Health and Safety and Return to Work Assessment2 Disclaimer: Not all legislative requirements for...

Health and Safety and Return to Work Assessment

Disability Prevention Branch, Workplace Safety and Insurance Board

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Disclaimer:

Not all legislative requirements for health and safety or return to work are listed in this assessment. The assessment is not intended to provide legal advice, nor is it a definitive guide to the legislation. It also does not guarantee success in any other health and safety or return to work program evaluations, audits or inspections. You are advised to review other program requirements and any applicable legislation thoroughly, and to consult with the appropriate programs or the Ministry of Labour/Human Resources and Skills Development Canada, or a health and safety professional, if you have any specific issues. In case of inconsistency between this assessment and the occupational health and safety legislation, or any other legislation, the legislation will always prevail. For more information about this tool, please contact the WSIB’s Disability Prevention Branch at one of the numbers below.

Susan Fuciarelli Director 416-344-2571

Sue Birch Assistant Director 416-344-3296

Managers Area of responsibility Wayne Nicholls Hamilton, St. Catharines, Kitchener, Guelph 905-521-4571

Vern Ladouceur London, Toronto 416-344-4511

Sean Adams Ottawa, Kingston, Sudbury, North Bay, Timmins 613-239-3502

Ken Kish Thunder Bay, Sault St. Marie, Toronto 416-344-2560

Luigi d’Ambrosio Windsor, Toronto 416-344-5159

For general Health and safety/RTW program inquiries, contact the Prevention Contact Centre for assistance at 416-344-1016 or 1-800-663-6639. ©Workplace Safety and Insurance Board, 2009

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Health and Safety and Return to Work Assessment

Purpose

This assessment tool will help you and your Disability Prevention Specialist discuss and identify ways to improve workplace programs by:

Promoting a systematic approach to managing workplace programs; Identifying opportunities for improvement that can be used to develop improvement plans; and Identifying resources, providing services and/or making referrals to help you implement those plans.

Background

This assessment is based on the WSIB’s 5 Steps to Managing Health and Safety method of managing a health and safety and RTW program. It helps employers take a systematic approach to building workplace health and safety and RTW programs or improving existing ones.

Instructions

Use the 5 Steps to Managing Health and Safety system as a guide for discussing each element of your workplace’s health and safety and return to work programs. The Guideline section provides information and context for each question. Indicate:

“Yes” if your workplace has a written policy or procedure mirroring the expectations for the element and you can show how it was implemented (e.g. how you communicated it and how it was included in training).

“No” if you have no written policy or procedure or examples of implementation. “Partial” if you have started working on an element but have not finished implementing it.

Federally Regulated Workplaces

In Ontario, workplaces are regulated by either provincial health and safety legislation (Occupational Health and Safety Act) or federal legislation (Canada Labour Code Part II). There are many similarities between the laws; the differences have been indentified in Appendix A.

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The 5 Steps to Managing Health and Safety: Guidelines for Use with this Assessment Tool

Managing health and safety is like managing accounting, quality, production or any other part of a business. To be effective, the process should be part of managing the daily routine. Your role is to provide leadership so that everyone understands his or her role at work and hazards are recognized and eliminated or controlled. Each element in your health and safety program should be checked against the 5 Steps. In other words, have you established written expectations for a particular element? Has it been communicated and trained? Has it been evaluated to see if the expectations for the element are being met, and is continuous improvement happening? Examples of ways you can verify that you have met the requirements of each respective element are listed throughout this assessment.

STEP 1: Written Standard

Standards are written statements outlining expectations. They may include documents such as policies, procedures and workplace rules for health and safety. These standards clarify what is expected. Standards define the “who, what, where, when, why and how” for each element.

STEP 2: Communication

Communication creates awareness — for standards to be effective, they must be known by the workplace parties. People need a clear understanding of what is expected of them and what they can expect from others in relation to health and safety. Communication methods may include written procedures and instructions, safety talks, interviews, coaching demonstrations, newsletters, etc.

STEP 3: Training

Training helps all workplace parties attain the knowledge and skills appropriate for their jobs. Everyone is required to be trained in the applicable elements of your Health and Safety Management System (HSMS). The workplace parties may also need specific training in safe work procedures.

