Every worker. Healthy and safe. Every day. · 2020. 9. 29. · businesses, but when operations are running smoothly, it is not often thought ... opportunity to get the tips, tools,

2019 ANNUAL REPORT

Every worker.Healthy and safe.

Every day.

Marianne MatichukBoard Chair

contents

1 Message from the President & CEO and Board Chair

4 Strategic Steps

6 Mental Health

10 Small Business

12 Youth

16 Financial Statements

Every worker. Healthy and safeEvery day.

1 | WSPS.CA/AnnualReport

Employee health and safety plays a pivotal role in the success of Ontario businesses, but when operations are running smoothly, it is not often thought of as a top priority. When COVID-19 arrived in the province in early 2020, everything changed.

The pandemic brought health and safety into sharper focus in an unprecedented way. Formerly a topic primarily reserved for the workplace, it has become the topic of conversation—every day around the world—in workplaces, households, and communities alike.

When the crisis hit, employers needed to know how it would affect their workplaces and what they should do to keep their employees and customers safe. And they needed to get the information fast. Overnight, Workplace Safety & Prevention Services (WSPS) pivoted into a digital-first operation, reaching out to help businesses in new ways. The pace of change was extraordinary.

WSPS was able to respond rapidly partly due to a focus on digital that was underway as part of its three-year strategic plan. Additionally, its relationships with communities, businesses across Ontario, and the public sector enabled it to listen, create guidance resources and get critical information out quickly, through many different channels. The challenges presented by COVID-19 validated the strength of our existing plans and stakeholder connection framework.

We may not return to the place where we were before the pandemic, but that doesn’t render the progress made in the “before times” obsolete. For WSPS, 2019/20 was a year of coming into our own and understanding our abilities. We invested in growing our expertise and reach, and we made changes to our business that strengthened our ability to foster and support healthy workplace cultures. Stories that capture the essence of this journey are shared in the pages of this report.

WSPS’ Vision 2020: Every worker, healthy and safe, every day, is more relevant than ever. When people are at risk, businesses can falter. Our commitment to helping Ontarians protect their potential has never been stronger.

Lynn Brownell President and CEO


Lynn BrownellPresident & CEO


Letter from the President and CEO and Board Chair

Workplace Safety & Prevention Services | 2

Health, Safety and the PANDEMICThe arrival of COVID-19 posed unprecedented challenges to businesses around the world.

In Ontario, the pandemic picked up speed in the last month of WSPS’ fiscal year. Rapid action was essential.

Through work from home measures, WSPS focused on helping its customers through remote and digital-based assistance.


Sector-specific Guidance WSPS reached out to sub-sectors within its membership to determine what they needed to keep their workplaces safe. Working with the Ministry of Labour, Training and Skills Development (MLTSD), it developed best practices for businesses and produced over 65 checklist and guidance documents available in English and French. Both MLTSD and WSPS shared these resources, through their websites, social media platforms and other key communication channels.

Businesses looking to discuss their specific health and safety questions with a professional were encouraged to contact WSPS’ duty consultant service, which offered expanded hours of assistance.

Helping remote workforcesThe crisis required that employees at many Ontario businesses work fulltime on a remote basis. For some, working from home was a new experience.

WSPS was quick to assist with tools and checklists on proper ergonomic set-up of home offices and laptop stations. Also, WSPS eCourses provided customers with learning opportunities for their employees, featuring topics such as pandemic preparedness and musculoskeletal disorder prevention.

Preventing mental harmIn response to pandemic-related self-isolation and its anticipated impact on employee mental health, WSPS, in partnership with HowattHR and Mental Health Commission of Canada, launched a Psychological Safety Blog. Written for leaders and managers, the posts cover a variety of topics, ranging from preparing for self-quarantine, managing and supporting teams during the pandemic, and compassion fatigue. It is also a rich repository of resources offered at no cost by supporters such as the Canadian Society of Safety Engineering and the Conference Board of Canada.

Readers are appreciating the Psychological Safety Blog. In the month following its launch, it was visited

3,658 times

covid19.wsps.ca

http://www.ceohsnetwork.ca/psychological-safety-blog/

https://covid19.wsps.ca/

VISION2020


STRATEGIC STEPS

2019/20 represented year two of WSPS’ “Vision 2020” strategy.

Here are some highlights of progress.

GOAL: Keep more people healthy and safe by growing and sharing leading edge expertise

Increased number of engaged customers by 5% as compared to 2018/19

WSPS’ health and safety messages were digitally presented to customers approximately 8.5 million times in 2019 – that’s 34% more than in 2018.

The Net Promoter Score for WSPS programs in 2019 was 63 (the benchmark is that over 30 is considered good. With most respondents as “promoters” of the program/service).

71% of customers surveyed who completed a WSPS consulting contract indicated that their workers and supervisors now have more information on how to work safely.1

80% of those surveyed who completed a WSPS training program felt the course increased their health and safety knowledge to a high degree.2

GOAL: Anticipate and respond to the needs of the changing workplace

With the declaration of the pandemic in March 2019, WSPS rapidly pivoted to being a digital-first organization: equipping 272 staff to work remotely to assist customers and stay safe.

Launched new ways for customers to connect to health and safety expertise, such as a COVID-19 resource hub, subject-specific webinars, virtual consulting, and distribution of content through partners’ digital channels

WSPS health and safety content reached 102,343 workplaces through its partnership network.

Released 21 eCourses (including 14 in partnership with the Canadian Centre for Occupational Health and Safety) – topics ranged from tractor safety to mental health to supervisor responsibilities

1 WSPS survey sent out on July 16, 2019 to 257 WSPS clients who completed a consulting contract2 Surveys relating to WSPS standard training, initiated in September 2018. Results indicated are as of July 19, 2019, based on 1,270 responses,

with an estimated response rate between 15–20%.3 Highly engaged based on revenue from 2015 to 2019 of Schedule 1 customers. LTI comparison of Dec 2015 data with Dec 2019 data.


STRATEGIC STEPS LEADERSHIP FOR SAFER WORKPLACES

GOAL: Change attitudes to encourage growth of healthy workplaces

In 2019, 67% of WSPS’ 50 most engaged customers had a lower lost-time injury rate than the firms in their rate group3. That’s a 5% improvement over 2015.

