2017 annual report - wsps · 2019-01-31 · solutions: managing machine safety, managing robot...

2017 ANNUAL REPORT

WSPS.CA

Tomorrow Together

contents

2 Message from the Board Chair and President & CEO

4 Sector Spotlight

6 WSPS in Action

12 Corporate Objectives and Results

14 Financial Statements

Creating a foundation.Strengthening relationships. Building awareness.

Workplace Safety & Prevention Services | 2

By its very nature, the goal of an annual report is to showcase the past. However, as 2017 represents the home stretch of a three-year strategic plan that began in 2014, it is important to view the year as not only the culmination of our efforts and accomplishments, but as a springboard into the future.

Workplace Safety & Prevention Services (WSPS) has come a long way since our inception in 2010, when the Industrial Accident Prevention Association, Ontario Service Safety Alliance and Farm Safety Association merged to form Ontario’s largest health and safety association. Today, we serve 167,000 member firms and 4.1 million workers in the province’s manufacturing, agricultural and service sectors.

In terms of achieving our objectives, 2017 was a very successful year and it was also a year of transition. The nature of work is changing at an ever-accelerating pace and new areas of health, safety and wellness are constantly emerging. The stories in this report show how we are adapting to change and collaborating with our prevention system, community, strategic and industry partners to keep people healthy and safe. They include initiatives from the past year that will have a lasting impact as we move forward.

LYNN BROWNELL President and CEO

GEORGE J. R. MCCLEAN Board Chair

Message from the Board Chair and President & CEO

TOMORROWTOGETHER

3 | WSPS.CA/AnnualReport

CANADA’S BEST HEALTH + SAFETY CULTURE AWARD For the second consecutive year, WSPS employees led the on-site evaluation of the finalists for Canada’s Best Health + Safety Culture Award, the most prestigious prize in the Canada’s Safest Employers competition. The 2017 honours went to Borger Group of Companies.

Sharing Expertise WSPS employees have been penning ongoing Safety First articles in Materials Management & Distribution (MM&D) Magazine since October 2017. Tips shared include avoiding musculoskeletal disorders in the warehouse, dealing with hazards in food and beverage distribution centres, and keeping products safely on the racks.

ThinkMentalHealth.ca In 2017, WSPS launched an easy-to-use website featuring free mental health resources for small- to medium-sized businesses, in partnership with Infrastructure Health & Safety Association, Public Services Health & Safety Association, Workplace Safety North, Occupational Health Clinics for Ontario Workers and Workplace Safety Insurance Board.

SMALL BUSINESS LENS Working with prevention system partners, WSPS launched a tool that will assist in the development of health and safety solutions for small businesses. The Small Business Lens empowers the prevention system to consider the unique needs of small business when developing solutions and launching initiatives.

SAFETY 101 In April 2017, WSPS employees and volunteers delivered the Health and Safety Awareness Presentation (HSAP) to more than:

1,000Grade 10 students

41sessions

14 different Ottawa Catholic School Board schools over a two-day period.

The aim of HSAP is to make health and safety simple, and ensure participants are aware of their rights under the Occupational Health & Safety Act. Over 14,070 participants across Ontario were reached through HSAP in 2017.

NEWS IN BRIEF

Investing in Healthy Minds @ Work

WSPS partnered with 13 Ontario Public Health Units in a workshop series and study to help employers promote workers’ psychological health, safety and well-being. To understand each company’s

implementation journey and provide insight to employers, impact surveys are being sent to participants at three-month intervals. Funding for the project was provided by the Ministry of Labour’s Ontario Health and Safety Prevention Innovation Program.

IN AT

GETTING SOCIAL WSPS teamed up with prevention system partners to raise awareness of ergonomics (Work shouldn’t hurt) and workplace noise (Prevent Noise) by leveraging its social media channels: Twitter, Facebook, LinkedIn and YouTube.

SEC

TO

R

SPO

TL

IGH

T Events that led to the highest number of Lost-Time Injuries (LTIs)In 2017, the top three events that led to Lost-Time Injuries (LTIs) among employees of WSPS member organizations were bodily reaction and exertion, contact with objects and equipment, and falls.

WSPS develops solutions that cross sectors to increase awareness and understanding of health and safety, including solutions focused on legal requirements, the internal responsibility system, Joint Health and Safety Committee (JHSC) certification and supervisor responsibilities. In addition, where there are sector-specific requirements, such as JHSC Certification Part II, we tailor solutions and highlight hazards specific to each sector. Below are just a few of the other ways WSPS responds to the need to reduce injuries in its sectors.

BODILY REACTION & EXERTION

� Most LTIs in the manufacturing and services sectors

� Second most LTIs in the agriculture sector

In both the manufacturing and services sectors, events resulting from musculoskeletal disorders (MSDs) represented the highest number of LTIs.

� Released in 2016, WSPS’ Building an MSD Prevention Program training solution helps participants learn to identify and control MSD hazards. WSPS also provides ergonomics consulting services.

� In October 2017, WSPS launched a social media campaign to raise awareness about MSDs for Global Ergonomics Month. The WSPS campaign, which reached more than 17,000 people, was part of the Ontario prevention system’s larger Work Shouldn’t Hurt initiative.

In the agriculture sector, a leading source of bodily reaction and exertion injuries among landscaping companies is unsafe lifting.

� WSPS offers a complimentary online course on MSD awareness that includes guidance on safe lifting practices and a half-day safe lifting training course that can be customized for participants in the landscaping industry.

� WSPS.CA provides links to resources such as an MSD Prevention Toolbox co-developed with prevention system partners.

CONTACT WITH OBJECTS & EQUIPMENT

� Most LTIs in the agriculture sector

� Second most LTIs in the manufacturing and services sectors

Grain entrapment and contact with machinery are hazards that contribute to the rate of injuries in the agriculture sector.

� In collaboration with Imperial Oil and Esso and branded bulk fuel resellers, WSPS and its network of rural volunteers help farmers, agriculture workers and farm families keep safe through a behaviour-based program called Stop Think Act.

� Over 4,200 people attended WSPS-facilitated speaking engagements/awareness sessions on the risks of grain entrapment and other top agriculture-related hazards held in rural Ontario communities in 2017 and early 2018.

In the manufacturing and services sectors, machine entanglement and struck by objects were leading contributors to events that resulted in LTIs.

� In 2017, WSPS expanded its machine safety and robotics portfolio with three new on-site training solutions: Managing Machine Safety, Managing Robot Safety and Managing Pre-start Reviews. WSPS also provides machine safety and robotics consulting services.

� The 2018 WSPS Warehouse Safety Conference held in February included sessions on robotics, racking, lift trucks, pedestrian safety and what’s new in warehouse equipment.


Serv

ice

Sect

or

1 There are more than 3 million full-time equivalents in WSPS member firms (Schedule 1), which translates to approximately 4.1 million workers

2 Rate of lost-time injuries per 100 workers

Detailed WSPS Sub-Sector Reports as of March 2018; customized EIW Reports as of February 2018

AGRICULTURE

68,702 # Full-Time

Employment1

16,556 # Firms

1.87 2017 Lost-Time

Injury Rate2

MANUFACTURING

1,469,240 # Full-Time

Employment1

56,647 # Firms

0.7956 2017 Lost-Time

Injury Rate2

SERVICES

1,601,014 # Full-Time

Employment1

94,311 # Firms

0.856 2017 Lost-Time

Injury Rate2

FALLS

Third highest LTI-causing event in the manufacturing, services and agriculture sectors

� WSPS’ 2017 Partners in Prevention National and Regional Conference and WSPS Safety Connection events, attended by more than 5,000 people, included sessions on fall prevention.

� WSPS offers information sheets, job aids and infographic posters on falls through WSPS.CA. More than 1.5 million information products were downloaded or distributed in 2017.

