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2016 | 2017 annual report

WSPS.CA

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154 Advisory Committee MEMBERS

26 CEO H + S Network MEMBERS

Helping WSPS build cultures of health and safety across Ontario

95 Industry, Business & Strategic PARTNERS

The faces of the WSPS brand257

EMPLOYEES

Collaborating with WSPS to make workplaces safer

Magnifying WSPS’ power to spread the safety message to anyone, anywhere

Innovation & Technology

300 Program VOLUNTEERS

22 Rural VOLUNTEER Associations

Amplifying WSPS’ reach to the province’s small businesses and vulnerable workers

KEEPING ONTARIO SAFE FOR 100 YEARSOur commitment to understanding and responding to the needs of Ontario workplaces is unwavering.

Our passion for providing effective health and safety solutions is unparalleled.

LET US HELP YOU GET HOME SAFE!

2 Message from the Board Chair and President & CEO

4 our People

6 industry Leaders

8 our Volunteers

10 our Partners

12 system Partners

14 innovation & Technology

16 our Sectors

18 our Organizational Health

20 360° view of our Business

22 Financial Statements

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .CONTENTS

A world that is constantly changing creates unique challenges in health and safety. Together with industry leaders, our employees, volunteers, partners and stakeholders, WSPS is leading the way towards ensuring Ontarians go home safe at the end of the work day.

It is about creating a path to follow—setting a clear direction and making informed choices. Ever-evolving to explore new ways of delivering on our mission, we are equally committed to remaining true to our core values.

JOIN US ON OUR JOURNEY.

WAYWAAWAYAYIn 2017, Workplace Safety & Prevention Services (WSPS) celebrates 100 years of keeping Ontario safe.

We’ve changed a lot since the early days. WSPS’ legacy association, Industrial Accident Prevention Association (IAPA), started with seven staff members back in 1917.

Today, WSPS serves 165,000 member organizations and 4 million employees in the province’s manufacturing, agriculture and service sectors. But one thing that has remained firmly in place is our passion for bringing the safety message to as many people as possible.

2�2016 | 2017 Annual Report Workplace Safety & Prevention Services

Over the decades, WSPS has played a key role in shaping prevention in Ontario. Whether it’s collaborating with our prevention system partners on a new standard for JHSC Certification Training, working with strategic partners such as CSA Group and the Mental Health Commission of Canada on a standard for Psychological Health and Safety in the Workplace, or hosting the largest annual health and safety conference in the country, we lead through action.

This sense of momentum is reflected in the organizational goal of our three- year strategic plan: Grow our ability to reach customers in tandem with others to build a healthy, safe and sustainable Ontario. As 2017 represents the final year of this strategy, we would like to share our progress through the lens of how we’ve been reaching out to communities across the province. There are five main avenues we pursue:

OUR PEOPLE – WSPS employees build strong, high-touch relationships with the customers they serve. They are a dedicated group of experts who truly love what they do.

INDUSTRY LEADERS – We work with an ever-expanding group of senior leaders who utilize their influence to create cultures of health and safety.

OUR PARTNERS – Together with our Ontario prevention system partners, as well as our community and strategic alliances, we can reach more people and align efforts to increase effectiveness.

OUR VOLUNTEERS – Program volunteers assist small businesses with their health and safety program development and deliver awareness presentations to new and vulnerable workers. Our rural volunteers are committed to keeping people safe on farms.

INNOVATION & TECHNOLOGY – Channels such as our popular events and conferences, and our robust online and social media platforms allow us to serve even more customers in innovative ways.

As we craft our 2018-2020 strategy, we would like to thank the many people who contributed to the success of WSPS over the past three years. The names are too numerous to list, but please know your efforts are recognized and appreciated. Together, we will lead the way towards a safer Ontario.

Lynn Brownell George J. R. McClean President & CEO Board Chair

Message from the Chair, Board of Directors and President & CEO

CELEBRATING 100 YEARS OF SAFETY IN ONTARIO | 1917-2017 WSPS.CA/AnnualReport 3

ourPeople

1 “The Facts,” mentalhealthcommission.ca, April 20, 2017 http://strategy.mentalhealthcommission.ca/the-facts/

In any given year, one in five people in Canada experiences a mental health problem or illness, with a cost to the economy of well over $50 billion.1 Recognizing the scope of impact to Ontarians, WSPS selected workplace mental health as an ongoing area of focus in 2016.

To deliver on the strategy, an Organizational Health Action Team consisting of four staff members with expertise in this specialized field was established. In addition to leading Mental Health First Aid training courses, the team developed course content for a series of workshops in partnership with Ontario Public

Health Units and is facilitating 78 sessions across the province. The goal of Investing in Healthy Minds @ Work is to engage business leaders from almost 400 workplaces with practical knowledge that will enable them to create feasible psychological health and safety action plans that are consistent with the National Standard of Canada for Psychological Health and Safety in the Workplace (CSA Z1003). The project was made possible through a grant from the Ontario Ministry of Labour’s (MOL) Occupational Health and Safety Prevention and Innovation Program.

Teaming up for healthy minds


Janet Carr, Danielle Stewart, Andrew Harkness, Krista Schmid, WSPS

The Warehouse Safety ExpertsWarehouse and distribution centre safety was a

2016 focus area for WSPS. Leading this initiative was an experienced team of warehouse safety professionals and technical specialists. Providing insight on high hazard topics, they were featured in the “WSPS Warehouse Safety Tips” videos on WSPS.ca.

In February 2017, WSPS’ Warehouse Safety Conference offered attendees an opportunity to consult the experts on pedestrian safety, manual materials handling, racking systems and more. The sold-out conference also showcased a panel session with representatives from The Home Depot, Coca-Cola Refreshments Canada and Ingredion Canada Corporation.

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AIM Environmental Group, Inc. said they wanted to be leaders in health and safety—not followers. Since 2012, WSPS and its partners at IHSA have been assisting AIM’s subsidiary company, Wellington Organix, Inc., operators of the City of Guelph’s Organic Waste Processing Facility, develop and implement its health and safety system. The culmination was achieving Certificate of Recognition (COR™) certification in 2014. WSPS is now assisting AIM Environmental Group in securing COR™ designation at other AIM-operated facilities.