To foster cultures of health and safety, WSPS developed webinars and toolkits in support of 4 Ministry of Labour, Training and Skills Development enforcement initiatives. Partnered with the Chief Prevention Officer on 3 research and prevention initiatives relating to young workers in manufacturing, mental health and greenhouse safety

1,406 workplaces engaged with solutions in WSPS’ Healthy Workplace Portfolio, which includes mental health, violence and harassment, impairment and other topics.

Worked with the Ontario Ministry of Agriculture, Food and Rural Affairs on solutions to support mental health in agriculture, including a communications and awareness campaign that reached out to more than 49,000 farmers

What keeps leaders up at night? In 2019, over 400 Canadian business leaders shared their biggest health and safety challenges in a Health and Safety Leadership Survey, commissioned by WSPS. The survey’s findings provide insight on key areas of interest/concern, appetite for investment in health and safety, the influence of leadership, and barriers to program implementation. A white paper that examines the implications for businesses was shared with WSPS stakeholders in 2020.

Thought Leadership in ActionCreating positive change through engaging industry leaders is a goal of WSPS’ CEO Health + Safety Leadership Network. The Network held two innovative sessions for executives in 2019. The first, in April, focused on “Fostering Resilience in the Workplace”, with guest speaker Dr. Robyne Hanley-Dafoe. The topic at the October event was “Transforming Workplace Culture: From Theory to Practice”. White papers summarizing discussion highlights have been added to the Network’s thought leadership library.

WSPS 2020

Challenges and Concerns

HEALTH & SAFETY LEADERSHIP SURVEY

An Executive White Paper by the CEO Health + Safety Leadership Network. Written by Fresh Communications in collaboration with Workplace Safety & Prevention Services | October 2019

FOSTERING RESILIENCEin the Workplace

CEOHSNetwork.ca

http://lp.wsps.ca/survey_leadership

http://www.ceohsnetwork.ca/resourcelink/whitepaper/fostering-resilience-in-the-workplace/

http://www.ceohsnetwork.ca/resources/


Given their commitment and passion, it is only natural that Andre Latreille and his team have forged a strong bond with WSPS.

A firm believer in the concept of Every worker. Healthy and safe. Everyday. it was his belief that “the workplace should not make you sick” that propelled him into his role as Ombudsman for Mental Health at Public Services and Procurement Canada.

Latreille is leading the first federal public service office dedicated to providing a safe, impartial forum for employees to raise concerns and seek help with issues affecting their mental health. Their vision is to create a culture that enshrines psychological health and safety and wellbeing in all aspects of the workplace through collaboration, inclusivity, and respect.

“Our focus has traditionally been on physical health and safety. I saw an opportunity to make the employee experience more complete by expanding the focus to include both physical and mental health,” says Latreille.

He and his team have opened a door and employees are taking the opportunity to get the tips, tools, and resources they need to stay psychologically healthy and safe. Since his arrival in 2017, Latreille and his team have been addressing a number of issues, including incivility, harassment, bullying and lack of respect, transparency, work load and stress levels.

WSPS Account Manager Florence Janvier works closely with Latreille and his team. “They are pioneers,” she says. “They’re very active and innovative and are setting a great example.” She describes the Ombudsman’s presentation at a spring 2019 WSPS Safety Connection event as “hugely successful”, noting that the audience took full advantage of the opportunity to ask lots of questions.

In turn, Latreille says that WSPS gives real meaning to what they can do. “We have been learning and sharing knowledge with one another and our respective clients. We are uniting our voices so we can be heard, and we can shine a light on mental health.”

DID YOU KNOW that workplace mental health is a top concern for Canadian business leaders – and that many don’t have a plan to address it?

ACCORDING TO A NEW WSPS LEADERSHIP SURVEY, 1

67% OF RESPONDENTS

indicated they thought MENTAL HEALTH would be their number one emerging issue over the next 3 to 5 years.

ONLY20%OF RESPONDENTS say they currently have a plan.1

Every worker.Healthy and safe.Every day.

Andre Latreille

MENTAL HEALTHUniting voices to shine a light on mental health

Meet Vegetable Vince, he’s a green pepper Meet Vegetable Vince, he’s a green pepper grower in Ontario with 35 employees. He’s interested in joining the Health and He’s interested in joining the Health and Safety Excellence program to build a safer workplace and earn rebates from safer workplace and earn rebates from the WSIB. the WSIB.

How much can Vince earn by joining the program?

Vince’s WSIB premium from last year $13,860

Predictability rate 19%

Expected % per topic 2%

Number of topics he plans to complete in a year 4

Total rebate expected $4,400Keeping your team safe and healthy at work Keeping your team safe and healthy at work is good for business. Join now, contact is good for business. Join now, contact [email protected] to learn [email protected] to learn more.Please note: the following example and information provided is for illustrative purposes only based on the 2020 Please note: the following example and information provided is for illustrative purposes only based on the 2020 premium rate. Calculations were created using WSIB rebate calculator. premium rate. Calculations were created using WSIB rebate calculator.

WSPS.CA | 1 877 494 WSPS (9777)

WSIB Health and Safety Excellence programProtect your workers. Protect your business.

Manufacturing Mario Retail Rayna Veggie Vince

Excellence Program Pstcrd 10.5 x 5_v4.indd 5 2/27/20 6:00 PM

Meet Retail Rayna, a local clothing store Meet Retail Rayna, a local clothing store owner with 23 employees in Ontario. She’s interested in joining the Health and Safety Excellence program to build and Safety Excellence program to build a safer workplace and earn rebates from a safer workplace and earn rebates from the WSIB. the WSIB.

How much can Rayna earn by joining the program?

Rayna’s WSIB premiumfrom last year $9,000


Expected % per topic 2%

Number of topics she plans to complete in a year 2

Total rebate expected $2,000Keeping your team safe and healthy at work Keeping your team safe and healthy at work is good for business. Join now, contact is good for business. Join now, contact [email protected] to learn more. [email protected] to learn more. Please note: the following example and information provided is for illustrative purposes only based on the 2020 Please note: the following example and information provided is for illustrative purposes only based on the 2020 premium rate. Calculations were created using WSIB rebate calculator. premium rate. Calculations were created using WSIB rebate calculator.