� In support of the Ministry of Labour’s Slips, Trips and Falls blitz in the fall of 2017, WSPS co-produced a complimentary webinar on fall prevention.

� Through its eNews digital newsletter, WSPS reaches more than 56,000 people with articles on fall prevention such as “Reducing the Risk of Falls among Older Farm Workers” (July 2017).

WSPS serves over 167,000 firms in the agriculture, manufacturing and services sectors.

RE

SEA

RC

H

on th

e MOVE

WSPS supports evidence-based research projects across Ontario that advance the development of occupational health and safety resources and consulting services. As understanding the unique challenges in each area of the province is critical, WSPS was on board to support the Centre for Research in Occupational Safety and Health (CROSH) in its launch of Canada’s first mobile occupational health and safety (OHS) research lab: M-CROSH.

Funded by the Ministry of Labour and partner sponsorships, the 40 foot moving lab provides a revolutionary method for conducting multidisciplinary OHS research. It also improves access to workers in northern rural communities and remote work sites, a group traditionally difficult to engage in field research due to location.

“M-CROSH was built to promote a positive health and safety culture in northern Ontario by establishing a physical presence in communities in which workers are provided opportunities to directly participate in and contribute to the research needs of the north,” says Dr. Sandra Dorman, Director of CROSH and Full Professor in the School of Human Kinetics at Laurentian University. “In partnership with WSPS, M-CROSH expands CROSH’s ability to drive prevention through research in northern industries, enhance awareness of the importance of OHS training and education programs, and promote unique opportunities to contribute to positive outcomes in the workplace.”

The M-CROSH inaugural tour visited 12 northern Ontario communities throughout the summer of 2017. WSPS was on hand to participate in open health and safety discussions and establish contacts with researchers, academics and a variety of industries.

The field study gathered research on mental health, fatigue, mobile equipment design for accident prevention, vibration-induced injury prevention, heat stress, prevention of musculoskeletal disorders and more.

— “ —In partnership with WSPS, M-CROSH expands CROSH’s ability to drive prevention through research

in northern industries, enhance awareness of the importance of OHS training and education programs, and promote unique opportunities to contribute to positive outcomes in the workplace.

Dr. Sandra Dorman, Director of CROSH and Full Professor, School of Human Kinetics, Laurentian University

— ” —


The legalization of recreational cannabis requires employers to prepare for a new regulatory landscape. In 2017/18, WSPS was proactive in determining how to assist its customers with the resulting challenges.

“The first step,” says Larry Masotti, WSPS Director of Strategic Partnerships, “was the establishment of our cannabis strategy— determining what WSPS should focus on and where we should partner with external organizations to ensure our customers have the information they need.”

A core part of our strategy involves identifying potential health and safety risks as part of a hazard assessment and assisting in establishing or updating policies that deal with impairment on the job. “This is where we have zero tolerance for impairment,” says Ted Moroz, President and CEO of The Beer Store and a member of the CEO Health + Safety Leadership Network. “Companies must have well-documented, very tight policies.”

Another priority was determining how to get information out to businesses. To get started, WSPS coordinated a series of cross-province Marijuana and the Workplace workshops with CannAmm Occupational Testing Services. A second series, featuring step-by-step policy development, was held in early 2018.

The next phase involved curating a list of reputable third-party providers to whom WSPS could refer customers for services such as legal advice and drug testing.

Through its CEO Health + Safety Leadership Network, WSPS hosted a roundtable event for leaders to discuss these topics and the wider issue of cannabis legalization’s impact on the workplace. A subsequent whitepaper is available at ceohsnetwork.ca.

In 2018, WSPS will continue to raise awareness of impairment (using cannabis as an example), its impact on the workplace and how employers should respond.

— “ —

This is where we have zero tolerance for impairment.

Companies must have well-documented, very

tight policies.

Ted Moroz President and CEO, The Beer Store

and member of the CEO Health + Safety Leadership Network

— ” —

HEALTH, SAFETY &

CANNABIS


For many businesses, the health and safety journey can seem intimidating. To assist them in navigating the landscape, WSPS has launched a forum where professionals can explore emerging issues, connect with peers and exchange health and safety best practices.

WSPS Safety Connection sessions have three goals: keep participants up to date with legislative changes; provide thought-provoking information; and offer topical, timely information in response to regional business needs. In an effort to reduce workplace injuries and promote an improved culture of health and safety in Ontario, the sessions are offered at no charge and held in various communities across the province.

Maria Middelveen, Environmental, Health and Safety Manager at DEW Engineering and Development ULC, is a Safety Connection advocate and believes that opportunities to connect with and learn from other OHS professionals are critical. “Thanks to Safety Connection, I am better informed and feel supported in my health and safety journey. I have met people facing similar challenges, and walked away with new ways to solve common everyday issues.”

“Ultimately, we want participants to leave with enough information and confidence to continue the conversation, be it with us, the contacts they’ve made at this event, or colleagues in their workplace,” adds Carolann Quinlan-Smith, WSPS consultant and Safety Connection facilitator.

Between January and March 2018, WSPS held 17 sessions that attracted 295 participants. Representatives from WSPS, the Ministry of Labour and more delivered sessions on mental health and chronic stress, accreditation of health and safety management systems, falls, robot safety, noise, and occupational health and safety training requirements. Twenty-eight additional events are planned for 2018.

— “ —

Thanks to WSPS Safety Connection, I am better

informed and feel supported in my health and safety journey.

Maria Middelveen Environmental, Health and Safety

Manager at DEW Engineering and Development ULC

— ” —


— “ —

It’s often the kids who really process the information and bring it home. They’ll go back and keep their parents on their toes, encouraging them

to break unsafe habits.

Linda Freiburger, farm operator and member of the WSPS Rural Advisory Group

— ” —

Spreading the safety message to FARMING COMMUNITIES In 2010, the Farm Safety Association became part of WSPS. Since then, WSPS has been dedicated to finding new ways to help agricultural communities improve the safety of farming operations.

Almost 98% of Ontario farms are micro businesses with no or fewer than five employees.1 They look for easy-to-use, low-cost health and safety solutions and in 2017, WSPS focused on getting them the information they need through refreshed communication and distribution channels.

Responding to the need for resources, WSPS created The Farm Safety website at WSPS.CA/FarmSafety. It provides links to safety aids such as a do-it-yourself Farm Safety Starter Kit with simple templates, guides and tips that assist farm operators in understanding their responsibilities.

WSPS is also committed to educating farmers on risks such as large animal handling, grain entrapment, working with tractors and other farm-related hazards. In 2017, the association began utilizing a new series of conversation starters to raise awareness at community and industry events. “It’s often the kids who really process the information and bring it home,” says Linda Freiburger, a farm operator and member of the WSPS Rural Advisory Group. “They’ll go back and keep their parents on their toes, encouraging them to break unsafe habits.”

Also launched by WSPS in 2017 was the Farm Safety Gazette, a newsletter focused on agriculture-related topics, complete with an Ask the Expert section offering advice from a WSPS consultant. The broadsheet format allows readers to post articles in the workplace.

One of the most effective ways to spread the safety message is through partnerships with community organizations. In 2017, WSPS established 44 new partnerships, distributed more than 90,000 resource materials and left 250,000 impressions through partner awareness education channels.

1 1 Based on WSIB and Ontario Federation of Agriculture data.

CONTRIBUTORSMichael Wilson, Jay Remsik, Sheila James, Kristin Ho� manAdvisors Dean Anderson & Sandy Miller

Printed on Rolland Enviro Satin, which contains 100% post-consumer fi ber and manufactured using renewable biogas energy. It is certifi ed FSC®, Processed Chlorine Free, Ancient Forest Friendly and ECOLOGO 2771.