Helping employers recognize the advantages of a systematic approach to H&S is the first step. With the anticipated arrival of the new standard ISO 45001, Occupational health and safety management systems, the growing supply chain advantage of programs such as COR™, and criteria for accreditation of H&S management systems expected within the year, more companies are coming on board. In 2016, WSPS increased its focus on management systems, building capacity to assist these customers in realizing their goals.

Guides on the ManagementSystems Journey


“ The team from WSPS was instrumental in helping us develop a racking program that we are rolling out across Canada. ”

— Denesh Maharajh, Senior Manager, National Health & Safety/Maintenance, Home Depot Supply Chain

Jennifer MacFarlane, WSPS with Mark Jared and Justin Barone, Wellington Organix, Inc.

In November 2016, the Workplace Safety & Insurance Board (WSIB) approved its new rate framework. For over three years, WSPS’ advisory committees have been participating in the consultation process on the framework modernization project, providing critical feedback from the agriculture, manufacturing and service sectors. “The WSPS Executive Advisory Committee and the subsector advisory committees have played an integral role in the development of the WSIB’s new rate framework by sharing industry concerns, seeking clarification and greater understanding, as well as providing well thought out positions and alternatives for consideration,” says Jean-Serge Bidal, Executive Director, WSIB.

More than 100 Ontario businesses are represented on WSPS’ 10 advisory committees. Committee members are industry leaders who mobilize their expertise and sector-specific knowledge in helping WSPS achieve its mission and vision. They bring insight to selected projects, in tandem with WSPS and its board of directors, and other ministries and prevention partners.

Leaders

Protecting life through information sharing

Advisory Committees instrumental in rate framework modernization

Frank Saunders, Bruce Power’s Vice President of Nuclear Oversight and Regulatory Affairs, is serious about the role leadership plays in keeping people safe. “Without leadership in health and safety, you’re just trusting luck, essentially,” he says.

Saunders epitomizes the kind of senior leader that WSPS looks to partner with. A member of the CEO Health + Safety Leadership Network, he also lends his expertise to the Ontario Prevention Council, the Conference Board of Canada’s Health


and Safety Leadership Centre, and the Minerva Board of Directors. Additionally, he is a supporter of Bruce Power’s many community initiatives that raise health and safety awareness for First Nations groups, students looking to enter the workforce, and others. “We’re part of the community and we really want to be a positive influence,” Saunders says. “We want to demonstrate that people can work and not get hurt.”

Promoting the transfer of safety-related information through the CEO Health + Safety Leadership Network and other channels is key for Saunders. “A big company like ours, we have a lot of information we can share that others maybe don’t have,” he adds. “We shouldn’t all have to have a major accident in order to learn how not to have it again. You can never be good enough in health and safety—there is always something more to learn.”

PROVIDING HEALTH & SAFETY THOUGHT LEADERSHIP

There is a growing body of evidence to show how the human brain functions can have a significant impact on decision-making and judgment, and can play a role in workplace incidents. The discussion and debate on this topic that took place at the October 2016 CEO Health + Safety Leadership Network roundtable was the focus of a recent white paper, initiated by WSPS. “I am very interested in the concept of Brain-centric Reliability™,” says network member Adel Mir, President of Lincoln Electric Company of Canada. “This opened my eyes to the dangers of repetitive jobs.”

The CEO Health + Safety Leadership Network is an ever-expanding group of senior industry leaders, representing top tier organizations. Members are committed to learning and sharing experiences, and using their influence to spread the health and safety message across the province and country. Established through the efforts of WSPS in 2014, the group has tackled timely subjects such as on-the-job mindfulness, workplace mental health, and integrating health and safety into the board agenda. White papers offering insight on these topics are available at ceohsnetwork.ca.

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An Executive White Paper by: The CEO Health + Safety Leadership NetworkWritten by: Elizabeth Mills, President & CEO, Workplace Safety & Prevention Services and

Heather West, Fresh Communications | September 2015

INTEGRATING HEALTH AND SAFETY

INTO YOUR BOARD AGENDA

A Critical Step In Creating A Culture of Health And Safety

CEOHSNetwork.ca

CEOHSNetwork.ca

HARNESSING THE POWER OF MINDSET

Exploring the Connection Between Mindfulness, Health and Safety,

and Business Performance

An Executive White Paper by: CEO Health + Safety Leadership NetworkWritten by: Elizabeth Mills, President and CEO, Workplace Safety & Prevention Services

and Heather West, Fresh Communications | April 2016

CEOHSNetwork.ca

An Executive White Paper by: CEO Health + Safety Leadership NetworkWritten by Workplace Safety & Prevention Services In Collaboration with Heather West, Fresh Communications and Susan L. Koen, Ph.D., DEKRA Insight | May 2017

Making the ConnectionThe Link Between How Our Brain Functions and Health & Safety in the Workplace


Encouraging those on farms toSTOP • THINK • ACT

our

In collaboration with the Esso commercial fuel resellers of Imperial Oil, WSPS and its network of rural volunteers are helping farmers,

agriculture workers and farm families keep safe through a program called Stop Think Act (STA).

As a component of Imperial’s own well-established safety program, STA recognizes that behavioural safety is key to creating a safety culture. It is a simple, yet powerful behaviour-based safety program that encourages people to consider the task at hand and ask themselves how their own actions could contribute to a safe and productive outcome. Using a self-questioning methodology, the program advises people to think carefully about how they are about

to perform a task and stop if it can’t be done safely. WSPS rural volunteers are being trained as Stop Think Act ambassadors on an ongoing basis, in partnership with Imperial. In the six months since the initial training, the Stop Think Act message has been shared with almost 4,000 farmers, and plans are in place to reach another 5,000 in 2017. “I am a farmer myself, with a family I want to keep safe,” says Anne Anger, Chair of the WSPS Rural Volunteer Agriculture Group and Stop Think Act Ambassador. “In my family, it started around the dinner table, talking about the program. It materialized into proof a few weeks later, when my 17-year-old son —a future farmer—told me he thought about our conversation and made a different, safer choice. Wow!”