WSPS.CA | 1 877 494 WSPS (9777)




Meet Manufacturing Mario, a medium-Meet Manufacturing Mario, a medium-sized gas fi replace manufacturer in Ontario sized gas fi replace manufacturer in Ontario with 1,000 employees. He’s interested in with 1,000 employees. He’s interested in joining the Health and Safety Excellence joining the Health and Safety Excellence program to build a safer workplace and program to build a safer workplace and earn rebates from the WSIB. earn rebates from the WSIB.

How much can Mario earn by joining the program?

Mario’s WSIB premium from last year $411,000


Expected % per topic 1.4%

Number of topics she plans to complete in a year 5

Total rebate expected $28,777Keeping your team safe and healthy at work Keeping your team safe and healthy at work is good for business. Join now, contact is good for business. Join now, contact [email protected] to learn [email protected] to learn more.Please note: the following example and information provided is for illustrative purposes only based on the 2020 Please note: the following example and information provided is for illustrative purposes only based on the 2020 premium rate. Calculations were created using WSIB rebate calculator. premium rate. Calculations were created using WSIB rebate calculator.

WSPS.CA | 1 877 494 WSPS (9777)




Supporting Ontario’s Safe Employers WSPS was proud to support the announcement of Supporting Ontario’s Safe Employers (SOSE) in November 2019. The launch took place at Longo’s, a WSPS Advisory Committee member. Advisory Committees played a key role in working with the Ministry of Labour, Training and Skill Development on the development of the program.

SOSE is a voluntary initiative intended to encourage excellence in occupational health and safety (OHS) management. It works through 1) accreditation of OHS management systems and 2) recognition of employers who implement an accredited OHS management system.

WSPS will be assisting customers interested in participating in SOSE by helping them build and maintain an occupational management system eligible for employer recognition.

Health and Safety Excellence program

Partnering with Workplace Safety and Insurance Board (WSIB), WSPS and its Advisory Committees assisted in the development and the November 2019 launch of the Health and Safety Excellence program.

The Excellence program is an incentive-based program, comprised of 3 levels, with a total of 36 topics across these levels. The levels are designed so that as a company moves through them, they will be building an occupational health and safety management system, with the goal of achieving a level of excellence in the end.

WSPS is an approved provider of the Excellence program, offering local coaching, support and networking sessions to guide customers through the implementation of selected health and safety topics.

At the SOSE launch in November 2019: Monte McNaughton, Ontario’s Minister of Labour, Training and Skills Development with WSPS President and CEO Lynn Brownell (L) and Elizabeth Witmer, Chair, Workplace Safety and Insurance Board (R)

HEALTH AND SAFETY SYSTEM PARTNERSHIPS

2 WSIB Report Builder Workplace Safety & Prevention Services | 8

GRAIN SAFETY

Preventing falls from heights in greenhousesGreenhouse and other agriculture workers are at great risk — experiencing higher lost-time injury rates than any other Schedule 1 sector over the last six years, according to a WSIB report[i]. Since 2015, WSPS has been partnering with the industry and the Ontario Ministry of Labour, Training and Skills Development to reduce injuries. The plan centres around identifying the areas of greatest risk so prevention efforts can be targeted and realize more effective results.

In a series of workshops with industry representatives, falls from heights was determined to be the highest risk faced by these workers. After conducting a root cause analysis, participants agreed on the top causal factors for injury and listed plausible controls.

In 2019, WSPS worked with the industry to rank causal factors and identify controls that would have the most impact in managing the risks. These efforts included researching solutions and best practices from across the prevention system, within the greenhouse industry and beyond. WSPS’ solutions development team then consolidated the findings. In 2020, industry partners will review the proposed control solutions, with the goal of selecting and introducing intervention strategies.

A new way to assess workplace chemical hazardsDespite WHMIS legislation, many workers do not have a good understanding of workplace chemicals. That’s according to researchers involved in a 2019 study completed by Ryerson University, in partnership with five national and provincial unions, Workplace Safety & Prevention Services, Occupational Health Clinics for Ontario Workers, and Public Services Health & Safety Association.

The goal of the “Setting Priorities in the Workplace” study was to create a tool that could help prioritize workplace chemical hazards based on impact to health. The partners recruited Joint Health and Safety Committees from sectors such as manufacturing, healthcare and municipal government to participate in the project.

In early 2020, a draft version of the Chemical Hazard Assessment and Prioritization (CHAP) tool, which gives workplaces the ability to rank their chemicals by hazard level, was piloted. The project team also created a training program to build understanding of chemical hazards. Ryerson University has since launched a webpage to host an electronic version of the CHAP tool. Trials of this version will continue into the fall of 2020.

RESEARCH


Turning recoveries into rescuesMost grain incidents are recovery, not rescue missions, and too often, there are multiple fatalities—both the victim and the first responder perish.

It only takes 2–3 seconds to sink up to your knees in flowing grain. Once a person has sunk past their knees they are trapped and need to be rescued. A person can sink past their neck in under 30 seconds.

These harsh realities were the impetus for the creation of the grain training trailer. The trailer, located in Alberta, is equipped with a built-in bin and a demonstration platform. A davit arm safely lowers a mannequin or person into flowing grain to allow two trained individuals to demonstrate proper rescue techniques.

The Canadian Agricultural Safety Association (CASA) and WSPS, partners for over 30 years, have teamed up to bring the trailer to fire departments in Ontario to train first responders on how grain incidents occur, common injuries, and types of entrapment. The training also includes grain handling and storage facilities, regulatory standards, confined space and fall protection.

CASA Agricultural Health and Safety Specialist, Robert Gobeil says, “When there are requests for support in Ontario, we turn to WSPS as our Provincial Partner.”

They have had positive feedback from trainees and fire departments on the BeGrainSafe program. The most significant indicator of success came late last year when the Leamington Fire Department successfully rescued a 14-year old girl who had become trapped in corn. One of the department members had just completed the training and was able to oversee the successful rescue.

I was smiling ear to ear and was vibrating with joy when I heard that she had been rescued.

— Robert Gobeil, CASA Agriculture Health and Safety Specialist

GRAIN SAFETY


SMALL BUSINESS

Almost 98% of Ontario businesses are small businesses (1–99 EMPLOYEES)4.

