in-class instruction or online courses.

Cost flexibility is built in as well—students pay a standard fee based on the number of competencies they intend to learn rather than the normal standard of ‘credit hours’. The province in which Sam lives has endorsed this networked model of  postsecondary education and adjusted its financial assistance program to better support students. Grants and other non-repayable assistance take into consideration the number of courses the student is taking across all institutions when assessing financial need. Previously, Sam would have been required to be a full-time student at every institution to receive support.

Sam also has the option of starting with foundational courses or applying for Prior Learning Assessment and Recognition (PLAR) information so her existing knowledge and skills can be tested and she can move on to more advanced topics.

Sam completes her first three credentials in three years and uses her certifications to apply for a one-year work-integrated learning experience with the federal government in Germany where she can learn first-hand about the applications of artificial intelligence in government. When she returns home, she applies for PLAR to certify her learning on the machinery of government and is granted a degree acknowledging her four-part customized education.

The collaboration between universities, polytechnics, and colleges to create a networked approach to degree completion, and its endorsement by the provincial government, allowed Sam to graduate as an alumnus of multiple postsecondary education institutions. Her exposure to different thought spaces and networks was highly valuable for ensuring she was engaged throughout her education and set up for post-graduation success. In the rapidly evolving field she has chosen, she understands how important it is to continuously upskill, and is prepared to return to formal education for more stackable credentials as she continues throughout her career.

Route guidance:

Personalized professional development

Name: ZheYuan
Age: 33

Policy prescriptions: Prepare teachers for their own lifelong learning journeys; Accelerate the shift to skills-based learning and hiring

ZheYuan is about to join Marama’s school as a new secondary school teacher. He completed his professional teacher education a decade ago, and teaching looks a bit different today than it did when he was studying. With the incorporation of learning technologies in the classroom, and expectations of teachers delivering competency-based education information, he needs personalized professional development to feel comfortable and supported in this new opportunity.

The school district has been on its own learning journey since shifting to a competency-based education model, and has had some growing pains. Over time, the district has come to recognize that success depends on school administrators working closely with teachers to co-create systems of instruction, and pathways to professional development. The district has its own online learning management system (LMS) for teacher professional development, with a catalogue of content covering a range of subjects including:

  • Strategies for student-centred instruction
  • Design thinking—how to prototype and iterate on solutions to test new approaches
  • Online content—using learning management systems to advance competency-based education
  • Data analysis—interpreting student progress

ZheYuan is excited that he can take on professional learning to suit his needs on his own schedule. He recalls an earlier time when he had to spend nine hours a month in-person taking the same professional development courses as his peers who were teaching very different subjects and had varied skill levels and pedagogical needs than him, which was less than effective.

ZheYuan can also take advantage of his teacher community in the LMS, connecting both in asynchronous chats and in live discussions with other teachers and experts from across his region to ask questions and share his experiences. He sees some upcoming dialogues hosted by his school district to share learnings and signs up for those sessions, knowing he will get a valuable peer perspective from other teachers. ZheYuan is thankful that his school leaders recognize and value professional learning and provide the supports and the time needed for improvement.

D2L Whitepaper Contributors

Lead Authors:
Malika Asthana, Manager, Strategy and Public Affairs
Joe Pickerill, Senior Director, Strategy and Public Affairs, International

Jeremy Auger, Chief Strategy Officer
Mark Schneiderman, Senior Director, Future of Teaching and Learning
Brendan Desetti, Senior Director, Strategy and Public Affairs, United States
Mike Semansky, Senior Director, Strategy and Public Affairs, Canada
Nia Brown, Senior Manager, Strategy and Public Affairs

In the driver’s seat:

Owning the personalized learning journey

Name: Marama
Age: 14

Policy prescriptions: Prepare teachers for their own lifelong learning journeys; Accelerate the shift to skills-based learning and hiring

Marama is enrolled in a school with a competency-based education model information. Students are responsible for owning the personalization of their learning pathways, making choices alongside their teachers in how and when they learn.iii Teachers play a central role in guiding and validating all learning, regardless of where it takes place—offering formative assessments to evaluate a student’s mastery of skills and knowledge. Teachers use data from these assessments, gathered through an online learning management system (LMS), to differentiate instruction and provide targeted supports so that all students progress toward graduation. As a student diagnosed with a learning disability, Marama is supported in her education by this personalized learning pathway.

All students complete an assessment in ninth grade to identify their natural strengths as a learner. Their teachers use the results as inputs to design tailormade educational pathways with learning materials and activities that suit the individual students’ learning needs. In Marama’s case, this includes:

  1. Supplementing lecture-based teaching with structured but independent reading
  2. Shadowing professionals who work on the concepts she is learning about
  3. Taking the stories and lessons she’s learned and sharing it back with classmates by designing a creative and interactive presentation

Over the course of the school year, Marama spends a third of her time in live lectures (sometimes online) with her teacher alongside other classmates—but the rest of her time is spent learning in the ways that suit her best. She can log into her online LMS from her mobile device to access her school resources and complete on her own schedule before the assigned deadline. When Marama finds a concept that interests her, she can ask her teachers and counsellor for support in finding a working professional to speak to, or work alongside for a couple weeks, from the network her school has curated over time. And when she has learned something, she is encouraged to reinforce her learning by applying her skills and developing content to share back with her classmates.

Marama’s personalized learning journey empowers her to own her education by learning in ways that are effective for her, with the support that allows her to be successful. Her teachers have high-quality data about student strengths and performance they can share with her parents to show them how she is mastering specific skills, and where she may need extra support. Her school experience empowers her to embrace her subject interests very early on, and she advances to deeper topics quickly as she submits evidence of learning that demonstrates her proficiency. She graduates having cultivated a mindset for self-directed learning early in her education.