STEP 5: Acknowledge Success and Make Improvements

You need to acknowledge both the positive and negative results of the evaluation, and then take action to make improvements to your HSMS. All employees who contributed to the success should be acknowledged for positive results. Continuous improvement is a key part of an HSMS.

STEP 4: Evaluation

Evaluating your HSMS measures what is working and not working in your management system. Are the standards implemented? How can they be improved? Is communication and training effective? Evaluation considers changes to processes, business practices, staffing or legislation that affects the standard. Are requirements being consistently implemented? Steps 1, 2 and 3 must also be evaluated for possible areas of improvement.

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Health and Safety Associations

Q1. Are you aware of the information and resources available through the Health and Safety Associations?

Verify awareness of the HSAs.

Ontario’s Health and Safety Associations, funded by the WSIB, provide training programs, products and services to the province's employers and workers. Construction Safety Association of Ontario

(416) 674-2726 1-800-781-2726

www.csao.org

Education Safety Association of Ontario

(416) 250-8005 1-877-732-3726

www.esao.on.ca

Electrical & Utilities Safety Association (905) 625-0100 1-800-263-5024

www.eusa.on.ca

Farm Safety Association Incorporated

(519) 823-5600 1-800-361-8855

www.farmsafety.ca

Industrial Accident Prevention Association

(905) 614-IAPA (4272) 1-800-406-IAPA (4272)

www.iapa.ca

Mines and Aggregates Safety and Health Association

(705) 474-7233 www.masha.on.ca

Municipal Health and Safety Association

(905)890-2040 www.mhsao.com

Occupational Health Clinics for Ontario Workers

(416) 510-8713 1-877-817-0336

www.ohcow.on.ca

Ontario Forestry Safe Workplace Association (705) 474-7233 www.ofswa.on.ca

Ontario Safety Association for Community and Healthcare

(416)250-7444 1-877-250-7444

www.osach.ca

Ontario Service Safety Alliance (905) 602-0674 1-888-478-6772

www.ossa.com

Pulp & Paper Health and Safety Association

(705) 474-7233 www.pphsa.on.ca

Transportation Health & Safety Association of Ontario

(416) 242-4771 1-800-263-5016

www.thsao.on.ca

Workers Health and Safety Centre

(416) 441-1939 www.whsc.on.ca

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Health and Safety: Leadership, Management Commitment

Q2. Does your workplace have a health and safety program?

Verify the element using the 5 Steps. Look for examples:

Vision/mission statement. Written health and safety policies

and procedures. Company budgets for health and

safety. Training program and records. Senior management review / sign

off records.

A health and safety program is a set of policies and procedures that guide a workplace in applying health and safety practices and roles, in order to ensure compliance with the law, applicable regulations and company standards. A program’s effectiveness is often verified through workplace inspections conducted or arranged by you, a health and safety representative, or a joint health and safety committee. Your health and safety program is best managed using a systematic approach. The system the WSIB Prevention programs use is the 5 Steps to Managing Health and Safety. It gives workplaces a framework for:

Setting expectations or standards for each element of the health and safety program;

Communicating and training; Checking to see if standards have been met; and Implementing continuous improvement.

Some of the key elements of programs and systems are covered throughout this assessment.

Resources

Developing a Workplace Health and Safety Policy and Program fact sheet, www.wsib.on.ca (Go to: Prevention>Safe Work>Build Safe Work)

Getting Started on Prevention (2333A) www.wsib.on.ca (Go to: Prevention>Safe Work)

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Health and Safety: Leadership — Health and Safety Policy Statement

Q3. Is there a Health and Safety Policy?


Health and safety policy. Signature(s) / dates. Policy posted.

For workplaces with 6 or more workers (including any senior managers and the business owner), a written health and safety policy is required under most health and safety legislation. The health and safety policy sets in stone the employer’s philosophy and commitment to health and safety and gives direction to workplace’s program. It is essential that the policy is clear enough to be understood by everyone in the workplace. You may need to provide it in other languages used in the workplace, and may need to accommodate other barriers, such as literacy. The policy statement must be dated, signed, reviewed, and revised (if necessary) at least annually to reflect changes in the workplace. SMALL BUSINESS NOTE: Workplaces with fewer than six employees are not required to have a written health and safety policy. A policy is however, a good way for you to demonstrate commitment to health and safety and communicate standards and expectations.