WSPS volunteer John Brenders spreading the safety message in Port Stanley, Ontario

Combatting workplace harassmentA 2018 report from Statistics Canada3 found that almost one in five women had been harassed at work at some point during the year while one in every eight men reported similar experiences. To provide small businesses with free resources on stopping harassment, WSPS added some essential new tools to its Small Business Centre in 2019. These resources are aimed at helping employers meet their responsibilities and increasing understanding of the workplace harassment complaint investigation process.

3 https://www150.statcan.gc.ca/n1/pub/75-006-x/2018001/article/54982-eng.htm4 Statistics Canada, Table 33-10-0037-01 — Canadian Business Counts, with employees, December 2018

Downtown Health and Safety DayWSPS and some of its volunteers brought health and safety to the doorsteps of small businesses in October 2019. Partnering with the local business improvement association, volunteers visited more than 30 businesses in the downtown Port Stanley area. Business owners appreciated the opportunity to meet their local WSPS representative, ask questions and get tips on helpful free resources.

More businesses accessing Small Business Centre resourcesIn October 2019, WSPS celebrated Small Business Week by letting businesses know about the free resources in its online Small Business Centre. Results of a digital outreach campaign show that more businesses accessed health and safety information than during the previous year’s effort. Emails were sent out to 27.4% more businesses than in 2018, with 22.8% more customers opening the email. Even better, clicks to access the linked resources increased by almost 110%.

https://www150.statcan.gc.ca/n1/pub/75-006-x/2018001/article/54982-eng.htm

https://www.wsps.ca/Small-Business-Centre/Home.aspx

https://www.wsps.ca/Small-Business-Centre/Home.aspx


SMALL BUSINESS

Looking to the future at TenarisAs a leading manufacturer and supplier of steel pipe products and services for the energy industry—an industry fraught with economic, environmental, and human risk—Tenaris takes its role as a health and safety leader very seriously. They also work hard to stay ahead of the curve.

When the oil industry started experiencing the current downturn, Tenaris took advantage of the found time to confirm that they have the right people assigned to the right jobs. With help from WSPS, they have completed ergonomic and cognitive job assessments for all positions in their Sault Ste. Marie facility.

Shannan Boston, a senior health and safety consultant with WSPS, says they are also forward-thinking when it comes to involving others in the community. “Local health practitioners are invited to tour the facility and are introduced to the organization’s safety expectations and policies, so they have a frame of reference if employees come to them with issues.”

Rich Poirier, Health and Safety Manager, Eastern Canada says it is important to Tenaris’ senior leadership team that employees feel secure. He also notes that maintaining a healthy and safe workplace culture is a shared commitment. “Employees are very involved; health and safety isn’t a top-down priority.”

The drive to be health and safety leaders extends beyond their organization. Tenaris is a long-time sponsor of the WSPS Partners in Prevention Regional Conferences, and Poirier is a member of the WSPS Volunteer Council. He also volunteers at events and assists with young worker training in schools.

Poirier values the relationship with WSPS and says that they are more than a vendor.

HEALTH & SAFETY CULTURE

They are an important part of the community, and they are strong partners. WSPS helps us with training and conferences and in building a healthy workplace culture.

NICKANDY1

Meet one of our new influencers

GAMER, CARS AND RACECARS

AGE: 24FOLLOWERS/ SUBSCRIBERS:

NICK ANDREW

1.24M

111K

65.7K

186.9K


YOUTH

Safety via Instagram and Influencers WSPS’ Safety Say What (SSW) digital initiative is all about inspiring young workers across Ontario to be vigilant about safety in the workplace and confidently stand up for their rights. Targeted to 15–24 year-olds, the program is now in its third year and is reaching more young people than ever. The secret to SSW’s success is that it is based on youth speaking to youth – it’s workplace safety with a modern twist.

In early 2020, SSW evolved to include 3 new partnerships with key social media influencers. These young influencers have significant followings and strong connections with their audiences. They talk about their own experiences with workplace safety, initiate sharing and conversation, and point the way to resources that can help on the SSW website.

The latest SSW campaign also features new ads, posts and stories on Instagram, and a series of safety-related “giphy” stickers that young people can add to text messages and phone screens. The new creative approach was directed at summer job seekers and was inspired by the hype that comes with the release of a new blockbuster movie. Critically, it also speaks to the COVID-19 climate, including new safety hazards and identifying which industries have been employing workers.

In the first half of 2020, SSW generated over 3.5 million impressions on Instagram, with ads reaching 932,609 users.

Using influencers, WSPS estimates it will garner 240,000–270,000 YouTube video views and reach more than 10,000 young Canadians in 2020.5

Using influencers, WSPS estimates it will garner 240,000–270,000 YouTube video views and reach more than 10,000 young Canadians in 2020.

https://safetysaywhat.ca/


YOUTH

Reaching young people in the skilled tradesA strong partnership with Skills Ontario is paving the way for WSPS to spread the safety message to a large group of young people. For the second year in a row, WSPS participated in the Skills Ontario competition, which was held in Toronto in May 2019. The event is Canada’s largest skills competition, with 2,400+ competitors in 68+ trades and tech categories. WSPS sponsored the Young Women’s Conference and the First Nations, Metis & Inuit Conference, reaching out to participants about staying safe on the job.

The relationship became even richer in 2020. WSPS presenters began facilitating virtual health and safety training for 12 and 17 year-olds at Skills Ontario’s Virtual Skills summer camps across Ontario. Early feedback shows that 84% of those who completed a survey rated the sessions at 4 or more out of 5 and 97% would recommend the training to a camp friend.6

DID YOU KNOW that WSPS employees and volunteers help young people learn about farm safety at agriculture events across Ontario? Here is WSPS’ Clint Brown educating students at the International Plowing Match in Verner in September 2019.

WSPS’ Desiree D’Souza shares

safety tips with attendees at the

2019 Skills Ontario Young Women’s

Conference

5 This range was determined by taking the viewership average of 3 videos (1 month old) of each influencer and applying their average Canadian viewership to each result.

6 Based on a 25% survey completion rate, data from July 6, 13 and 20, 2020


Knowing the limits in occupational hygieneSummit Veterinary Pharmacy made its entry into the market over 20 years ago by introducing unique dosage and dosage forms in the development of prescriptions for veterinarians and pet owners. In 2019, they demonstrated that their commitment to blazing trails extends to health and safety, too.