Volunteers

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EMPOWERING NEW CANADIANS

Through the Health and Safety Awareness Presentation (HSAP), WSPS volunteers are giving newcomers to Canada the knowledge they need to stay safe on the job.

Formerly known as the Young Worker Awareness Program, HSAP was co-developed by WSPS legacy association IAPA back in 1996 and was initially targeted to high school students. Since 2008, WSPS has been steadily expanding the program to serve new immigrants and other vulnerable workers, such as seniors. Free of charge, the one-hour sessions are delivered by trained WSPS volunteers in classrooms and community centres across the province.

Half of new immigrants to Canada choose to make their home in Ontario. Language barriers, fear of speaking up and lack of awareness of rights combine to place this vulnerable group at risk. The aim of the HSAP curriculum is to make health and safety simple while ensuring participants are made aware of their rights and responsibilities under the Occupational Health and Safety Act (OHSA). “The presentation provided by the WSPS representative was extremely informative and engaging,” says Trevor Langille, Employment Counsellor at IESD Durham Social Services. “Sharing stories about real-life events made the experience fun, but also sobering.”


With the help of volunteers, WSPS is piloting a new service to ensure small business customers get the assistance they need. The Small Business Advisory Service pairs volunteers who have professional health and safety credentials with small business owners (fewer than 20 employees) that are ready to start a health and safety program. The initiative is part of WSPS’ action plan in support of the MOL’s small business prevention priority.

The new service enables small business employers to access complimentary professional assistance such as how to perform a workplace inspection and develop an action plan for improvement. The volunteers can use their involvement to gain points for their Canadian Registered Safety Professional (CRSP) designation.

At London’s Harvest Bible Chapel, Operations Manager Jonathon Sodeman is very appreciative of the support provided by volunteer Brian Gallacher. “We don’t have extensive knowledge of workplace health and safety law or policy,” Sodeman says, “but Brian guided us through what we needed to do to create a safe work environment. He conducted an audit, made recommendations, and we couldn’t be happier with what he and WSPS have been doing for us.”

The advisory service pilot continues in 2017, with an initial goal of 10 volunteer-business owner matches.

Health & Safety Assistance for Small Businesses

Harvest Bible Chapel’s Jonathon Sodeman (L) and WSPS Volunteer Brian Gallacher

Advancing the management of workplace risks

Partnersour

The release of the co-branded CSA Z432-16, Safeguarding of Machinery course, in early 2017 represents the latest accomplishment in the ongoing collaboration between WSPS and strategic partner CSA Group. The two organizations established an agreement in 2004 and since then, they have developed six courses together and educated approximately 8,500 participants on high hazard topics.

CSA Group is a global leader in the development of safety standards. Approximately 20 WSPS technical experts share their knowledge and expertise on CSA standards development

committees on an ongoing basis. The mission of the WSPS and CSA Group collaboration is to increase awareness of the health and safety mandate, and reduce occupational injury and illness by jointly working on training, events and other projects.

In addition to course development, WSPS and CSA Group continually look for other ways to work together and make a difference. Over the years, they have co-sponsored and organized seven conferences on topics such as Electrical Safety, Machine Safety and Warehouse Safety, and they regularily contribute to each other’s annual conferences.


“ CSA Group and WSPS share a mutual commitment to the prevention of workplace injuries, leveraging the talent and expertise of both organizations to achieve this important objective.” — Mary Cianchetti

President, Standards, CSA Group

Shaping the future of health & safety through education

WSPS and legacy association IAPA have been collaborating with Minerva Canada since 1991. Minerva is a not-for-profit, volunteer-driven organization that promotes teaching health and safety management principles in post-secondary schools.

The only organization of its kind, Minerva raises awareness and strives to make occupational health and safety a mindset through advocacy, education (including providing curriculum-ready tools, as well as competitions and awards programs), and partnerships.

In addition to serving on judging panels and representing Minerva at industry events, WSPS employees provide administrative and marketing assistance. In 2016, when Minerva needed help with some of its outreach materials, WSPS stepped in to lend a hand and provided the creative services of its marketing department.

WORKING WITH FIRST NATIONS COMMUNITIES

Since 2015, when WSPS and prevention system partners (Infrastructure Health & Safety Association and Occupational Health Clinics for Ontario Workers) signed a memorandum of understanding with the Nokiiwin Tribal Council, an increasing number of initiatives have been set in motion to help boost health and safety in Ontario’s First Nations communities.

One highlight from 2016 was WSPS’ collaboration with several community partners in the design and execution of a second successful First Nations Community Day of Learning, held at the Chippewas of Rama First Nation in October. From the spiritual smudge and opening prayer sessions, to the sharing circle design integrated into the layout of every session, the workshop integrated cultural values with health and safety.

A key message emerging from the Day of Learning was that spiritual healing would be a beneficial precursor to health and safety discussions. To learn more, four WSPS consultants subsequently took part in intensive lateral violence awareness training sessions with Nokiiwin and its six communities. At the end of the sessions, the WSPS team was accepted into the Marten Clan of the Ojibway clan system. One of the responsibilities of the Marten Clan is community safety—as such, WSPS is now known as the Safety Clan. “WSPS has invested their time and attention in getting to know us, our goals and our challenges,” says Audrey Gilbeau, Executive Director, Nokiiwin Tribal Council. “They have earned our trust. And that is truly significant.”

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healing would be a beneficial precursor to health and safety discussions.To learn more, four WSPS consultants subsequently took part inintensive lateral violence awareness training sessions with Nokiiwin and its six communities. At the end of the sessions, the WSPS team was accepted into the Marten Clan of the Ojibway clan system. One of the responsibilities of the Marten Clan is community safety—as such, WSPSis now known as the Safety Clan. “WSPS has invested their time and attention in getting to know us, our goals and our challenges,” says Audrey Gilbeau, Executive Director, Nokiiwin Tribal Council. “They have earned our trust. AnAnAnAnddd ththt atat is trululy y significant.”