Resources

Health and Safety Policy Template, Safe Workplace Incentive Programs CD-ROM (Workwell Section),

OHSA, s. 25(2)(j) Developing a Workplace Health and Safety Policy and Program fact sheet,

www.wsib.on.ca (Go to: Prevention>Safe Work>Build Safe Work)

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Health and Safety: Leadership — Legal Requirements

Q4. Do you have current copies of these items? Occupational Health and Safety Act

(OHSA) or Canada Labour Code Part II (CLC), whichever one applies.

Applicable regulation(s) for your workplace.

The Workplace Safety and Insurance Act.


Process for ensuring legal requirements is met.

List of legislation applicable to workplace.

Q5. Are the following items posted in a prominent, accessible place? Health and safety policy. OHSA or CLC, Part II. Regulation 1101, First Aid Reg. In Case of Injury Poster. Joint Health and Safety Committee

names and contact information, if applicable.


Appropriate items posted in conspicuous place.

Employers are bound by various legal requirements in provincial or federal acts and regulations. The Occupational Health and Safety Act (OHSA) includes regulations for:

Industrial Establishments Construction Health Care Mining Designated Substances, etc.

It is your responsibility to become aware of what Acts and Regulations apply to your workplace, and if you have the most recent versions. The Health and Safety Association or Ministry of Labour will be able to help clarify what regulations apply. Employers need to have a structured approach in place to identify what legal requirements apply to them, how they will become aware of and address changes, and how to communicate them to the workplace parties. You should assign a knowledgeable person in the workplace with the responsibility for ensuring the workplace is meeting its legal obligations. All workplace parties should be aware of and trained in their particular health and safety legal responsibilities and supervised to ensure compliance. Employers should also incorporate legal requirements in your health and safety management system. You can find information and help meeting your legal responsibilities from the MOL and HRSDC, health and safety associations, newsletters, trade magazines, web resources, vendors, and legal groups. All applicable legislation should be available in the workplace. This could include paper copies or electronic versions. Remember that if you use electronic versions, you still need to post physical copies of certain items, as detailed in question 5.

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Resources

Posted Health and Safety Materials Template, Safe Workplace Incentive Programs CD-ROM (Workwell Section)

Guide to the Occupational Health and Safety Act, Ministry of Labour, Health and Safety Section, www.labour.gov.on.ca

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Health and Safety: Leadership — Health and Safety Objectives

Q6. Have you, as senior managers, identified OHS goals and objectives?


Written goals and objectives. Performance indicators. Action plans. Responsibilities assigned. Revisions made. Examples of how objectives were

communicated.

A goal is a broad statement of what your health and safety program hopes to accomplish. For example:

The ABC Company will eliminate knife cuts. An objective is a specific, measurable condition that must be attained in order to accomplish a particular program goal. For example:

All workers required to use knives will be trained in safe operating procedures for using knives by December 1.

In consultation with the workplace parties, you should set goals and objectives for continuous improvement of your health and safety program. Objectives should be:

Written; Specific about what is to be achieved; Practical and achievable; Tied to time frames; Clear and measurable; Approved by senior management.

Resources such as people, time and budget should be provided to help achieve the goals and objectives. The objectives may be communicated in orientation programs, training programs, department meetings or organization-wide meetings. Specific training may be necessary in order for objectives to be met. Performance indicators measure if objectives are being met. Examples include setting targets for how often meetings are held, when training is given, how quickly health and safety issues are resolved, and how often inspections are conducted. Evaluate your goals and objectives regularly for progress and to determine appropriate action plans for continuous improvement.

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Health and Safety: Organization — Roles and Responsibility for All Workplace Parties

Q7. Have you established OHS roles and responsibilities for these functions? The employer (managers). Supervisors. Workers. JHSC / Rep. Contractors. Visitors.


Defined health and safety responsibilities.