Operations Manager, George Libarian and the leadership team at Summit don’t believe in doing things a certain way because that’s how they’ve always been done. Libarian says that, although they aren’t required to do so, Summit benchmarks itself beyond applicable standards. “We always strive to do more for the sake of the staff and new products.”

Since many of the substances in the veterinary compound medications industry aren’t used on humans, exposure limits may or may not exist. And because they are rare, and may or may not be hazardous, Summit decided to conduct a risk assessment of their chemical hazards and then prioritized testing based on the risk assessment results.

Having worked together on many initiatives, including health and safety awareness, supervisory training, working from heights training and health & safety program development/auditing, Summit naturally contacted WSPS for occupational hygiene support.

WSPS Occupational Hygiene Consultant Craig Fairclough explains, “This wasn’t work they had to do. They went above and beyond best practices.”

Since the substances in question were so unique, and these were novel scenarios, there were no testing methodologies or exposure limits available. However, WSPS was able to connect Libarian and his team with alternate sources to obtain the information to prepare for and conduct the testing.

When WSPS didn’t have the answers, they were able to tap into their extensive network to find someone who did, says Libarian “WSPS helped us conduct the assessments as well as understand the results and the measures needed to reduce occupational exposures.”

Based on the findings of this occupational hygiene initiative, Summit can make more informed decisions on engineering control design. Libarian says the team at WSPS have become trusted advisors who are helping Summit achieve its goals. “When we hit hurdles, we will continue to turn to WSPS for support.”

OCCUPATIONAL HYGIENE

PARTNERSHIP


The Sum of a Strong Partnership: More Partners and Greater ReachGayle Ecker, director of Equine Guelph, believes that when it comes to strong partnerships, 1 + 1 = 11. “When two strong partners come together, many more follow.” And that is certainly true of the partnership between Equine Guelph and WSPS.

These partners have a long history of success in providing training and education to keep the equine and farm communities safe with programs such as Play Safe. It’s Horse Sense; EquiMania; and Stop, Think, Act Hopscotch, to name just a few.

And per Ecker’s theory, the success of their partnership has helped them corral many more like-minded partners who share their passion for health and safety, including Imperial Oil, Kubota, and Ontario Equestrian.

Most recently, the partners have joined together to develop and deliver training and resources for first responders related to fire prevention and large animal rescue. “Few people have had to approach large animals, let alone one that is injured or is in distress, and they don’t have training on how to handle them,” says Ecker.

The large animal rescue program combines in-class and practical training to introduce first responders to many aspects of successful rescue, including large animal anatomy and behaviour, handling, forward and rear assists, dragging and trench rescue.

The fire safety workshop is a turn-key program that fire departments can use to educate community members with farms about basic fire safety and their role in assisting first responders in preventing and dealing with fires when they occur.

These resources have been extremely well received. In fact, in 2019–2020 Equine Guelph saw its number of engaged participants increase by 15% over the previous year, due in large part to the programs.

Equine Guelph credits WSPS’ support as a key factor in their ability to continue developing and delivering new safety training programs.

WSPS has been a supportive partner in helping us achieve our goals, Ecker says. “With their help we reach more people, particularly those with horses who aren’t part of the equine community. We may be horse-centric, but we are all about health and safety on farms.”

Workplace Safety & Prevention Services

Financial Statements March 31, 2020


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.

Independent auditor’s report

To the Board of Directors of Workplace Safety & Prevention Services

Our opinion

In our opinion, the accompanying financial statements present fairly, in all material respects, the financial position of Workplace Safety & Prevention Services (the Corporation) as at March 31, 2020 and the results of its operations and its cash flows for the year then ended in accordance with Canadian accounting standards for not-for-profit organizations.

What we have audited The Corporation’s financial statements comprise:

● the statement of financial position as at March 31, 2020;

● the statement of operations for the year then ended;

● the statement of changes in net assets (deficiency) for the year then ended;

● the statement of cash flows for the year then ended; and

● the notes to the financial statements, which include a summary of significant accounting policies.

Basis for opinion

We conducted our audit in accordance with Canadian generally accepted auditing standards. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report.

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

Independence We are independent of the Corporation in accordance with the ethical requirements that are relevant to our audit of the financial statements in Canada. We have fulfilled our other ethical responsibilities in accordance with these requirements.

Responsibilities of management and those charged with governance for the financial statements

Management is responsible for the preparation and fair presentation of the financial statements in accordance with Canadian accounting standards for not-for-profit organizations, 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.


In preparing the financial statements, management is responsible for assessing the Corporation’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless management either intends to liquidate the Corporation or to cease operations, or has no realistic alternative but to do so.

Those charged with governance are responsible for overseeing the Corporation’s financial reporting process.

Auditor’s responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with Canadian generally accepted auditing standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

As part of an audit in accordance with Canadian generally accepted auditing standards, we exercise professional judgment and maintain professional skepticism throughout the audit. We also:

● Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

● Obtain an understanding of internal control relevant to the audit 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 Corporation’s internal control.

● Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by management.

● Conclude on the appropriateness of management’s use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Corporation’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the Corporation to cease to continue as a going concern.

● Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.


We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.

Chartered Professional Accountants, Licensed Public Accountants

Toronto, Ontario September 24, 2020


Workplace Safety & Prevention Services Statement of Financial Position As at March 31, 2020

Approved on Behalf of the Executive Board

___________________________________ ___________________________________Lynn Brownell Marianne Matichuk Director Director

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

2020$

2019$

Assets

Current assetsCash and cash equivalents 1,351,360 2,629,490Short-term investments (note 3) 23,664,053 37,615,856Accounts receivable 4,481,522 2,456,307Prepaid expenses 484,195 776,346

29,981,130 43,477,999

Long-term investments (note 3) 14,178,439 5,484,624

Investment in CHSI (note 4) 2,478,067 3,030,128

Capital assets (note 5) 308,630 582,228

46,946,266 52,574,979

Liabilities

Current liabilitiesAccounts payable and accrued liabilities 4,612,529 3,938,760Customer deposits 968,526 2,046,295