ENVIRONMENTAL SAVINGS Based on the products we selected compared to products made of 100% VIRGIN FIBERS of the industry are:

Contact WSPS at 1 877 494 WSPS (9777)Visit wsps.ca/farmsafety

FSC FPO use Recycled

Farm Safety Updates

A time of year when dead tired can live up to its literal meaning

“It’s day 15 of a harvest and you’re two workers short” says Jay Remsik. “It’s a situation familiar to many farmers who end up taking on the extra workload themselves or tax their existing team to pick up the slack.”

Jay is a consultant with WSPS who has worked in the occupational health & safety fi eld for close to 19 years. His focus has been on the agricultural and landscaping sectors, with agriculture something that has been in his life a lot longer. His fi rst job was as a corn detassler at the ripe old age of 10.

The resulting fatigue is the prime causal factor for some of the most devastating injuries and fatalities that occur in agriculture and horticulture.

“Operating equipment with potentially hazardous components require full concentration when we are fully alert given all the distractions we deal with,” remarks Remsik. “When you throw fatigue into the mix, the risk increases drastically.”

Along with decreased reaction time and other adverse physiological responses, fatigue leads some individuals to take short cuts and other behavior that can prove to be hazardous.

TIPS TO MITIGATE RISKS ASSOCIATED WITH FATIGUE Take regular breaks. “Make sure you still take regular breaks to rest — even short

ones are better than none at all. Stretch and move around if you’re in a combine or tractor for long hours,” advises Remsik. “This has the added benefi t of preventing a potential MSD hazard due to static posture over a long duration.”

Monitor your team’s performance. It’s important to monitor those around you. Look out for visual cues like heads nodding or constant yawning. These are obvious signs that someone is not on top of their game and should not be taken for granted, especially in the context of tasks involving hazardous machinery. Step in and encourage them, if not force them to rest.

Operating vehicles are in working order. “If you’re working long nights during a busy season, make sure any vehicles you are driving have proper lights and signage (SMV) so you can see well and can also be seen.”

For more information on farm safety, visit our website wsps.ca/farmsafety�

Today’s ag supervisor has a lot on their mind. Along with core business priorities, they have to be sure their teams work healthy and safe. Given the cultural dynamics at play in some ag operations, that could mean going against the

grain of multi-generational habits that might not stand the test of time from a safety perspective. If so, this is one more area where the supervisor must play a key role.

At its most basic, a supervisor’s job is to tell workers about the hazards of their job and respond to their concerns. Sounds simple enough but not that easy to execute in any environment and that certainly includes farms.

Ag supervisors need to ensure that everyone who reports to them recognizes that workplace safety is an important component in their contribution to the health, wellbeing and profi tability of their workplace.

Given the freewheeling nature that the occasional worker either born into or attracted to the farming lifestyle might have, the concept of following safety rules may seem foreign. It’s a supervisor’s job to convince them that there are many good reasons to work safe and then monitor their activity to make sure they are compliant.

WALKING THE TALKA great way for supervisors to convey this is by walking the talk and being good safety role models. This is sometimes easier said than done in situations where supervisors may be demonstrating habits they acquired when health and safety wasn’t the priority it is now. If the supervisor takes shortcuts, you can be sure their workers will do the same.

The concept of something happening in a split second is rarely meant in literal terms. Not so on the farm.

At full speed, a power take-o� (PTO) operates at 1,000 RPMs. That’s 16.6 rotations a second. And each one of those rotations has enough torque to remove a limb in 1/16 of a second. A split second to change a life forever. And as we know, not just the life of the unfortunate individual to succumb to machine entrapment, but their families and even their communities as well. Yet each year we read about the incidents that occur or worse, are touched by them in our own worlds.

While entanglement injuries and fatalities can happen anytime, Canadian Agricultural Safety Association statistics show that they rise and peak in the Sep-Feb time frame. For many operations, this time frame includes the period when farmers are working their hardest and longest hours, and working long hours without rest is often a key causal factor. Just one short lapse in attention combined with a loose shirt sleeve can set a chain reaction in motion with devastating consequences.

“It’s important to stop and evaluate the potential for hazards around any given machine. When looking for mechanical hazards, ask yourself does it move, can I reach the movement and can it hurt me.”

— Michael Wilson, WSPS Technical Specialist

He also recommends doing a full check-out of the machine to see if anything’s changed since the last time you used it. Is it possible that the equipment has somehow been modifi ed or that someone has done a repair and not reattached an important piece of guarding? Guarding is always there for a reason and circumventing it can lead to tragic results.

He walked slowly and carefully. He mounted the staircase gingerly, placing both feet on each riser before attempting the next.

While the above sounds like the actions of an old man, it describes those of a twenty year old farmer dealing with a musculoskeletal disorder (MSD) su� ered through the simple act of lifting a single bale of hay incorrectly. Not the most romantic way for a young man to go down in battle but one that can cause a lifetime of chronic pain.

MSDs in agriculture are generally caused by activities involving awkward and fi xed posture, force, and repetition as well as vibration exposure of the low back, shoulders, arms and hands. It can be ground and low level work while bending, crouching and kneeling while harvesting produce, handling livestock or maintaining equipment.

Manual material handling is also a leading cause of MSDs usually associated with lifting, pushing and pulling when handling equipment, material and livestock.

One cause of MSDs that can really have adverse e� ects on our bodies over time involves whole body vibration that can occur when operating combines, tractors and vehicles as well as hand arm vibration when using tools like clippers for livestock, drills and saws.

Throw in the need to get something done quickly, especially when the clock is ticking during harvest or loading a waiting truck, means we can be forgetful about something like safe lifting technique. Many of us know that dreaded feeling when a muscle pulls because we are rushing. Of course this results in either time o� or working in pain and invariably a lot slower.

Musculoskeletal Disorder (MSD) Sometimes small actions lead to big consequences

EntanglementKeep your hands to yourself. Or else.

This is especially critical in dealing with new and young workers who are watching every move their supervisor makes. Given their higher than average injury rate, they need to have a clear understanding of what the dangers are on the job and you as their supervisor have to have a complete understanding of what they know and don’t know, especially young workers who believe they can ‘fi gure out’ anything.

Establishing ongoing dialogue and open communication are key tools to both learn about your team and get them engaged in the safety process.

IF A WORKER GETS HURTSupervisors also need to know exactly what to do if a worker gets hurt — do fi rst aid, tell the employer/owner and make sure the worker get the appropriate action. That may be being taken to a doctor or straight to emergency by ambulance. On their return, depending on the nature of their injuries, the supervisor may need to assign them modifi ed work duties.

By doing a good job of communicating the necessity of being compliant with the law and being convincing in sharing all the good reasons to do so, today’s ag supervisor will be well on their way to leading a team that goes home healthy and safe after every shift.

For more information on supervisor responsibilities, visit our website https://bit.ly/2GHMxWY�

As we are getting ready to interact with the machine we need to be sure we understand the correct use of the equipment, or if we’ve assigned a young worker to do the job, whether they’ve been adequately trained in its use. There’s a whole generation of youth who are brilliant at fi guring things out themselves on their computers by trial and error and are confi dent this approach applies in the ‘real’ world. They don’t fully understand that errors around dangerous machinery don’t o� er second chances. Ask the right questions to determine their skill level.

They are also likely not familiar with the use of tag-out. This is hugely important when operating machinery, especially in situations where jams are a possibility and actions need to be taken.

Personal Protective Equipment is also crucially important, and for more than the usual reasons. Of course wearing goggles is important to protect our eyes when woodchips are fl ying, but the sting of a woodchip can cause us to lose balance leading to a machine entrapment with consequences far worse than a minor eye injury.

By taking the time to recognize the hazards associated with machines and taking in to account our own circumstances we can make better decisions and arrive home in the same shape as when we left.

