Corporate

Leading by example in health and safety is a foundational principle woven into our journey as an organization. Since amalgamating in 2010, we have worked with our Board and other organizational leaders in building an internal WSPS health and safety system that takes into account the whole health of our organization. Over the past three years we have worked to expand, monitor and improve our WSPS management system around occupation- al health and safety. Among these efforts, we have paid careful attention to employee engagement, culture, health practices, wellness and corporate social responsibility. For example, WSPS' Joint Health & Safety Committee (JHSC) and Wellness Sub-Committee is actively engaged in launching a holistic Employee Wellness Program. To meet CSA's Z1000 health and safety standard, hazard and risk assessments conducted among 30 percent of employees, determined the highest risk priorities for WSPS: motor vehicle incidents (MVIs), psychosocial hazards, unknown customer site hazards, and musculoskeletal disorders (MSDs). Enhanced policies, procedures and staff training to augment this work. Conducted two AonHewitt employee engagement surveys – through Queen's University, that pointed to opportunities for heightened work processes, role clarity, resources, and ratio- nalization of business prospects. Continue to enrich corporate social responsibility through charitable donations and support for such causes as mental health awareness, as well as our community volunteer program and volunteer days for staff. Actively listen to our stakeholders using a variety of channels, including surveys; meetings; individual conversations; anonymous feedback mechanisms; and several employee committees, eg. the JHSC, employee engagement, organiza- tional advisory team, front-line staff committees and resolu- tion coaches. Another important tenet for WSPS is the need to demonstrate transparency in our operations. As the following graphs illustrate, we have been steadfast in monitoring key indicators that point toward our health as an organization. Governing WSPS' own health and safety performance This graph illustrates WSPS' top four hazards as identified through an internal risk assessment. As reported by WSPS employees, Motor Vehicle Incidents (MVI) represented the highest risk followed by Psychosocial, Unknown Client Site Hazards, and MSDs which tied in priority level for the next three spots. Using a risk matrix tool, these hazards were categorized by determining the likelihood multiplied by severity of an event occurring. MVI Psychosocial Unknown Client Site Hazards MSDs 0 0.5 1.0 1.5 2.0 2011 2012 2013 WSPS Rate Group 875 Determining our top risks at WSPS total Injury rate for 2011-13 1 2013 annual report  |  Workplace Safety & Prevention Services 16

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