Collaboration in actionWSPS and its system partners began a journey in support of Ontario’s Integrated Health and Safety Strategy in 2013. Following a collaborative planning process, the Ministry of Labour (MOL) initiated a focus on five key areas of prevention in 2016, with the intent of aligning efforts and strengthening end results. This work effectively complements initiatives WSPS has under way in some of these areas, which will continue into 2017 and beyond.

Along with WSPS and the MOL, prevention system partners include Infrastructure Health & Safety Association (IHSA), Occupational Health Clinics for Ontario Workers Inc. (OHCOW), Public Services Health & Safety Association (PSHSA), Workers Health & Safety Centre (WHSC), Workplace Safety & Insurance Board (WSIB) and Workplace Safety North (WSN).

We also work closely with the research community including the Centre of Research Expertise for the Prevention of Musculoskeletal Disorders (CRE-MSD), Centre for Research in Occupational Disease (CREOD), Institute for Work & Health (IWH) and Occupational Cancer Research Centre (OCRC).

systemPartners

Small BusinessThe focus for small business is the development of a provincial health and safety representative training standard and program. The end goal is to ensure those

who have legislated responsibility for health and safety have the training and resources to be able to fulfill that role.

Workplace Mental HealthThe scope includes foundational work such as defining workplace mental health from a health and safety perspective. It also encompasses enhancing competencies across the system, sharing and developing tools and resources and raising awareness. In 2017, WSPS launched the ThinkMentalHealth.ca website in collaboration with the

MOL and system partners. This user-friendly information portal will offer free mental health resources for small to medium-sized businesses.


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*Read more on Bring Safety Home on page 15 and HSAP on page 9.

Occupational DiseaseWSPS is joining its system partners in activities that build awareness of exposure to workplace hazards such as noise, allergens and irritants, and diesel exhaust. By leveraging multiple channels to spread messaging and promote access to tools, the goal is to assist workers and employers in recognizing the impact these hazards can have.

New & Young WorkersAlignment of prevention partner activities is the goal in this focus area. Along with supporting MOL enforcement blitzes, WSPS oversees other key initiatives for new and young workers, such as Bring Safety Home, an innovative web and social media platform targeted to parents of young workers, and the Health and Safety Awareness Presentation (HSAP).*

Falls Falls remain a major cause of workplace fatalities and incidents. Work in this area focuses on research and evaluation of training, and the exploration of engineering solutions to fall protection issues.


& Technology

When it comes to health and safety, small

businesses have unique challenges. With limited

time and resources, small business owners may

find it challenging to get a hold of OHS resources

that are relevant to their specific needs. To address

this gap, WSPS and strategic partners collaborate

each October in engaging small operators during

Canadian Small Business Week.

With the theme “Health and safety doesn’t have

to be complicated” and the social media hashtag

#SimpleSafetySolutions, the goal of the 2016

campaign was to drive small businesses to WSPS.ca

for free, easy-to-use occupational health and safety

resources, including sector-specific road maps, a self-assessment tool and a health and safety calculator. The website also offers downloadable safety tip videos and infographic posters on top hazards.

WSPS let small businesses know about the resources through a direct marketing email campaign, with special outreach to industries most vulnerable to the hazards. The campaign was also prominently featured on social media, with content and resources shared by WSPS on Twitter, Facebook, LinkedIn and YouTube. As a result of the collective outreach, more than 17,000 resources were accessed from the WSPS website and put into the hands of small business operators.

800-104-03-IGDO

Sources: 1 Data Source; WSIB Report Builder accessed August 15, 2016 2Average cost of LTI is $50,224 - 2013 from the Association of Workers Compensation Boards of Canada 3Cost of coffee and donut ($2.56) from timhortons.ca, accessed August 16, 2016 4Custom EIW report, snapshot date March 31, 2016.

For more information contact Workplace Safety & Prevention Services

wsps.ca 1 877 494 WSPS (9777)�

#simplesafetysolutions

WORKERS CHEMICAL EXPOSURE

Swallowing Toxins Absorbing or puncturing in

the skin

Inhaling Particles

HAZARD

FIX

Reduce the use of chemicals and limit where they are used

Ventilate Personal hygiene and good housekeeping

ROLES IN SMALL BUSINESS MOST AFFECTED4

Auto Mechanics

General Labourers

761in 2015 1

S MALL BUS INE SS SAF E TY S OLUTIONS

Costs Ontario approximately

$38MILLIONThat’s enough TO BUY EVERYONE in Ontario a MEDIUM COFFEE & DONUT!3

In ONTARIO Lost Time Injury (LTI) to

/year2

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Sources: 1 2015 WSIBBy the Number Report Schedule 1 and Schedule 2. 2 Custom EIW report, snapshot date March 31, 2016.


wsps.ca 1 877 494 WSPS (9777)�


TrippingHAZARD

FIX

FallingSlipping

Clean-up spills Ensure clean, dry & level surfaces

Housekeeping! Organize workplace to prevent tripping hazards

All stairs equipped with handrails

Friction-tape on stairs


Retail

General Labourers

FALL TO FLOOR, WALKWAY OR OTHER SURFACE

71%

10,873 in 2015 1

FALLS IN ONTARIOLost Time Injury (LTI) claims


SAFETYIN THE

YYYYYYY WORKPL CE

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Sources: 1 2015 WSIB By the Number Report Schedule 1 and Schedule 2. 2 Custom EIW report, snapshot date March 31, 2016.


wsps.ca 1 877 494 WSPS (9777)�


Lifting & Lowering Carrying Twisting Pulling & Pushing

HAZARD

FIX

Make loads smaller Don’t store things on the floor

Use a cart Face direction of travel and turn feet when carrying


Landscaping

General Labourers

OF ALL LTI CLAIMS IN ONTARIO!