For guidance on entanglement hazards, view the Stop Think Act Machinery Entanglement video https://bit.ly/2GIhM4k�

800-AGY-01-IADO | PRINTED AUG 2018

Jay RemsikWSPS Consultant

Summer 2018 | Volume 1 | Issue 2

Read it, post it!NEW FORMAT!

TIPS TO PREVENT MSDS IN AGRICULTURE Safe Lifting. ‘The safest lift is no lifts

at all’ goes the old expression. Where possible it does make a lot of sense. Incorporate the use of mechanical equipment like loaders, carts, dollies or conveyors to reduce carrying. And ‘share the burden.’ Coordinate a lifting team to give you a hand to make a job easier on your body, not to mention go faster.

Ergonomics for a better balance. Taking into account basic ergonomics also makes a lot of sense. Use height adjustable benches or tables or other means to get workers in a safe work posture.

Use e� ective PPE. There is also very e� ective PPE like vibration damping gloves to reduce the risk of sustaining an MSD while working with a drill.

Always plan ahead. A small box is certainly not as scary looking as a machine with blades and gears, but lifting it in the wrong manner can keep you o� work for week. Take time before you approach any job with the potential to cause an MSD and you’ll be able to work at optimum capacity, pain-free for years to come.

For more information on what you can do to prevent MSDS, visit our website https://bit.ly/2IIDNl6�

WE WANT YOUR FEEDBACKWe welcome suggestions for article topics as well as feedback on the newsletter. To notify us of your suggestions, or to request to be added or removed from the Farm Safety Gazette circulation list, e-mail us at [email protected].

the expert!theASK

SupervisorsRising to the challenge of leading farm safety

EDUCATIONAL PROGRAM AVAILABLEThe Progressive Agriculture Foundation® is dedicated to bringing safety and health information to farming communities. At the heart of this e� ort is the Progressive Agriculture Safety Day® program. WSPS Volunteers are active participants in the Safety Days program.

This educational program provides training and resources for local communities to conduct one-day safety and health programs. Safety Days are designed to be age-appropriate, hands-on, fun, and safe for children.

For the list of 2018 Safety Days, visit https://bit.ly/2KOqrEy.

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7 TREES

26,073 L of water

74 days of water consumption

320 KG of waste 7 waste

containers

1,050 KG CO2

7,024 km driven

6 GJ 28,975 60W

light bulbs for one hour

1 KG NOX

emissions of one truck during

4 days

800-AGY-01-IADO-2018-AGRI FrmSfty Gztt Summer_Final.indd 1 2018-07-03 11:54:01 AM


From customer to partner

— “ —

The new solution has really made

inspections easier.

Simon Kaplansky Occupational Health & Safety

Manager, Longo’s

— ” —

WSPS and Longo’s partnered to pilot a service that empowers organizations to manage hazards more efficiently and effectively. The result is WSPSGo, a flexible and adaptable tool for workplace inspections.

Employing 6,500 people, Longo’s operates 33 grocery stores across the Greater Toronto Area, as well as GroceryGateway.com, an online sales and delivery service. For more than seven years, the company has been coming to WSPS for health and safety support.

Based on their strong relationship, Longo’s challenged WSPS to create an inspection service that would reduce slow, manual processes; incorporate features for tracking, reporting and analysing data; and monitor action items relating to identified hazards. While the WSPS team worked on a web-based platform, representatives from both WSPS and Longo’s created a specific inspection checklist and report template. Longo’s was the subject of the successful pilot and continues to access the platform on a subscription basis.

Within the first year of rolling out the new tool at Longo’s (in combination with other initiatives), overall incident rates dropped significantly. “The new solution has really made inspections easier,” says Simon Kaplansky, Longo’s Occupational Health & Safety Manager. “It automatically generates customized reports. Managers then receive an automated notification and update action items online. It helps us measure proactive behaviours across the organization, and enables me to share with our business leaders analytical data that we were not able to easily tap into before.”

WSPSGo can generate quality reports that can be viewed and downloaded, and allows pictures to be taken of each hazard identified.

WSPS is exploring options for offering this type of service to other organizations.


PLANNING for a SAFE FUTURE

The team at Andrew Peller Limited constantly looks for ways to improve employee safety.

The Ontario-based wine, craft alcohol and premium personal winemaking marketer and producer has been a part of the WSPS Safety Group for more than 12 years. It has also come to WSPS for JHSC Certification Training, machine safety assessments, and training on robot safety and lockout/tagout practices. However, the company believes the most important thing WSPS has assisted with is keeping it informed of changes in health and safety legislation to help it remain on track and plan for the future at all of its properties.

“WSPS helped us identify, prioritize and plan for improvements so we were not throwing good money after bad, but rather investing in our production equipment to improve both employee safety and overall production efficiency,” says Lynne Matsell, Andrew Peller Limited’s Environment, Health and Safety Advisor.

WSPS completed a machine safety assessment of one of the production lines at Peller’s bottling facility in Grimsby and assessment of the second line wrapped up in 2017. “Peller has always been keen to acquire information and apply it to their operations,” says Michael Wilson, WSPS Technical Specialist. “Last year, we saw what had been done since the first assessment. It’s clear that a tremendous amount of effort went into those changes.”

“The machine guarding report helps us keep the conversation going,” says Matsell. “Some gaps have quicker fixes than others— you have to start somewhere.”

The company’s proactive focus on safety is producing great results.

Multi-department JHSC involvement, workplace inspections, reporting and investigating all incidents, and new employee training are important pieces of its health and safety management system. Nationally, Andrew Peller Limited has experienced a 95% reduction in lost-time Injuries over the last 10 years. “We’re always discussing how we can do better with improving our safety culture as the company grows. There is a lot of support for safety at all levels across the company,” adds Matsell. “It’s just the way we do business.”

— “ —

WSPS helped us identify, prioritize and plan for improvements so we were not throwing good money after bad, but rather investing in our production equipment to improve

both employee safety and overall production efficiency.

Lynne Matsell, Environment, Health and Safety Advisor Andrew Peller Limited

— ” —

+8% customer

retention rate

9,908 active customers

+26%# of training sessions

+9% in consulting hours

+10% unique visitors

to WSPS.CA

REACHING OUT TO ONTARIO WORKPLACES

April 2017 – March 2018 Results

Increase both direct and indirect reach by 5% by the end of Q4

Cus

tom

er

Customer Likely to Recommend Ratings

TRAINING (average rating on a 5-point scale)

EDUCATIONAL SESSIONS (Net Promoter Score)

CONSULTING (average rating on a 5-point scale)

4.45

45

4.76

Customer Retention Rate (% of sales from 2016 customers retained in 2017)

72.3%

Active Customers (total number of customers engaged directly)

Direct – Retained (with sales)

Direct – New (with sales)

Direct – Other (without sales)

Extended – Web Visitors

Extended – Through Partners

9,9082,4943,4283,986326,845153

Transfer Payment Agreement TargetsTRAINING

(participant hours of training delivered)

EDUCATIONAL SESSIONS (participant hours of educational sessions delivered)

CONSULTING (consulting hours provided to customers)

PRODUCTS DISTRIBUTED (information products downloaded or distributed)

202,629

90,617

35,710

1,528,692Achieve a balanced budget through revenue growth, cost containment and sustained funding by the end of Q4

Fina

ncia

l

Invoice Revenue $11.373 million

Balanced Budget AchievedEnhance efficiency and customer value through business processes, and align business plans to achieve customer and MOL commitments

Pro

cess Maintain ISO 9001 Registration Successfully passed

our annual evaluation in September 2017

Maintain a skilled and engaged workforce with capacity to meet TPA and revenue growth requirements

Peo

ple 100% of eligible staff to complete all mandatory

learn-and-grow and performance management requirementsAchieved


CORPORATE OBJECTIVES & RESULTS

Workplace Safety & Prevention Services | 14“The accompanying notes are an integral part of these financial statements.”