5,581,055 5,985,055

Attendance credits and exit benefits (note 7) 203,783 203,783

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

Deferred capital contributions (note 9) 191,851 337,082

Employee future benefits (note 10) 19,920,400 33,112,000

26,043,558 39,784,389

Net Assets (note 15)

Contributed surplus 48,776 48,776

Invested in capital assets 116,779 245,146

Internally restricted (note 11) 21,616,687 14,332,348

Deficit (879,534) (1,835,680)

20,902,708 12,790,590

46,946,266 52,574,979Commitments (notes 13 and 14)


Workplace Safety & Prevention Services Statement of OperationsFor the year ended March 31, 2020


2020$

2019$

RevenueMinistry of Labour, Training and Skills Development funding (note 15) 25,224,108 28,797,303Training and publication recoveries (note 12) 11,208,807 11,734,793Amortization of deferred capital contributions (note 9) 145,231 94,897Interest income 1,185,616 1,337,451Other income 210,219 45,579

37,973,981 42,010,023

ExpendituresSalaries 22,699,180 22,278,712Employee benefits (note 10) 9,917,454 9,201,865Occupancy 1,995,350 2,412,952Program delivery expenses 1,313,227 1,474,512Safety product costs 1,386,734 1,345,941Travel and vehicle 1,171,321 1,339,060IT expenses 1,639,969 1,137,646Advertising and promotion 803,671 679,429Professional fees 658,642 588,394Telecommunications 285,475 397,914Other personnel costs 247,864 337,527Volunteer expenses 210,822 255,740Supplies, service and equipment 219,282 249,005Insurance 229,371 228,266Amortization of capital assets 273,598 223,265Finance charges and bad debts 173,086 181,869Subscriptions 123,278 162,429Office and general 204,491 111,733Equipment and maintenance 29,541 56,933Research 79,250 54,083Postage and courier 44,935 50,764Board of director expenses 8,461 7,360

43,715,002 42,775,399

Shortfall of revenue over expenditures before undernoted (5,741,021) (765,376)

Loss from CHSI (note 4) (552,061) (392,194)

Shortfall of revenue over expenditures for the year (6,293,082) (1,157,570)


Workplace Safety & Prevention Services Statement of Changes in Net Assets (Deficiency)For the year ended March 31, 2020


2020 2019

Contributed surplus

$

Investedin capital

assets $

Internally restricted

$Deficit

$Total

$Total

$(note 11)

Net assets (deficiency) –Beginning of year 48,776 245,146 14,332,348 (1,835,680) 12,790,590 14,912,760

Shortfall of revenue over expenditures - - - (6,293,082) (6,293,082) (1,157,570)

Employee future benefits remeasurements (note 10) - - - 14,405,200 14,405,200 (964,600)

Capital asset activity – net - (128,367) - 128,367 - -Interfund transfer (note 11) - - 7,284,339 (7,284,339) - -

Net assets (deficiency) –End of year 48,776 116,779 21,616,687 (879,534) 20,902,708 12,790,590


Workplace Safety & Prevention Services Statement of Cash Flows For the year ended March 31, 2020


2020$

2019$

Cash provided by (used in)

Operating activitiesShortfall of revenue over expenditures for the year (6,293,082) (1,157,570)Adjustment to reconcile excess (shortfall) of revenue over expenditures

to net cash provided by operating activitiesAmortization of deferred capital contributions (145,231) (94,897)Amortization of capital assets 273,598 223,265Loss from CHSI 552,061 392,194Employee future benefits expense (note 10) 2,104,600 2,016,100Employee future benefits paid (note 10) (891,000) (917,000)Reinvested investment income (899,753) (954,941)

Changes in non-cash working capital balancesAccounts receivable (2,025,215) (520,478)Prepaid expenses 292,151 (78,849)Accounts payable and accrued liabilities 673,769 (484,438)Customer deposits (1,077,769) (37,892)

Attendance credits and exit benefits payable - 17,016

(7,435,871) (1,597,490)

Investing activitiesProceeds from short-term investments 54,625,981 21,796,981Purchases of short-term investments (39,211,515) (13,458,093)Purchases of long-term investments (9,256,725) (5,484,624)Purchase of capital assets - (302,000)

6,157,741 2,552,264

Financing activitiesFunding received for purchases of capital assets - 302,000

Change in cash and cash equivalents during the year (1,278,130) 1,256,774

Cash and cash equivalents – Beginning of year 2,629,490 1,372,716

Cash and cash equivalents – End of year 1,351,360 2,629,490

Non-cash transactionTransfer of long-term investment to short-term investments 562,910 5,000,000


Workplace Safety & Prevention Services Notes to Financial Statements March 31, 2020

(1)

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).

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 that 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, Training and Skills Development (MLTSD). During the year, $161,656

(2019 – $149,617) of software and hardware costs less than these thresholds where expensed during the year.

Revenue recognition

The Corporation follows the deferral method of accounting for funding. Restricted funding from the MLTSD,

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.

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.



(2)

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 yearsOffice equipment 5 yearsComputer equipment 3 yearsFurniture 5 yearsLeasehold improvements over the term of the lease

Impairment of capital assets

The Corporation reviews the carrying amount of capital assets for impairment whenever events or changes in

circumstances indicate the carrying amount may not be recoverable. When a capital asset no longer contributes

to the Corporation’s ability to provide services, or the value of future economic benefits or service potential

associated with the capital asset is less than its net carrying amount, the net carrying amount of the capital asset

shall be written down to the capital asset’s fair value or replacement value.

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.

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.



(3)

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.

Starting January 1, 2021, the WSIB Employees’ Supplementary Pension Plan will ceased to be a multiemployer

plan under ASPE 3462 and will become a defined benefit plan. The plan will continue to provide for partially

indexed pensions based on years of service and earnings rates near retirement. The investment activities and

the administrative of the pension will continue to be 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 above 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.

The coronavirus (COVID-19) pandemic has added to the Corporation’s measurement uncertainty primarily due

to a reduction of available information with which to make significant assumptions related to critical estimates

as compared to those estimates reported as at March 31, 2020. Actual results could differ from management’s

best estimates as additional information becomes available in the future. Accounts requiring significant

estimates include collectibility of accounts receivable, accrued and contingent liabilities, deferred revenue and

employee future benefits.