8,499 in 2015 1

OVEREXERTION ONTARIOLost Time Injury (LTI) claims


17%OF ALL L

1111111111111111111111111111111

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Sources: 1 2015 WSIBBy the Number Report Schedule 1 and Schedule 2. 2 Custom EIW report, snapshot date March 31, 2016.


wsps.ca 1 877 494 WSPS (9777)�



13,111 in 2015 1

WORKERS HIT BY OBJECTS


Cooks & Servers Auto Mechanics General Labourers

Mechanical Technicians

Falling Objects

HAZARD

FIX

Handheld ObjectsStationary Objects

Follow equipment instructions and provide proper training and supervision

Move and store materials safely Clear space

for machinery

In ONTARIO Lost Time Injury (LTI)

THIS NUMBER OF PEOPLE INJURED COULD FILL 235

CITY BUSES

SAFETYIN THE

FE YYTYETYYET

#SIMPLESAFETYSOLUTIONS for Small Businesses

2016 Canadian Small Business Week Campaign More than 17,000 small business health & safety resources accessed from WSPS.ca

FREE online

resources


Reaching out to the parents of young workers

In partnership with the MOL, WSPS launched the web-based Bring Safety Home (BSH) awareness campaign in June 2016. Utilizing innovative original and user-generated content shared through social media, the campaign seeks to keep young workers safe through targeting a unique audience—parents and influencers.

According to the MOL, new and young workers are three times more likely to be injured during their first month on the job than at any other time. Bring Safety Home facilitates engagement with their parents, friends, relatives and support networks (e.g., teachers, counselors). The goal is for influencers to talk to new workers and become a voice in their heads—helping them to confront situations that make them uneasy; giving them the courage to ask questions; empowering them with facts about their rights.

The bringsafetyhome.com website is populated with engaging videos, blogs and useful resources.

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Technology is changing at a rapid pace, with a massive impact on the world of work. Addressing this trend, the theme for the 2016 Partners in Prevention Conference and Trade Show was New Frontiers in Health & Safety. The event, held in Mississauga in April, put a spotlight on technology in the workplace, with special emphasis on robotics. The theme was reflected in sessions, speaker selection and the sold-out trade show (over 400 booths).

Motivated by new OHSA requirements regarding workplace harassment, WSPS also held a cross-province series of legislative briefings entitled “Workplace Sexual Harassment: Managing the Impact of Bill 132.” The briefings, held in the fall of 2016, were conducted in partnership with OHS lawyers with the goal of helping employers understand compliance expectations and manage impacts of the new law.

Another series of workshops provided insight into the worst-case scenario of a worker fatality. In the autumn of 2016, WSPS hosted four successful one-day sessions entitled Due Diligence in Action: Mock Investigation for a Coroner’s Inquest. These sessions allowed attendees to participate in a live mock inquest, complete with realistic witnesses, jury members and legal counsel.


d me

*These accident events transcend sectors and occupations, and WSPS offers many more solutions to meet the needs of its customers.

Sectorsour

Falls

T �Fall Protection: Industrial Applications

E �Ladder Safety in Ontario

Struck by or against Objects

T �Certification Part Two: Service Sector

C �General Consulting Services


Here are some examples of solutions WSPS offers to help prevent the occurrence of incidents referenced above.

A targeted approach to making a differenceWSPS focuses on preventing the most prevalent types of workplace health and safety accidents experienced by its customers.

The following shows the occupations in WSPS member firms with the highest number of lost-time injuries, along with the type of accidents that are most common for each occupation.

WSPS SOLUTIONS*

LEGEND� C �CONSULTING�� E �E-COURSE

Man

ufac

turi

ng

Commercial & Industrial Services

Overexertion in lifting

Labourers in Processing, Manufacturing, Utilities

Vehicle & Industrial Equipment Manufacturing

Fall to floor, walkway, or other surface

Motor Vehicle Assemblers, Inspectors, Testers

Durable Goods Production


Labourers in Processing, Manufacturing, Utilities

Food, Pharmaceuticals, & Personal Products


Labourers in Food, Beverage & Tobacco Processing

Overexertion

T �Building an MSD Prevention Program

T �Safe Lifting

Contact with Hot Objects or Substances

P �Burns and Scalds Awareness

T �Certification Part Two: Service Sector


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P �PRESENTATION�� T �TRAINING (INSTRUCTOR-LED)

Serv

ice

Tourism & Hospitality


Light Duty Cleaners

Restaurants & Food Services

Contact with hot objects or substances

Cooks

Vehicle Sales & Service


Motor Vehicle Mechanics, Technicians &

Mechanical RepairersTelevision, Film, & Live Performance

Struck against stationary object

Support & Assisting Occupations in Motion Pictures & Broadcasting

Retail, Wholesale & Offices


Retail Salespersons & Sales Clerks

Ag

ricu

ltur

e Agriculture & Horticulture


General Farm Workers

LIVING OUR BRANDIn terms of organizational health, what WSPS advocates for its customers is what it has committed to do for its own people. As a guidepost, the association utilizes the World Health Organization’s Healthy Workplaces Model,* adapted to reflect WSPS’ language and culture.

The model represents the critical end state of what an organization should strive to achieve: a workplace where not only the hazards and risks are eliminated, reduced or controlled, but where personal, corporate and community well-being are promoted. It is based on a series of core values, beliefs and principles that encompass leadership, commitment, ethics and worker participation around which the four areas of influence (Occupational Health and Safety, Workplace Culture, Health and Lifestyle Practices and Corporate Social Responsibility) are built.

The red circle in the model represents the Plan Do Check Act process, signifying a continuous cycle of improvement. At WSPS, our work to keep people healthy and safe is never done.

* Source: http://www.who.int/occupational_health/healthy_workplaces

our organizationalHealth18�2016 | 2017 Annual Report Workplace Safety & Prevention Services

Occupational Health & Safety

Corporate Social Responsibility

Workplace Culture

Health & Lifestyle Practices

VISION

The elimination of all work-related injuries, illnesses and fatalities.