Workplace Safety & Prevention Services

Financial StatementsMarch 31, 2018

contents

Independent Auditor’s Report 15

Financial Statements Statement of Financial Position 16 Statement of Operations 17 Statement of Changes

in Net Assets (Deficiency) 18 Statement of Cash Flows 19 Notes to Financial Statements 20-30

Tomorrow Together

15 | WSPS.CA/AnnualReport “The accompanying notes are an integral part of these financial statements.”

August 14, 2018 Independent Auditor’s Report

To the Members of Workplace Safety & Prevention Services

We have audited the accompanying financial statements of Workplace Safety & Prevention Services, which comprise the statement of financial position as at March 31, 2018 and the statements of operations, changes in net assets (deficiency) and cash flows for the year then ended, and the related notes, which comprise a summary of significant accounting policies and other explanatory information.

Management’s responsibility for the financial statementsManagement is responsible for the preparation and fair presentation of these financial statements in accordance with the basis of accounting in note 2 to the financial statements; this includes the responsibility for determining that this basis of accounting is appropriate in the circumstances, and for such internal control as management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

Auditor’s responsibility

Our responsibility is to express an opinion on these financial statements based on our audit. We conducted our audit in accordance with Canadian generally accepted auditing standards. Those standards require that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement.

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor’s judgment, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity’s preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluating the overall presentation of the financial statements.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.

OpinionIn our opinion, the financial statements present fairly, in all material respects, the financial position of Workplace Safety & Prevention Services as at March 31, 2018 and the results of its operations and its cash flows for the year then ended in accordance with the basis of accounting described in note 2.

Basis of accountingWithout modifying our opinion, we draw attention to note 2 to the financial statements, which describes the basis of accounting. The financial statements are prepared to assist Workplace Safety & Prevention Services to meet the requirements of the Ministry of Labour. As a result, the financial statements may not be suitable for another purpose.

Chartered Professional Accountants, Licensed Public Accountants

PricewaterhouseCoopers LLP PwC Tower, 18 York Street, Suite 2600, Toronto, Ontario, Canada M5J 0B2 T: +1 416 863 1133, F: +1 416 365 8215

“PwC” refers to PricewaterhouseCoopers LLP, an Ontario limited liability partnership. Tomorrow Together


Workplace Safety & Prevention Services Statement of Financial Position

As at March 31, 20182018

$2017

$

Assets

Current assets

Cash and cash equivalents 1,372,716 1,713,121

Short-term investments (note 3) 39,999,803 30,289,323

Accounts receivable 1,935,829 1,963,470

Prepaid expenses 697,497 818,195

44,005,845 34,784,109

Long-term investments (note 3) 5,000,000 12,200,000

Investment in CHSI (note 4) 3,422,322 2,877,665

Capital assets (note 5) 503,493 676,425

52,931,660 50,538,199

Liabilities

Current liabilities

Accounts payable and accrued liabilities 4,423,198 3,707,354

Customer deposits 2,084,187 2,176,157

6,507,385 5,883,511

Attendance credits and exit benefits (note 7) 186,767 186,767

Deferred revenue (note 8) 146,469 146,469

Deferred capital contributions (note 9) 129,979 174,543

Employee future benefits (note 10) 31,048,300 28,566,200

38,018,900 34,957,490

Net Assets

Contributed surplus 48,776 48,776

Invested in capital assets 373,514 501,882

Internally restricted (note 11) 15,984,881 16,814,424

Deficit (1,494,411) (1,784,373)

14,912,760 15,580,709

52,931,660 50,538,199

Commitments (notes 13 and 14)

Approved on Behalf of the Executive Board:

George J. R. McClean Lynn Brownell Director Director


Workplace Safety & Prevention Services Statement of Operations

Year ended March 31, 2018

$

Period from January 1, 2016

to March 31, 2017$

Revenue

Ministry of Labour funding 30,521,596 38,198,354

Training and publication recoveries (note 12) 11,376,172 13,533,472

Amortization of deferred capital contributions (note 9) 44,564 55,705

Interest income 545,586 659,035

Other income 19,623 252,854

42,507,541 52,699,420

Expenditures

Advertising and promotion 586,174 864,358

Amortization of capital assets 172,932 216,165

Board of director expenses 12,041 35,680

Employee benefits (note 10) 8,505,280 11,445,470

Equipment and maintenance 67,227 105,964

Finance charges and bad debts 179,357 122,098

Insurance 240,662 243,827

IT expenses 1,480,745 1,997,156

Occupancy 2,799,231 3,256,549

Office and general 100,755 20,811

Other personnel costs 457,121 547,785

Postage and courier 57,937 70,415

Professional fees 438,445 460,312

Program delivery expenses 1,445,997 1,238,509

Research 3,235 35,757

Safety product costs 1,436,744 1,871,992

Salaries 22,139,222 27,568,302

Subscriptions 164,940 203,827

Supplies, service and equipment 247,049 349,035

Telecommunications 382,373 513,895

Travel and vehicle 1,214,668 1,246,093

Volunteer expenses 213,812 245,094

42,345,947 52,659,094

Excess of revenue over expenditures before undernoted 161,594 40,326

Income from CHSI (note 4) 544,657 247,968

Excess of revenue over expenditures 706,251 288,294


Workplace Safety & Prevention Services Statement of Changes in Net Assets (Deficiency)



to March 31, 2017

Contributed surplus

$

Invested in capital

assets$

Internally restricted

$Deficit

$Total

$Total

$

(note 11)

Net assets (deficiency) – Beginning of period 48,776 501,882 16,814,424 (1,784,373) 15,580,709 6,732,315

Excess of revenue over expenditures — — — 706,251 706,251 288,294

Employee future benefits remeasurements — — — (1,374,200) (1,374,200) 8,560,100

Capital asset activity – net — (128,368) — 128,368 — —

Interfund transfers (note 11) — — (829,543) 829,543 — —

Net assets (deficiency) – End of period 48,776 373,514

15,984,881 (1,494,411) 14,912,760 15,580,709


Workplace Safety & Prevention Services Statement of Cash Flows


$


to March 31, 2017 $

Cash provided by (used in)

Operating activities

Excess of revenue over expenditures 706,251 288,294

Adjustment to reconcile excess of revenue over expenditures to net cash provided by operating activities

Amortization of deferred capital contributions (44,564) (55,705)

Amortization of capital assets 172,932 216,165

Income from CHSI (544,657) (247,968)

Employee future benefits expense (note 10) 1,911,900 3,337,000

Employee future benefits paid (note 10) (804,000) (870,000)

Reinvested investment income (160,272) (15,000)

Changes in non-cash working capital balances

Accounts receivable 27,641 (480,689)

Prepaid expenses 120,698 (355,441)

Accounts payable and accrued liabilities 715,844 1,024,180

Customer deposits (91,970) 1,293,211

Attendance credits and exit benefits payable — (46,254)

2,009,803 4,087,793

Investing activities Proceeds from (purchase of)

Short-term investments (9,550,208) 4,595,004

Long-term investments 7,200,000 (7,600,000)

(2,350,208) (3,004,996)

Change in cash and cash equivalents during the period (340,405) 1,082,797

Cash and cash equivalents – Beginning of period 1,713,121 630,324

Cash and cash equivalents – End of period 1,372,716 1,713,121


Notes to Financial StatementsMarch 31, 2018


1 NATURE AND PURPOSE OF ORGANIZATION

Workplace Safety & Prevention Services (WSPS or The Corporation) is an Ontario not-for-profit corporation providing health and safety training materials and services to the agriculture, manufacturing, and service sectors under Section 22.5 of the Occupational Health and Safety Act, R.S.O 1990, c 0.1. WSPS assists organizations to achieve safer and healthier work environments by identifying and reducing workplace risks and hazards to prevent and reduce workplace injuries, illness and disease.