Employee future benefits liabilities (note 10) are subject to measurement uncertainty because actual results

may differ significantly from the Corporation’s best long-term estimate of expected results. For example, the

difference between actual results and actuarial assumptions regarding health-care cost trend rates for retiree

benefits may be significant.



(4)

3 Investments

Short-term investments comprise the following:

2020$

2019$

Market-linked guaranteed investment certificates - 5,000,000Guaranteed investment certificates maturing between

April 20, 2020 and March 6, 2021 yielding between 1.30% and 3.40% 23,664,053 32,615,856

23,664,053 37,615,856

Long-term investments comprise guaranteed investment certificates total ling $14,178,439 (2019 – $5,484,624)

maturing between May 3, 2021 and January 16, 2024.

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, 2019,

audited by another firm of accountants with a report date of April 9, 2020. 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, 2020 to March 31, 2020, as reported by CHSI’s management.



(5)

CHSI $

WSPS74.36% share

$

Assets 4,174,981 3,104,516Liabilities 842,122 626,202

Net assets 3,332,859 2,478,314

Operating results (period from April 1, 2019 to March 31, 2020)Revenue 4,886,076 3,633,286Expenses (operating) 5,628,493 4,185,347

Shortfall of revenue over expenses (742,417) (552,061)

Decrease in net assets (742,417) (552,061)

Cash flowsOperating (88,702) (65,959)Investing (760,806) (565,735)

Decrease in cash during the period (849,508) (631,694)

2020$

2019$

Investment consists ofBalance – Beginning of year 3,030,128 3,422,322Proportionate share of shortfall of revenue over expenses

for the year (552,061) (392,194)

Balance – End of year 2,478,067 3,030,128

5 Capital assets

2020 2019

Cost $

Accumulatedamortization

$Net

$Net

$

Computer software 906,749 906,749 - -Office equipment 998,294 998,294 - -Computer equipment 1,069,663 918,662 151,001 251,667Furniture 823,883 823,883 - -Leasehold improvements 2,804,623 2,646,994 157,629 330,561

6,603,212 6,294,582 308,630 582,228

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 $84,580 (2019 – $226,190).



(6)

7 Attendance credits and exit benefits payable

Attendance credits payable

Prior to January 1, 1991, the former Industrial Accident Prevention Association (IAPA) and prior to January 1,

2001, the former Farm Safety Association (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 was required to discontinue its 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.

2020$

2019$

Balance – Beginning of year 337,082 129,979Addition to deferred capital contribution - 302,000Amortization of deferred capital contributions (145,231) (94,897)

Balance – End of year 191,851 337,082



(7)

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, 2020. The continuity of the accrued benefit obligation relating to the post-retirement benefit plan is

as follows:

2020$

2019$

Accrued benefit liability – Beginning of year 33,112,000 31,048,300Current service cost 964,200 884,800Interest cost on obligation 1,140,400 1,131,300

35,216,600 33,064,400Actuarial loss (gain) (14,405,200) 964,600Benefit payments (891,000) (917,000)

Accrued benefit liability – End of year 19,920,400 33,112,000

Benefit plan expenseCurrent service cost 964,200 884,800Interest on accrued benefit obligation 1,140,400 1,131,300

Net benefit plan expense 2,104,600 2,016,100

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

follows:

2020%

2019%

Discount rate – net benefit cost 3.40 3.60Discount rate – accrued obligation at

year-end 3.90 3.40

Annual rates of increaseExtended health-care 5.37%, decreasing

to an ultimate rate of 3.57%

6.00%, decreasing by0.25% per annum to an

ultimate rate of 4.50%Dental care 3.00% per annum 2.75% per annum

Defined contribution pension plan

The employer contributions made in the year amounted to $3,730,838 (2019 – $3,606,709), which are

included in employee benefits in the statement of operations.



(8)

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 reduced the fund by $552,061

(2019 – reduced by $392,194). The balance represents the Corporation’s share of CHSI’s replacement

reserve and unrestricted net assets.

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, $7,836,400 in actuarial

gains (2019 – $964,600 losses) 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:

2020$

2019$

Fund for CHSI capital expenditures 1,696,287 2,248,348Fund for Employee Future Benefit Equalization Reserve 19,920,400 12,084,000

21,616,687 14,332,348

12 Training and publication recoveries

2020$

2019$

Conferences 2,023,313 2,023,985Consulting 2,983,297 3,198,855E-learning training 248,975 259,511Training 5,275,034 5,464,731Safety literature and information services (safety products) 127,516 174,331Safety group 550,672 613,380

11,208,807 11,734,793



(9)

13 Commitments

The Corporation has operating leases for various office premises and equipment with minimum annual

payments as follows:

$

2021 104,0002022 110,0002023 113,0002024 113,0002025 113,000Thereafter 75,000

628,000

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 $2,159,187

(2019 – $2,688,365).

Minimum annual rental lease payments are $1,302,000 for fiscal 2021. During the year, the Corporation

charged CHSI human resources service fees of $12,000 (2019 – $13,500). 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

Surplus funds retained by the Corporation must be used to support MLTSD’s commitment to enhance health

and safety in Ontario workplaces. No surplus funds can be used without written approval from MLTSD. MLTSD

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 MLTSD. Any amount not approved to be retained will be recovered by MLTSD.

In the current year, MLTSD approved funding in the amount of $25,224,108 (2019 – $30,521,598). Included in

current year’s funding is $nil (2019 – $302,000) for capital expenditures. The Ministry subsequently reduced

funding by $nil (2019 – $1,422,295) and it approved a deficit up to $5,297,488 (2019 – $1,422,295) at the time

of the financial statement approval.

16 Economic dependence

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



(10)

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 $36,810 (2019 – $48,285).

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.

Risks related to COVID-19

In March 2020, the Government of Ontario declared a state of emergency as a result of the novel coronavirus

(COVID-19) pandemic. Restrictions were put into place by the government to control the spread of the virus.

These efforts curtailed the availability of all non-essential services.

Notably, these events had a material impact on the Corporation’s revenue from training and publication

recoveries since March 2020.

The duration and impact of the COVID-19 pandemic remain unknown, and it is therefore not possible to

reliably estimate the future period impact on the financial statements. The Corporation continues to be

financially supported by the MLTSD.