LEADERSHIP ENGAGEMENT

Oversight – Board of Directors and Senior Leadership Team

Strategic and Organizational Plans

WORKER INVOLVEMENT

Strategic and Organizational Planning Process Organizational Advisory Team (OAT) Engagement Survey Action Plan Joint Health & Safety Committee (JHSC) Workplace Inspections Staff Week and Volunteer Opportunities

MISSION

Leadership Engagement

Worker Involvement

Mission & Vision

Occupational Health & Safety Health & Safety Management System (conforming to CSA Z1000-14)

JHSC Focus

Driver Safety Program

Staying Safe on Customer Site Hazards Training

Ergonomics Workstation Reviews & Assessments

Hazard Identification, Risk Assessment, & Action Plans

Competency Training for Managers & Workers

“It was a privilege to be part of the OHSMS internal audit team. The audit process helps us to demonstrate our commitment as we strive to continually improve health & safety at WSPS.”—Deepa Sarao, Consultant, GTA West

Health & Lifestyle Practices

Virgin Pulse Global Challenge (Fitness, Nutrition, Mental Health, Sleep)

Health Benefit Programs

Onsite Fitness Centre (Head Office)

Human Resources Practices (Flex Time, Work from Home Opportunities)

Employee and Family Assistance Program

“The Virgin Pulse Global Challenge is a great way for colleagues across the province to work on their fitness while having fun.”— Oscar Romanowski

Manager, IT Infrastructure

Workplace Culture Guarding Minds @ Work Survey and Action Plan

Respect in the Workplace Policy

Not Myself Today Program (Mental Health Awareness)

Respectful Workplace Coaches

Mental Health First Aid Training

Management Development Programs

Employee Feedback Tools

“Participating in Mental Health First Aid not only ripped open BUT healed wounds I thought were long gone. Thank you WSPS for leading the way to a truly healthy workplace!”

— Shannan Boston, Account Manager/Consultant, North

Corporate Social Responsibility

Volunteer Days

Community Service Award

Fundraising Opportunities

Internal social media

“Teaching grade 10 students about workplace health and safety was such a rewarding volunteer experience.”— Claude Armstrong

Territory Manager, East

Mission & Vision

LEADINGTHE

WAYHow WSPS brings the model to life for its employees


lllllllllllll

essesactit & L&lt

view of our360° Business

CustomerIncrease direct and

indirect reach by using one-to-many

approaches

ProcessISO 9001 and

CSA Z1000 compliance

FinancialAchieve a balanced budget through sustained funding and revenue goals

PeopleBuild a WSPS culture and improve engagement by closing critical management skill gaps

2016-2017 Corporate Objectives & Results

Exceeded all Transfer Payment Agreement commitments.

Exceeded targets

Maintained ISO 9001 compliance CSA Z1000 in progress

Achieved balanced

budget

ConductedGuarding Minds @ Work

employee survey, talent review and management training


LEADINGTHE

WAY

unique visitors to wsps.ca296,391 in 2016

VS270,543 in 2015

active customers 10,926 in 2016 VS 9,630 in 2015

education sessions delivered700 in 2016 VS 669 in 2015

sales from retained customers75.2% in 2016

VS 72.2% in 2015

+3% +5%

+13%

+10%

Reaching out to Ontario workplaces

+11% in consulting hours37,887 in 2016 VS 34,163 in 2015


Workplace Safety & Prevention Services

Financial StatementsMarch 31, 2017

CONTENTS

Independent Auditor’s Report 23

Financial Statements Statement of Financial Position 24 Statement of Operations 25 Statement of Changes

in Net Assets (Deficiency) 26 Statement of Cash Flows 27 Notes to Financial Statements 28-38


September 19, 2017 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, 2017 and the statements of operations, changes in net assets (deficiency) and cash flows for the period 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 responsibilityOur 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, 2017 and the results of its operations and its cash flows for the period 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.


Workplace Safety & Prevention Services Statement of Financial Position

As at March 31, 2017

March 31, 2017

$

December 31, 2015

$

Assets

Current assets

Cash and cash equivalents 1,713,121 630,324

Short-term investments (note 3) 30,289,323 34,869,327

Accounts receivable 1,963,470 1,482,781

Prepaid expenses 818,195 462,754

34,784,109 37,445,186

Long-term investments (note 3) 12,200,000 4,600,000

Investment in CHSI (note 4) 2,877,665 2,629,697

Capital assets (note 5) 676,425 892,590

50,538,199 45,567,473

Liabilities

Current liabilities

Accounts payable and accrued liabilities (note 6) 3,707,354 2,683,174

Customer deposits 2,176,157 882,946

5,883,511 3,566,120

Attendance credits and exit benefits (note 7) 186,767 233,021

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

Deferred capital contributions (note 9) 174,543 230,248

Employee future benefits (note 10) 28,566,200 34,659,300

34,957,490 38,835,158

Net Assets

Contributed surplus 48,776 48,776

Invested in capital assets 501,882 662,342

Internally restricted (note 11) 16,814,424 8,006,356

Unrestricted deficit (1,784,373) (1,985,159)

15,580,709 6,732,315

50,538,199 45,567,473

Commitments (notes 13 and 14)

Approved on Behalf of the Executive Board:

George J. R. McClean Lynn BrownellDirector Director

The accompanying notes are an integral part of these financial statements.


Workplace Safety & Prevention Services Statement of Operations

Period fromJanuary 1, 2016 to

March 31, 2017$

Year ended December 31,

2015$

Revenue

Ministry of Labour funding 38,198,354 30,149,056

Training and publication recoveries (note 12) 13,533,472 10,554,209

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

Interest income 659,035 596,266

Other income 252,854 229,940

52,699,420 41,574,035

Expenditures

Advertising and promotion 864,358 533,016

Amortization of capital assets 216,165 197,973

Board of director expenses 35,680 11,648

Employee benefits (note 10) 11,445,470 9,000,450

Equipment and maintenance 105,964 91,862

Finance charges and bad debts 122,098 178,647

Insurance 243,827 200,864

IT expenses 1,997,156 996,354

Occupancy 3,256,549 2,654,543

Office and general 20,811 10,179

Other personnel costs 547,785 325,441

Postage and courier 70,415 185,420

Professional fees 460,312 413,351

Program delivery expenses 1,238,509 812,643

Research 35,757 34,107

Safety product costs 1,871,992 1,979,060

Salaries 27,568,302 21,373,995

Subscriptions 203,827 82,092

Supplies, service and equipment 349,035 373,417

Telecommunications 513,895 377,632

Travel and vehicle 1,246,093 986,395

Volunteer expenses 245,094 85,385

52,659,094 40,904,474

Excess of revenue over expenditures before undernoted 40,326 669,561

Income from CHSI (note 4) 247,968 307,275

Excess of revenue over expenditures 288,294 976,836



March 31, 2017

December 31, 2015

Contributed surplus

$

Invested in capital

assets$

Internally restricted

$

Unrestricteddeficit

$Total

$Total

$

(note 11)

