2015/2016 TO 2017/2018 STRATEGIC PLAN. 2015/2016 Performance Update WSPS.CA

Transcription

1 2015/2016 TO 2017/2018 STRATEGIC PLAN 2015/2016 Performance Update WSPS.CA

2 2015/2016 TO 2017/2018 STRATEGIC PLAN 2015/2016 Performance Update When we launched in tandem: community diversity solutions WSPS 2015/2016 to 2017/2018 Strategic Plan, we made a commitment to monitor our progress, along with trends and market changes, to determine whether we need to adjust the strategy and our goals in any way. The 2015/2016 Performance Update captures our progress so far. We re proud of our achievements, and we continue to receive tremendous support from our customers, volunteers, partners, and stakeholders. We thank all of you for your ongoing commitment to creating a culture of health and safety in Ontario. CONTENTS 2 Health & Safety Performance 4 Strategy and Scorecard Our ISO 9001:2008 certification sets us apart and signifies our commitment to quality across all our processes, from identifying customer needs to developing and delivering targeted solutions.

3 Staying Ahead of the CURVE is an imperative for our organization and a commitment to customers, employees, volunteers, partners and community stakeholders. It is a journey of constant discovery fuelled by courage, collaboration, dynamism, anticipation and innovation. It is about listening and leading in tandem to ensure everyone goes home safe today, tomorrow and every day after. in tandem Workplace Safety & Prevention Services (WSPS) respects dignity and independence, and is committed to providing programs and services that are accessible to all.

4 WSPS Health and Safety Performance Total Injury Rates for In Ontario, the TOP FOUR HAZARDS are motor vehicle incidents (MVIs), musculoskeletal disorders (MSDs), slips, trips and falls, and contact with machinery. At WSPS, the top hazards are MVIs, MSDs, unknown client site hazards and psychosocial hazards. We believe that knowing the hazards in your workplace, and monitoring and managing them in alignment with the World Health Organization s Healthy Workplace Model, is essential to creating a culture of health and safety. Total Injury Rate /2016 TO 2017/2018 STRATEGIC PLAN 2015/2016 Performance Update 2 DEFINITIONS INJURY TYPES Lost time injury (LTI) worker loses time beyond the day of injury, WSIB provides compensation Fatality sub-category of LTI, can be either traumatic or disease INJURY RATES Total Injury Rate = # of NLTIs (No Lost Time Injuries) + # of LTIs (Lost Time Injuries) per 100 FTEs Full-time Employees (FTEs) are estimated by WSIB for each firm, based on the payroll of the firm and the average hourly rate of workers receiving compensation in the rate group 1 FTE = 2,000 hours worked Slight increase in Motor Vehicle Incidents 2 6 IN 2014 TO 7 IN 2015 A large number of WSPS employees drive cars for work. We aim to keep them safe with theoretical and practical training, administrative checks, and inspections. Customer Site Hazards: Doing Well 2 8 IN 2014 TO 1 IN 2015 We have introduced a new procedure for staff to help guide them through the expectations for site visits, which will lead to further training in The statistics on customer sites in the 2014 Annual Report has been revised to reflect actual current values. 1 Source: WSIB Enterprise Information Warehouse (EIW) Detailed Account Rate Profiles for WSPS. 2 Source: Internal WSPS Incident Reports including hazard reports, close calls, first aid and reportable injuries. Ahead of the Curve WSPS.CA/StrategicPlan Fewer Psychosocial/ Psychological Health Hazards Reported 2 7 IN 2014 TO 4 IN 2015 Our conversations on mental health continued in 2015 with the use of materials from Partners for Mental Health; we also increased staff awareness of internal support mechanisms that will enable them to help each other out. Musculoskeletal Disorders: Still Serious 2 12 IN 2014 TO 10 IN 2015 Prevention efforts to reduce the risk of MSDs continued into 2015, with efforts such as workstation setups, ergonomic assessments, and replacement of equipment as required.

5 Sector Health and Safety Performance Comparison of Total Injury Rates for WSPS Sub-Sectors Total Injury Rate Agriculture Commercial Industrial Services Durable Goods Production Food, Pharma & Personal Products Retail, Wholesale & Offices Restaurants & Food Services Television, Film & Live Performances Tourism & Hospitality Vehicle & Industrial Equipment Mfg Vehicle Sales & Service Total Musculoskeletal Disorders: Still Serious 4 LARGEST SOURCE OF LTIs, BUT CONTINUING TO DECLINE 7,697 IN 2014 TO 7,101 IN 2015 Motor Vehicle Incidents 4 TRAUMATIC FATALITIES DUE TO MVIs INCREASED IN IN 2014 TO IN NON-FATAL LTIs DUE TO MVIs HAVE SLIGHTLY DECLINED IN 2014 TO IN 2015 Contact with Machinery 4 6 % OF ALL LTIs ARE ATTRIBUTED TO THIS HAZARD SHOWING AN INCREASE 1,254 IN 2014 TO 1,298 IN 2015 Slips, Trips and Falls 4 2 % OF ALL LTIs ARE ATTRIBUTED TO THIS HAZARD SHOWING A DECLINE 4,816 IN 2014 TO 4,495 IN Source: WSIB EIW Detailed WSPS Sub-Sector Reports & Rate Group Profiles for March 2014, March 2015, and March Source: WSIB EIW Detailed HSA Entity Report-WSPS for March 2015 and March 2016; WSIB EIW Custom Report (for MVI traumatic fatalities). Ahead of the Curve WSPS.CA/StrategicPlan /2016 TO 2017/2018 STRATEGIC PLAN 2015/2016 Performance Update