The Corporation is exempt from income taxes under Section 149(1)(I) of the Income Tax Act (Canada).

Workplace Safety & Prevention Services was formerly named Safe Workplace Promotion Services Ontario (SWPSO), a not-for-profit organization established on April 20, 2009 in Ontario. On January 1, 2010 the former Farm Safety Association (FSA), Industrial Accident Prevention Association (IAPA), Ontario Service Safety Alliance (OSSA) and SWPSO amalgamated and continued operating under the name SWPSO. On July 10, 2012 the resolution of the members of the Corporation changed the name from Safe Workplace Promotion Services Ontario to Workplace Safety & Prevention Services.

During the prior period, WSPS changed the year-end from December 31 to March 31 and thus the comparative figures in the Statement of Operations comprise of fifteen months and the current year balances for the Statement of Operations comprise of twelve months.

2 SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES

Basis of accounting

The Corporation’s accounting policies are in accordance with Canadian accounting standards for not-for-profit organizations, except that the Corporation expenses purchased software costs which are less than $50,000 per unit as well as computer hardware costs that are less than $5,000 per unit, in the year of acquisition, as mandated by the Ministry of Labour (MOL).

Revenue recognition

The Corporation follows the deferral method of accounting for funding. Restricted funding from the MOL, Workplace Safety and Insurance Board (WSIB) and other government ministries is deferred and recognized as revenue when the related expenses are incurred. Course and seminar recoveries are recognized as revenue when services are rendered and there is reasonable assurance of collection. Safety product recoveries relating to inventory are recognized as revenue when goods are shipped and there is reasonable assurance of collection. Unrestricted funding is recognized as revenue when received or receivable. Funding received for capital expenditures is deferred and recognized as revenue on the same basis as the amortization of the related assets.

Interest income is recognized as revenue when earned.

Cash and cash equivalents

Cash and cash equivalents consist of cash on hand, balances with the Corporation’s bank and investments with original maturity dates of three months or less at the date of acquisition.

Deferred lease inducement

The Corporation has entered into a lease that provides a free rent period. The total amount of cash to be paid over the term of the lease is accounted for on a straight-line basis over the term of the lease. The excess of rent expense over cash paid related to free rent periods is reflected in liabilities.




Financial instruments

Financial instruments are recorded at fair value when acquired or issued. All guaranteed investment certificates and money market funds have been designated to be in the fair value category, with gains and losses reported in operations in the period in which they arise. All other financial instruments are reported at cost or amortized cost less impairment, if applicable. Financial assets are tested for impairment when changes in circumstances indicate the asset could be impaired. Transaction costs on the acquisition, sale or issue of financial instruments are expensed for those items remeasured at fair value at each statement of financial position date and charged to the financial instrument for those measured at amortized cost.

Capital assets

Capital assets are stated at cost less accumulated amortization. Amortization is provided on a straight-line basis over the estimated useful lives of the assets as follows:

Computer software 3 years Office equipment 5 years Computer equipment 3 years Furniture 5 years Leasehold improvements term of the lease

Impairment of capital assets

The Corporation monitors its use of capital assets and when the capital asset no longer has any long-term service potential to the Corporation, the excess of its net carrying amount over any residual value is recognized as an expense in the statement of operations.

Defined benefit post-retirement plan

For employees who joined the Corporation prior to October 1, 2015, the Corporation provides certain non-pension post-retirement benefits consisting of extended health and other benefits. The defined benefit obligation is calculated based on the most recent actuarial valuation report prepared for accounting purposes. Remeasurements and other items are charged to net assets as they occur.

The Corporation applies the following policies:

� The Corporation accrues its obligations under defined benefit plans and the related costs when the benefits are earned through current service.

� The cost of retirement benefits earned by employees is actuarially determined using the projected benefit method pro-rated on service and management’s best estimate of salary escalation, retirement ages of employees and expected health-care costs.

� Remeasurements and other items are composed of actuarial gains (losses) on the accrued benefit obligation and arise from differences between the actual and expected experience and from changes in the actuarial assumptions used to determine the accrued benefit obligation, past service costs and gains and losses arising from settlements and curtailments. Actuarial gains and losses arise when the accrued benefit obligations change during the year. The actuarial gains and losses and other remeasurements, including plan amendments, are recorded in the statement of changes in net assets (deficiency) when incurred.




Defined benefit pension plan

Employees belong to the WSIB Employees’ Pension Plan and the WSIB Employees’ Supplementary Pension Plan which are defined benefit plans that meet the definition of a multiemployer plan under ASPE 3462 and are thus accounted for as defined contribution plans. The plans provide for partially indexed pensions based on years of service and earnings rates near retirement. The investment activities and the administrative and accounting matters of the pension are administered by the WSIB.

Investment in Centre for Health & Safety Innovation (CHSI)

The Corporation is a founding member of CHSI, a not-for-profit organization that provides shared premises for the Corporation and one other Ontario health and safety organization. Under its membership agreement, the Corporation is determined to be a party to a joint venture with one other party. The Corporation paid a fee equivalent to 74.36% of the start-up and operating costs of CHSI. The Corporation has chosen to use the equity basis to account for its proportionate share of the annual operating results of CHSI (note 4).

Use of estimates

The preparation of financial statements in accordance with the basis of accounting as described in note 2 requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities at the date of the financial statements, and the reported amounts of revenue and expenses during the reporting period. Actual results could differ from management’s best estimates as additional information becomes available in the future.

3 INVESTMENTS

Short-term investments comprise the following:

2018$

2017$

Market-linked guaranteed investment certificates maturing between July 17, 2018 and March 18, 2019

6,200,000

—

Guaranteed investment certificates maturing between May 4, 2018 and January 15, 2018 yielding between 1.30% and 2.08% 33,799,803 30,289,323

39,999,803 30,289,323

Long-term investments comprise market-linked guaranteed investment certificates maturing between November 18, 2019 and January 13, 2020.




4 INVESTMENT IN CHSI

CHSI is a not-for-profit organization, incorporated under the laws of the Province of Ontario on September 8, 2004, whose purpose is to create a focal point for innovation and applied learning in the prevention of workplace injuries and illnesses and to act as a key resource for employers, employees and others seeking expertise and direction on how to make workplaces safer. CHSI is exempt from income taxes under Section 149(1)(I) of the Income Tax Act (Canada).

The most recent audited financial statements of CHSI are for the fiscal year January 1 to December 31, 2017, audited by another firm of accountants with a report date of May 3, 2018. The information below reflects the financial results in the audited financial statements as well as the internal financial information for the period from January 1, 2018 to March 31, 2018, as reported by CHSI’s management.

CHSI$

WSPS74.36% share

$

Assets 5,550,498 4,127,350

Liabilities 967,857 719,698

Net assets 4,582,641 3,407,652

Operating results (period from April 1, 2017 to March 31, 2018)

Revenue 5,918,663 4,401,118

Expenses (operating) 5,186,204 3,856,461

Excess of revenue over expenses 732,459 544,657

Increase in net assets 732,459 544,657

Cash flows

Operating 1,152,848 857,258

Investing 666,016 495,249

Increase in cash during the period 1,818,864 1,352,507

2018$

2017$

Investment consists of

Balance – Beginning of year 2,877,665 2,629,697

Proportionate share of excess of revenue over expenses 544,657 247,968

Balance – End of year 3,422,322 2,877,665




5 CAPITAL ASSETS

2018 2017

Cost$

Accumulated amortization

$Net

$Net

$

Computer software 906,749 906,749 — —

Office equipment 998,294 998,294 — —

Computer equipment 767,663 767,663 — —

Furniture 823,883 823,883 — —

Leasehold improvements 2,804,623 2,301,130 503,493 676,425

6,301,212 5,797,719 503,493 676,425

6 GOVERNMENT REMITTANCES

Included in accounts payable and accrued liabilities are government remittances including federal and provincial sales tax, payroll withholdings and related tax of $193,449 (2017 – $232,915).