Net assets (deficiency) � – Beginning of period 48,776 662,342 8,006,356 (1,985,159) 6,732,315 (107,221)

Excess of revenue over � expenditures — — — 288,294 288,294 976,836

Employee future benefits � remeasurements — — — 8,560,100 8,560,100 5,862,700

Net capital asset activity — (160,460) — 160,460 — —

Interfund transfers (note 11) — — 8,808,068 (8,808,068) — —

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

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



Period fromJanuary 1, 2016 to

March 31, 2017$

Year ended December 31,

2015$

Cash provided by (used in)

Operating activities

Excess of revenue over expenditures 288,294 976,836

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

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

Amortization of capital assets 216,165 197,973

Income from Centre for Health & Safety Innovation (247,968) (307,275)

Employee future benefits expense (note 10) 3,337,000 3,324,400

Employee future benefits paid (note 10) (870,000) (606,000)

Changes in non-cash working capital balances

Accounts receivable (480,689) (225,480)

Prepaid expenses (355,441) 37,668

Accounts payable and accrued liabilities 1,024,180 (625,338)

Customer deposits 1,293,211 330,993

Attendance credits and exit benefits payable (46,254) (77,269)

4,102,793 2,981,944

Investing activities

Proceeds from short term investments – net 4,580,004 1,780,539

Purchase of long-term investments (7,600,000) (4,400,000)

(3,019,996) (2,619,461)

Change in cash and cash equivalents during the period 1,082,797 362,483

Cash and cash equivalents – Beginning of period 630,324 267,841

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

Workplace Safety & Prevention Services Statement of Cash Flows




Notes to Financial StatementsMarch 31, 2017

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 tax 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 period, WSPS has changed the year-end from December 31 to March 31.

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 contribution pension plan

The Corporation’s contributions to a multi-employer, defined contribution pension plan are expensed when contributions are due.

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:

March 31, 2017

$

December 31, 2015

$

Market-linked guaranteed investment certificates

—

200,000

Guaranteed investment certificates maturing between� April 10, 2017 and January 26, 2018 yielding between 1.00% and 1.85% 30,289,323 34,669,327

30,289,323 34,869,327

Long-term investments comprise market-linked guaranteed investment certificates maturing between July 17, 2018 and January 13, 2020 and a guaranteed investment certificate maturing on August 27, 2018 yielding 1.45%.




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 at December 31, 2016, audited by another firm of accountants with report date of June 22, 2017. The information below reflects the financial results in the audited financial statements and the internal financial information for the period from January 1, 2017 to March 31, 2017, as reported by CHSI’s management.

CHSI$

WSPS74.36% share

$

Assets 4,575,372 3,402,247

Liabilities 691,546 514,234

Net assets 3,883,826 2,888,013

Operating results (period from January 1, 2016 to March 31, 2017)

Revenue 7,015,663 5,216,847

Expenses (operating) 6,682,194 4,968,879

Excess of revenue over expenses 333,469 247,968

Increase in net assets 333,469 247,968

Cash flows

Operating 195,265 145,199

Investing (129,744) (96,478)

Increase in cash during the period 65,521 48,721

March 31, 2017

$

December 31, 2015

$

Investment consists of

Balance – Beginning of period 2,629,697 2,322,422

Proportionate share of excess of revenue over expenses 247,968 307,275

Balance – End of period 2,877,665 2,629,697




5 CAPITAL ASSETS

March 31, 2017

December 31, 2015

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 2,128,198 676,425 892,590

6,301,212 5,624,787 676,425 892,590

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 $232,915 (2015 – $133,674).

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.

As of period end, one employee (2015 – two) is entitled to attendance credit benefits amounting to $2,692 (2015 – $11,434).

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.

As of period end, eight employees (2015 - ten) are entitled to exit benefits amounting to $184,075 (2015 - $221,587).




8 DEFERRED REVENUE

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

9 DEFERRED CAPITAL CONTRIBUTIONS

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

March 31, 2017

$

December 31, 2015

$

Balance – Beginning of period 230,248 274,812

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

174,543 230,248




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 completed on March 31, 2017. The continuity of the accrued benefit obligation relating to the post-retirement benefit plan is as follows:

March 31, 2017

$

December 31, 2015

$

Accrued benefit liability – Beginning of period 34,659,300 37,803,600

Current service cost 1,581,900 1,758,800

Interest cost on obligation 1,755,100 1,565,600

37,996,300 41,128,000

Actuarial gain (8,560,100) (238,800)

Plan amendment — (5,623,900)

Benefit payments (870,000) (606,000)

Accrued benefit liability – End of period 28,566,200 34,659,300

Benefit plan expense

�Current service cost 1,581,900 1,758,800

�Interest on accrued benefit obligation 1,755,100 1,565,600

�Net benefit plan expense 3,337,000 3,324,400

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

March 31, 2017

%

December 31, 2015

%

Discount rate – net benefit cost 3.75 4.00

Discount rate – accrued obligation at period-end 3.90 4.00

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

0.25% per annum to an ultimate rate of 4.50%

7.50%, decreasing by 0.25% per annum

to an ultimate rate of 5.00%

�Dental care 2.75% per annum 4.00% per annum

Defined contribution pension plan

Employees belong to the WSIB Employee’s Superannuation Plan, a defined contribution plan with employer contributions in the period amounting to $3,961,202 (2015 – $2,784,261) 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 period, the Corporation allocated $247,968 (2015 – $307,275) 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 period, 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 March 31, 2017 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 period, $8,560,100 (2015 – $5,862,700) in actuarial gains resulting from the change in benefits during the period 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:

March 31, 2017

$

December 31, 2015

$

Fund for CHSI capital expenditures 2,095,885 1,847,917

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

Fund for Employee Future Benefit Equalization Reserve 14,422,800 5,862,700

16,814,424 8,006,356




12 TRAINING AND PUBLICATION RECOVERIES

March 31, 2017

$

December 31, 2015

$

Conferences 2,071,705 1,944,996

Consulting 3,452,733 2,660,694

E-learning training 314,407 287,890

Training 6,730,557 4,866,483

Safety literature and information services (safety products) 243,408 283,049

Safety group 720,662 511,097

13,533,472 10,554,209

13 COMMITMENTS

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

$

2018 107,000

2019 98,000

2020 99,000

2021 69,000

373,000




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) in CHSI will be shared by the members based on their proportionate share of equity (note 4). During the period, CHSI charged rental and operating costs of $3,618,193 (2015 – $2,826,040). 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.