6 Integrated. Aligned. OHS Provincial Strategy and WSPS Strategy WSPS 3 Year Goals and Objectives Scorecard WSPS 3 Year Goals and Objectives Scorecard Vision & Mission Member Firm Injury Reduction LTI Rate Reduction (Monitor Only) Total Injury Rate Reduction (Monitor Only) Customer Likely to Recommend Rating (Total) Training Educational Sessions Consulting Customer Retention Rate 2015/2016 TO 2017/2018 STRATEGIC PLAN 2015/2016 Performance Update Customer Perspective Financial Perspective Internal Business Processes People Active Customers (Total) Direct Retained (with sales) Direct New (with sales) Direct Other (without sales) Extended Web Visitors Extended Key Accounts Extended Through Partners Customer Demographics Direct Small Business Customers Direct Potential Precarious Work Customers Transfer Payment Agreement Targets Training (Participant Hours) Educational Sessions (Participant Hours) Consulting (Consulting Hours) Products Distributed Recoveries (millions) Balanced Budget (on track/balanced) Maintain Contribution Margins Training Consulting Conferences Maintain ISO 9001 Registration CSA Z1000 Conformance Execute integrated market, sales & delivery, and functional plans that address the Transfer Payment Agreement (TPA) and business plan commitments Volunteer Engagement # of Registered Volunteers (monitor only) Planning and Delivery Events Increase Staff Development Enhance per person productivity, (reach and resources), employee engagement and business mind-set to support customers 4 Ahead of the Curve WSPS.CA/StrategicPlan Updated: February 3rd, 2015, BOD approved

7 April March 2016 Results (Unless otherwise indicated) LTI Rate declined by 5.8 % Total Injury Rate declined by 4.0 % (Results are for January - December 2015 as of March 2016) 4.56 Overall average rating on a 5-point scale 4.42 Training 4.50 Educational Sessions 4.77 Consulting 72.2 % (% of sales from 2014 customers retained in 2015) 26,284 Total Active Customers 2,604 Retained Customers (with sales) 4,372 New Customers (with sales) 2,654 Other Customers receiving no-fee services (without sales) 270,543 Web Visitors 16,654 Business locations potentially impacted through active Key Accounts 133 Active Partnerships extending WSPS reach 3,368 Small Business Customers engaged 1,332 Potential Precarious Work Customers engaged activating KNOWLEDGE, sustaining LIFE is our mission. It demands that we are nimble and responsive; we seek new distribution channels and build new relationships. Thanks to the efforts of so many people working in tandem, we are absolutely confident in our ability to deliver on this mission. 202,770 Participant Hours of Training delivered 38,344 Participant Hours of Educational Sessions delivered 34,163 Consulting Hours provided to customers 1,484,968 Information Products downloaded or distributed Achieved $ 10.6 Million (January - December 2015) Implemented plans to assess viability and effectiveness of key products and services Successfully passed recertification audit in September 2015 On track with implementation of Z1000 action plan Executed 368 Registered volunteers 606 Total Planning and Delivery Events Optimized learning and engagement through job-related experiences, coaching and formal learning Completed engagement survey and established action plan In tandem, we will continue to build cultures of health and safety across Ontario. 2015/2016 TO 2017/2018 STRATEGIC PLAN 2015/2016 Performance Update Ahead of the Curve WSPS.CA/StrategicPlan 5

8 Workplace Safety & Prevention Services (WSPS) is a leader in providing impactful risk management solutions that drive lasting business success for our customers. WSPS offers unparalleled health & safety expertise, insight and solutions for creating healthy work environments where employees thrive and businesses prosper. A dynamic $43-million organization servicing 162,000 member firms, WSPS is primarily focused on the agricultural, industrial/manufacturing and service sectors. A key player in the Ontario occupational health & safety system, WSPS brings together community and business leaders to influence positive change to create a safer and more profitable Ontario. wsps.ca MAIN OFFICE 5110 Creekbank Road Mississauga, ON L4W 0A WSPS (9777) T F E customercare@wsps.ca GUELPH OFFICE Ontario AgriCentre Suite Stone Road West Guelph, ON N1G 5L3 OTTAWA OFFICE Carleton Technology & Training Centre Suite 3100, Carleton University 1125 Colonel By Drive Ottawa, ON K1S 5R1 WHERE WE LIVE IS WORTH INVESTING IN. Using paper manufactured by Rolland Enterprises Inc. is a simple, concrete and effective way of conveying our concerns for the environment. This piece was printed on Rolland Enviro100 Satin which is EcoLogo, Processed Chlorine Free (PCF) and Forest Stewardship Council (FSC ) certified, and manufactured in Canada from 100% post-consumer recycled material from North American recycling programs by Rolland using biogas energy (methane from a landfill site). This alternative green energy source is supplying the paper mill with 93% of its thermal energy needs. Manufacturing Rolland Enviro100 Satin produces 85% less greenhouse gas emissions than the average 100% recycled paper and 94% less than the average 100% virgin paper. To date, Rolland has reduced greenhouse gas emissions by 26% compared to the year For more information, visit ENVIRONMENTAL SAVINGS based on the products we selected compared to products made of 100% VIRGIN FIBERS of the industry are: 1 TREE 2,095 L of water 6 days of water consumption 26 KG of waste 84 KG CO2 546 km driven 1 GJ 2,328 60W light bulbs for one hour 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 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. This paper is certified to meet the requirements of the Forest Stewardship Council (FSC ) and North America s EcoLogo TM Program IGOT