7 ATTENDANCE CREDITS AND EXIT BENEFITS PAYABLE

Attendance credits payable

Prior to January 1, 1991, the former IAPA and prior to January 1, 2001, the former FSA participated in the WSIB Attendance Credits Plan under which certain employees, based on their accumulated attendance credit days, were provided with payment on retirement or separation. Commencing January 1, 1991, the former IAPA and commencing January 1, 2001, the former FSA were required to discontinue their participation in the WSIB Attendance Credits Plan.

Due to past funding arrangements between these corporations and WSIB, it has been agreed WSIB will assume the full liability for attendance credits earned by employees of the Corporation who commenced employment prior to January 1, 1988 (IAPA) and January 1, 1998 (FSA). The Corporation, however, will be liable for attendance credits earned by employees hired between the aforementioned dates and December 31, 1990. Subsequent to December 31, 1990, employees no longer receive this benefit.

Exit benefits payable

Effective January 1, 1991, the former IAPA implemented an exit benefits plan under which all employees hired prior to July 1, 2006 were eligible to receive payment on retirement or separation equal to one week’s salary for each year of service. This plan was discontinued effective January 1, 2009 and employees were given the option of being paid out or deferring payment until their termination. Payouts are based on the current salary at the time of payment.




8 DEFERRED REVENUE

Deferred revenue from WSIB in the current year consists of funding received from WSIB to be used towards costs of leased premises.

9 DEFERRED CAPITAL CONTRIBUTIONS

Deferred capital contributions represent the unamortized amount of contributions received for the purchase of capital assets.

2018$

2017$

Balance – Beginning of year 174,543 230,248

Amortization of deferred capital contributions (44,564) (55,705)

129,979 174,543




10 EMPLOYEE FUTURE BENEFITS

Defined benefit post-retirement plan

The Corporation provides extended health-care, dental and life insurance benefits to all employees with the cost of these benefits recognized on an accrual basis. The most recently completed actuarial valuation was on March 31, 2017. The continuity of the accrued benefit obligation relating to the post-retirement benefit plan is as follows:

2018$

2017$

Accrued benefit liability – Beginning of year 28,566,200 34,659,300

Current service cost 785,600 1,581,900

Interest cost on obligation 1,126,300 1,755,100

30,478,100 37,996,300

Actuarial loss (gain) 1,374,200 (8,560,100)

Benefit payments (804,000) (870,000)

Accrued benefit liability – End of year 31,048,300 28,566,200

Benefit plan expense

Current service cost 785,600 1,581,900

Interest on accrued benefit obligation 1,126,300 1,755,100

Net benefit plan expense 1,911,900 3,337,000

The significant actuarial assumptions adopted in measuring the Corporation’s accrued benefit obligations are as follows:

2018%

2017%

Discount rate – net benefit cost 3.90 3.75

Discount rate - accrued obligation at year-end 3.60 3.90

Annual rates of increase Extended health care 6.00%, decreasing by

0.25% per annum to an ultimate rate of 4.50%

6.00%, decreasing by 0.25% per annum

to an ultimate rate of 4.50%

Dental care 2.75% per annum 2.75% per annum

Defined contribution pension plan

The employer contributions made in the year amounted to $3,265,891 (2017 - $3,961,202), which are included in employee benefits.




11 INTERNALLY RESTRICTED

Included as part of internally restricted net assets are the following funds:

� Internally restricted fund for CHSI capital expenditures

The Board approved setting up an internally restricted fund as at December 31, 2012 for the Corporation’s share of future capital expenditures relating to CHSI. The fund was designated based on a reserve fund study performed on CHSI in 2011. In the current year, the Corporation allocated $544,657 (2017 - $247,968) to this fund. These amounts represent the Corporation’s share of CHSI’s replacement reserve and unrestricted net assets.

� Internally restricted for long-term plans

The Board approved setting up an internally restricted fund as at December 31, 2012 to fund certain commitments and long-term plans and activities. In the current year, there was no movement to or from this internally restricted fund.

� Internally restricted for defined benefit post-retirement plan remeasurements

The Board approved an internally restricted fund as at December 31, 2015 for the amount of remeasurements and other items recognized in the statement of changes in net assets (deficiency) related to the Corporation’s defined benefit post-retirement plan. In the current year, $1,374,200 in actuarial loss (2017 - $8,560,100 in actuarial gains) resulting from the change in benefits during the year was transferred to this fund. This fund will be used to offset future actuarial losses.

The following represents the balances within each of the Corporation’s internally restricted funds as at March 31:

2018$

2017$

Fund for CHSI capital expenditures 2,640,542 2,095,885

Fund for long-term plans 295,739 295,739

Fund for Employee Future Benefit Equalization Reserve 13,048,600 14,422,800

15,984,881 16,814,424




12 TRAINING AND PUBLICATION RECOVERIES

2018$

2017$

Conferences 2,098,004 2,071,705

Consulting 3,015,741 3,452,733

E-learning training 190,544 314,407

Training 5,362,656 6,730,557

Safety literature and information services (safety products) 132,719 243,408

Safety group 576,508 720,662

11,376,172 13,533,472

13 COMMITMENTS

The Corporation has operating leases for various office premises and equipment with minimum annual payments as follows:

$

2019 98,000

2020 99,000

2021 69,000

266,000




14 RELATED PARTY TRANSACTIONS

The Corporation subleases its premises from CHSI and pays its proportionate share of the operating costs based on rented space. Any surplus/deficiency realized by CHSI will be shared by the members based on their proportionate share of equity (note 4). During the year, CHSI charged rental and operating costs of $2,927,578 (2017 – $3,618,193).

Minimum annual rental lease payments are as follows:

$

2019 1,421,000

2020 1,421,000

2021 1,302,000

4,144,000

During the year, the Corporation charged CHSI human resources and information technology service fees of $10,322 (2017 - $80,671). These transactions are in the normal course of business and are measured at the exchange amount, which is the amount of consideration established and agreed to by the related parties, and approximates the arm’s length equivalent value.

15 FUNDING AND NET ASSETS

The MOL’s surplus investment policy was adopted by the Corporation with an effective date of September 18, 2013. The policy states that the Corporation’s operations are not to result in a deficit position at the end of any government fiscal year. The amount of surplus that is eligible to be retained by the Corporation will be a maximum of 6% of the previous year’s audited total actual revenue including government transfer payments. Any amount in excess of the 6% maximum amount may be recovered by MOL in the following year through the reduction of transfer payment funding.

Surplus funds retained by the Corporation must be used to support MOL’s commitment to enhance health and safety in Ontario workplaces. No surplus funds can be used without written approval from MOL. MOL will notify the Corporation in writing in a timely manner regarding decisions related to proposed retention of surpluses. The use of surplus funds approved to be retained by the Corporation will be tracked by the Corporation and reported to MOL. Any amount not approved to be retained will be recovered by MOL.




16 ECONOMIC DEPENDENCE

The Corporation is dependent on MOL for funding a significant portion of the cost of operations.

17 FINANCIAL RISK MANAGEMENT

The Corporation is exposed to certain financial instrument risks, such as credit risk, liquidity risk and interest rate risk.

Credit risk

Credit risk is the risk one party to a financial instrument will cause a financial loss for the other party by failing to discharge an obligation. The Corporation’s financial instruments that are exposed to concentrations of credit risk relate primarily to cash and cash equivalents, short-term investments and accounts receivable. The Corporation manages its exposure to this risk by maintaining its cash and cash equivalents and investments with major Schedule I banks and, where feasible, obtaining prepayment for courses held. Accounts receivable is net of an impairment allowance of $48,851 (2017 – $53,227).