Minimum annual rental lease payments are as follows:

$

2018 1,353,000

2019 1,421,000

2020 1,421,000

2021 1,302,000

5,497,000

During the period, the Corporation charged CHSI bookkeeping, human resources and information technology service fees of $80,671 (2015 – $72,000). This amount is measured at the exchange amount (the amount of consideration agreed to by the related parties).

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 equivalent, and investments with major Schedule I banks and, where feasible, obtaining prepayment for courses held. Accounts receivable is net of an impairment allowance of $53,227 (2015 – $174,610).

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.

18 COMPARATIVE FIGURES

Certain comparative figures have been restated to conform to the current period’s financial statement presentation.


WSPS Advisory Committee Membership

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

Commercial Industrial Services Advisory Committee (CISAC)Adecco Employment ServicesBee-Clean Building MaintenanceBrookfield Global Integrated SolutionsC&W ServicesCarillion CanadaCBRECompass Group CanadaDrake InternationalEngineering for IndustryMunicipal Property Assessment �CorporationScotiabankSGS Canada Inc.Sodexo Canada Ltd.Toromont CAT

Durable Goods Production Advisory Committee (DGPAC)All Colour Paints Ltd.Amesbury TruthCelestica Inc.Com Dev Ltd.Frendel Kitchens LimitedGE CanadaHoneywell Aerospace

Food, Pharmaceuticals & Personal Products Advisory Committee (FPPPAC)Aryzta LimitedBaxter CorporationCanada Bread Company Ltd.Maple Leaf FoodsMars Canada Inc.Molson CoorsOakrun Farm Bakery PatheonPepsiCo Foods CanadaProctor & GambleSaputo 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 Lands SystemsHonda of Canada ManufacturingMagna InternationalPrecision TechnologiesThe Woodbridge GroupTHK Rhythm Automotive Canada LimitedZF TRW

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 & ChannelsCostco Wholesale Canada Ltd.Gap Inc.Hudson’s Bay CompanyHome Depot of Canada Inc.JYSKLCBOLoblaw Companies LimitedLongo’sMartin Brower of Canada Co.Metro Ontario Inc.Michael-Angelo’s PetSmartRetail Council of CanadaRONA Inc.Sleep Country CanadaSobeys Inc.Staples Canada Inc.SYNNEX CanadaTannis Food DistributorsThe Beer Store Brewers & Distributors Ltd.The Salvation Army CanadaTJX CanadaToys “R” Us Canada Inc.

Television, Film & Live Performance Advisory Committee (TFLPAC)Caesars WindsorCanadian Actors’ Equity AssociationCanadian Media Producers AssociationCanadian Opera CompanyCineplex EntertainmentDirectors Guild of CanadaDot Dot DashEd Mirvish Enterprises Ltd.NABET 700 UNIFORRiver Run CentreThe Corporation of Massey Hall and �Roy Thomson HallToronto International Film Festival Inc.

Tourism & Hospitality Advisory Committee (THAC)Camping in OntarioClubLink CorporationCN TowerCompass Group CanadaFallsview Casino ResortGoodLife Fitness Centres Inc.Metro Toronto Convention CentreMolly Maid International Inc.Neill-Wycik College Co-operativeVintage HotelsWhite Oaks Resort & Spa

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


WSPS Board of Directors�Member companies

E.I. du Pont Canada

Smashblock

Centre for Research in �Occupational Safety and Health

The Osborne Group

SNC Lavalin

Chrysler Canada/UNIFOR

George Brown College

The Government of Canada

National Tire Distributor

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 piece was printed on Rolland Enviro Satin Text and Rolland Enviro Cover which are Ecologo/UL, Processed Chlorine Free (PCF), Forest Stewardship Council (FSC®) certified, designated Ancient Forest Friendly™, and manufactured in Canada from 100% post-consumer waste fiber recovered entirely from paper used by North American consumers through recycling programs using biogas energy – 93% of the mill’s paper machines are powered with biogas energy.

Biogas is a locally sourced and renewable energy using methane gas – when burned, methane becomes 21 times less harmful to the atmosphere. By using biogas energy instead of fossil fuels, Rolland Inc. reduced their carbon dioxide emissions by 70,000 tons annually which is the equivalent of 23,400 compact cars. In addition, the manufacturing process for Rolland paper uses 6 times less water than the industry average and contains no chlorine or derivatives. For more information, visit www.rollandinc.com.

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

16 TREES

57,112 L of water

163 days of water consumption

700 KG of waste 14 waste

containers

2,300 KG CO2 15,387 km

driven

14 GJ 63,469 60W

light bulbs for one hour

3 KG NOX

emissions of one truck during

9 days

Generated by: calculateur.rollandinc.com

Sources: Environmental impact estimates for the North American marketplace are made using the Environmental Paper Network Paper Calculator Version 3.2.

For more information, visit www.papercalculator.org. The fine papers’ environmental savings related to greenhouse gas impacts are based on the Life Cycle Assessment methodology. The LCA was made by Rolland and validated by a third-party. www.rollandinc.com

This paper is certified to meet the requirements of the Forest Stewardship Council (FSC®) and North America’s EcoLogo™ Program.

The journey continues...

830-BAB-01-IGOT | PRINTED AUG 2017

SWorkplace Safety & Prevention Services™ is the largest health & safety association in Ontario, responsible for more than 165,000 member firms across the agricultural, industrial/manufacturing and service sectors.

This product contains a minimum of 10% Post-Consumer Waste and is 100% recyclable.

©2017 Workplace Safety & Prevention Services. All rights reserved.

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