Agriculture & Horticulture Advisory Committee (AHAC)Arborvalley Urban Forestry Co. Inc.Bayview Flowers Ltd.Brenn-B Farms Ltd.Burnbrae Farms LimitedClintar Landscape ManagementGreencrest FarmsHigh Park Farms Ltd.Highline MushroomsJeffery’s Greenhouses Inc.Landscape OntarioOntario Federation of AgricultureSemexTown of NewmarketTweed FarmsWayne Morris Farm

Commercial Industrial Services Advisory Committee (CISAC)Adecco Employment Services LimitedAIL Group of CompaniesBee-Clean Building MaintenanceBrookfield Global Integrated SolutionsC&W ServicesCanadian Mental Health AssociationCardinal Health Canada Inc.CBRECompass Group Canada DexterraDrake InternationalEngineering for IndustryHalton District School BoardMetro Infrastructure Inc.Municipal Property Assessment CorporationRegion of PeelSGS CanadaSodexo CanadaToromont CAT

Durable Goods Production Advisory Committee (DGPAC)AIL Group of CompaniesAlpa Lumber IncCelesticaFrendel Kitchens LimitedGE CanadaGE HealthcareMetrie Inc.SABIC Innovative Plastics Canada Inc.Superior PropaneThe Woodbridge Group

Food, Pharmaceuticals & Personal Products Advisory Committee (FPPPAC)Apotex Inc.Aryzta LimitedBaxter CorporationCanopy Growth CorporationCoca Cola Canada Bottling Ltd.Ferrero Canada LimitedLabatt Breweries OntarioMaple Leaf Foods

Mars CanadaMolson Coors Canada Inc.Nestlé CanadaNovocol Pharmaceutical of Canada Inc.Oakrun Farm BakeryRoyal Canin CanadaSaputo Inc.Sleeman BreweriesSofina Foods Inc.T & R Sargent Farms Ltd.Thermo Fisher ScientificTilray Inc.Unilever Canada Inc.

Vehicle & Industrial Equipment Manufacturing Advisory Committee (VIEMAC)ArcelorMittal Tailored Blanks AmericasATS Automation Tooling Systems Ltd.Dana CorporationDenso Manufacturing CanadaEnwave Energy CorporationGeneral Dynamics Land SystemsGeneral Motors CanadaINNIOJervis B. Webb Company of Canada Ltd.Linamar CorporationPrecision Technologies, a division of MagnaSAF-Holland Canada LimitedSkyjack Inc.The Woodbridge GroupTHK Rhythm Automotive Canada LimitedYanfeng Automotive Interiors Canada

Restaurant & Food Services Advisory Committee (RFSAC)Compass Group CanadaDana HospitalityHMS Host InternationalKeg Restaurants Ltd.McDonald’s Restaurants of Canada Ltd.QSR Group Inc.Service Inspired Restaurants Sodexo Canada Ltd.Starbucks Coffee Canada Inc.

Retail, Wholesale & Office Advisory Committee (RWOAC)Acklands-Grainger Inc.Bell Mobility & ChannelsCompass Group CanadaCostco Wholesale CanadaGap Inc.Home Depot of Canada Inc.Ingram Micro Inc.JYSKLoblaw Companies LimitedLongo’sMetro Ontario Inc.PetSmartPurolator Inc.Retail Council of Canada

RONA Inc.Sleep Country CanadaSobeys Inc.The Beer StoreThe Salvation Army CanadaTJX CanadaTokyo SmokeToys “R” Us

Television, Film & Live Performance Advisory Committee (TFLPAC)ACTRA TorontoCanadian Media Producers AssociationCanadian Opera CompanyCineplex EntertainmentDirectors Guild of CanadaDrayton EntertainmentEd Mirvish Enterprises Ltd.IATSE Local 357NABET 700-M UNIFORProfessional Association of Canadian TheatresRiver Run CentreThe Corporation of Massey Hall and Roy Thomson HallTO Live

Tourism & Hospitality Advisory Committee (THAC)Abell Pest Control Inc.Art Gallery of OntarioCamping in OntarioCasino RamaClubLink CorporationCN TowerCompass Group CanadaFallsview Casino ResortLais Hotel Properties Ltd.McMaster UniversityMetro Toronto Convention CentreNeill-Wycik Co-operative CollegeOntario Lottery and Gaming CorporationRegion of PeelRoyal Ontario MuseumToronto and Region Conservation AuthorityWeston Gardens Retirement Residence

Vehicle Sales & Service Advisory Committee (VSSAC)Automotive Aftermarket Retailers of Ontario Avis Budget GroupBoston Auto WreckersCollision Industry Information AssistanceGlasvan Trailers Inc.Mercedes-Benz Canada Inc.Midas Canada Inc.Ontario Automotive Recyclers AssociationOntario Tire Dealers AssociationSil’s Complete Auto Care Centre

WSPS Advisory Committees

Protecting the potential of every worker by keeping them healthy and safe, every day – that is what Workplace Safety & Prevention Services is all about.

Globally, organizations are preparing to face the “next normal”. Our new 3-year strategic plan will share our goals for meeting the challenges.

Learn about our plans to assist the 171,000 businesses in Ontario’s agricultural, services and manufacturing sectors in helping their 4.2 million employees thrive.

The WSPS 2021–2023 Strategic Plan. Watch for it on WSPS.CA

Transformation. Expertise. Better Workplaces.

WSPS Board of Directors Member companies

ACKLANDS-GRAINGER INC.

ADIENT INCORPORATED

CONESTOGA COLLEGE

GOVERNMENT OF CANADA

LOGAN & ASSOCIATES INC.

M. MATICHUK & ASSOCIATES

PARACHUTE

SMASHBLOCK

UNIFOR

https://www.wsps.ca/Home.aspx

Protecting People.Protecting Business.

830-AYJ-01-INDO | SEP 2020©2020 Workplace Safety & Prevention Services. All rights reserved.

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

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.

QMS Certificate No: 52950

Our ISO 9001:2015 Quality Management System sets us apart and signifies our commitment to quality

WINNER Canadian HR Reporter 2020 Readers' Choice Award Safety Training Services

Documents

Every worker. Healthy and safe. Every day. · 2020. 9. 29. · businesses, but when operations are running smoothly, it is not often thought ... opportunity to get the tips, tools,