Liquidity risk

Liquidity risk is the risk the Corporation encounters difficulty in meeting its obligations associated with financial liabilities. Liquidity risk arises from accounts payable and accrued liabilities, exit benefits and attendance credits payable, employee future benefits and commitments. The Corporation continues to focus on maintaining adequate liquidity to meet operating working capital requirements and capital expenditures.

Interest rate risk

The Corporation is exposed to interest rate risk as the value of its investments fluctuates in accordance with fluctuations in interest rates. The Corporation manages its risk by monitoring the performance of individual investments and investing in conservative guaranteed investment certificates and money market funds.

31 | WSPS.CA/AnnualReport March 2017 – April 2018

WSPS Advisory Committee Membership

Agriculture & Horticulture Advisory Committee (AHAC)Arborvalley Urban Forestry Co. Inc.Bayview FlowersBruce Garlough FarmsHighline MushroomsJeffrey’s GreenhousesLandscape OntarioOntario Federation of AgricultureSemex Canada Inc.Town of Newmarket Wayne Morris Farm

Commercial Industrial Services Advisory Committee (CISAC)Adecco Employment Services LimitedBee-Clean Building MaintenanceBrookfield Global Integrated SolutionsC&W ServicesCardinal Health CanadaCarillion CanadaCBRECompass Group CanadaDrake InternationalEngineering for IndustryHamilton Wentworth Catholic District School BoardMunicipal Property Assessment CorporationRegion of PeelSGS CanadaSodexo Canada Ltd.Toromont CAT

Durable Goods Production Advisory Committee (DGPAC)Celestica Inc.Com Dev Ltd.Frendel Kitchens LimitedGE CanadaHoneywell AerospaceSuperior PropaneThe Woodbridge Group

Food, Pharmaceuticals & Personal Products Advisory Committee (FPPPAC)Aryzta LimitedMaple Leaf FoodsMars Canada Inc.Oakrun Farm Bakery (Aryzta Canada)PatheonPepsiCo Foods CanadaRoyal Canin CanadaSaputo Dairy ProductsSleeman BreweriesT & R Sargent Farms Ltd.Unilever Canada Inc.

Vehicle & Industrial Equipment Manufacturing Advisory Committee (VIEMAC)ArcelorMittal Tailored Blanks AmericasATS Automation Tooling Systems Ltd.Cambridge Brass Inc. DBG Canada LimitedGeneral Dynamics Land SystemsHonda of Canada ManufacturingLinamar CorporationPrecision Technologies, a division of MagnaThe Woodbridge GroupTHK Rhythm Automotive Canada Limited

Restaurant & Food Services Advisory Committee (RFSAC)Compass Group CanadaDana Hospitality Inc.HMS Host InternationalKeg Restaurants Ltd.Martin Brower of Canada Co.McDonald’s Restaurants of Canada Ltd.SIR Corp.Sodexo Canada Ltd.Starbucks Coffee Canada Inc.

Retail, Wholesale & Office Advisory Committee (RWOAC)Acklands-Grainger Inc.Bell Mobility & ChannelsCompass Group CanadaCostco Wholesale Canada Ltd.Gap Inc.Home Depot of Canada Inc.Indigo Books & Music Inc.Ingram Micro Inc.JYSKLCBOLoblaw Companies LimitedLongo’sMartin Brower of Canada Co.Metro Ontario Inc.Michael-Angelo’s PetSmartPurolator CanadaRetail Council of CanadaRONA Inc.Sleep Country CanadaSobeys Inc.Staples Canada Inc.Tannis Food DistributorsThe Beer Store Brewers & Distributors Ltd.The Salvation Army CanadaTJX CanadaToys “R” Us

Television, Film & Live Performance Advisory Committee (TFLPAC)ACTRA TorontoCanadian Media Producers AssociationCanadian Opera House CorporationCineplex EntertainmentDirectors Guild of CanadaDrayton EntertainmentEd Mirvish Enterprises Ltd.NABET 700-M UNIFORRiver Run CentreThe Corporation of Massey Hall and Roy Thomson HallToronto International Film Festival Inc.

Tourism & Hospitality Advisory Committee (THAC)Camping in OntarioCasino RamaClubLink CorporationCN TowerCompass Group CanadaFallsview Casino ResortGoodLife Fitness Centres Inc.Lais Hotel Properties Ltd.Metro Toronto Convention CentreMolly Maid International Inc.Neill-Wycik Co-operative CollegeOLGRoyal Ontario MuseumWeston Gardens Retirement Inc.

Vehicle Sales & Service Advisory Committee (VSSAC)Automotive Aftermarket Retailers of Ontario AutoQuip Canada Ltd.Avis Budget Group Inc.Collision Industry Information & AssistanceGlasvan Trailers Inc.Mercedes-Benz CanadaMidas Canada Inc.Ontario Automotive Recyclers AssociationOntario Tire Dealers AssociationTrillium Automobile Dealers Association

WSPS Board of Directors Member companies

CENTER FOR RESEARCH IN OCCUPATIONAL HEALTH AND SAFETY

E.I. DUPONT CANADA COMPANY

GOVERNMENT OF CANADA

HYDRO ONE

LOGAN & ASSOCIATES INC.

NATIONAL TIRE DISTRIBUTORS

SMASHBLOCK

THE OSBORNE GROUP

UNIFOR

WHERE WE LIVE IS WORTH INVESTING IN.Using paper manufactured by Rolland Inc. is a simple, concrete and effective way of conveying our concerns for the environment. This annual report is printed on Rolland Enviro Satin text and Rolland Enviro cover – both are Forest Stewardship Council (FSC) and Ecologo certified along with being Processed Chlorine Free (PCF). The paper is made in Canada from 100% post-consumer waste fibre (PCW) recovered entirely from paper used by North American consumers through municipal and/or office recycling programs.

The mill uses biogas energy as an alternative renewable energy source for 93% of its thermal energy needs in its paper manufacturing. By using biogas energy Rolland Inc. has reduced their carbon dioxide emissions by 70,000 tonnes annually. Added to this the mill recycles water to reduce energy costs and purifies the water before returning it to its source. Also, the mill does not accept fibre harvested from high conservation-value old growth forests. For more information, please visit: www.rollandinc.com.

9 TREES

34,143 L of water

98 days of water consumption

419 KG of waste 9 waste

containers

1,375 KG CO2 9,199 km

driven

8 GJ 37,943 60W

light bulbs for one hour

2 KG NOX

emissions of one truck during

5 days

Environmental Impact Statements are generated by: calculateur.rollandinc.com

The fine paper’s environmental savings related to greenhouse gas impacts are based on the Life Cycle Assessment methodology. The LCA was made by Rolland Inc. and validated by a third-party. Environmental impact estimates are made using the Environmental Paper Network Paper Calculator Version 3.2. For more information, please visit: www.papercalculator.org

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VISION2020

Every worker. Healthy and safe. Every day.

The path forward begins with our 2018-2020 strategy.

Join us on the journey.

AT WSPS, YOUR SAFETY MATTERS.

©2018 Workplace Safety & Prevention Services. All rights reserved.

Workplace Safety & Prevention Services™ is the largest health and safety association in Ontario, responsible for more than 167,000 member firms across the agricultural, manufacturing and service sectors.

5110 Creekbank Road

Mississauga, ON L4W 0A1

1 877 494 WSPS (9777)

t 905 614 1400 | f 905 614 1414

e [email protected] WSPS.CA

830-AGH-01-IGOT | PRINTED AUG 2018

Our ISO 9001:2008 certification sets us apart and signifies our commitment to quality

WINNER Canadian HR Reporter 2018 Readers' Choice Award Safety Training Services

2017 annual report - wsps · 2019-01-31 · solutions: managing machine safety, managing robot...

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