Job descriptions with health and safety included.

Repercussions if responsibilities are not met.

Training records. Communication records (team

meetings, town hall / toolbox talks).

Everyone in the workplace has a role to play in preventing workplace injury and illness. This principle forms the basis of what is called the internal responsibility system (IRS) — the concept that workers, employers and the other workplace parties all share the responsibility for health and safety. Your responsibilities can be found in health and safety legislation, workplace health and safety program policies and procedures, guidelines and standards. You as the employer are responsible for ensuring that competent supervision is provided to protect the health and safety of workers — by providing supervisors with the tools, resources and training to be competent and to fulfil their health and safety responsibilities. You are also responsible for ensuring that workers, contractors, visitors and other people who enter the workplace are knowledgeable in their health and safety responsibilities, made aware of any potential hazards, and held accountable for complying with health and safety policies. You should ensure that workers receive orientation training in which they learn their role in the workplace health and safety program. Workers must be aware of their health and safety responsibilities and effectively carry them out. Barriers to worker participation must be watched for and removed, because worker participation is critical to the success of a health and safety program. The management system / program should include policies and procedures for ensuring workplace parties are accountable for health and safety. For example:

Performance management; Supervision that meets the needs of workers, especially those who are new,

returning, or unfamiliar with the workplace; Progressive discipline.

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Resources

Launching a Safe Start :Worker Booklet and DVD, www.wsib.on.ca, (Go to Prevention>Safe Work>Build Safe Work section)

Launching a Safe Start: Employer Booklet (explains how to prepare orientation training) www.wsib.on.ca, (Go to Prevention>Safe Work>Build Safe Work section)

Guide to the Occupational Health and Safety Act, Ministry of Labour, Health and Safety Section, www.labour.gov.on.ca

Health and Safety Responsibilities Templates, Safe Workplace Incentive Programs CD-ROM (Workwell Section)

Other References: Occupational Health and Safety Act (OHSA) Sections 25, 26, 27 and 28; Definition of Supervisor OSHA Sec. 1.1.

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Health and Safety: Organization — Joint Health and Safety Committee or Health and Safety Representative

Q8. Have you established a functioning Joint Health and Safety Committee and/or have your workers selected their health and safety representative(s)?


JHSC terms of reference. List of member(s) names. Examples of written

recommendations and management responses.

Incident investigation reports. Inspection reports. Hazard reports. Meeting agendas and minutes.

Joint Health and Safety Committees or Health and Safety Representatives play an important role in managing health and safety. They act as conduits for worker participation, inspections, investigations and working with management to make recommendations to you for health and safety improvements. They also play an important role in hazard recognition, assessment and control. Health and Safety Representatives are required under the OHSA in workplaces with 6-19 employees. Consider:

A selection process by workers or trade union; Training to enhance the representative’s knowledge; Monthly inspections; A process for identification of hazards and for making recommendations to you,

the employer. Joint Health and Safety Committees (JHSCs) are required in the following workplaces:

Workplaces that regularly employ 20 or more workers; Construction projects on which 20 or more workers are regularly employed and

which are expected to last three months or more; Any workplace, other than a construction project, to which a regulation concerning

a designated substance applies; A workplace ordered to do so by the Minister of Labour.

SMALL BUSINESS NOTE: As described above, workplaces with fewer than six employees are only required to have a JHSC if they work with designated substances. Health and safety representatives are required if there are between six and 19 employees. Some of the duties of the JHSC are to:

Identify hazards; Conduct monthly workplace inspections; Recommend ways to improve and maintain the health and safety of workers; Participate in work refusal investigations; Investigate critical injuries.

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A JHSC must have: At least two members, for workplaces regularly employing less than 50 workers;

or At least four members for workplaces regularly employing 50 or more workers.

At least half of a JHSC’s members must represent workers.

Resources

Health and Safety Representatives Template, Safe Workplace Incentive Programs CD-ROM (Workwell Section)

Joint Health and Safety Committees Template, Safe Workplace Incentive Programs CD ROM (Workwell Section)

Joint Health and Safety Committees and Health and Safety Representatives fact sheet, www.wsib.on.ca (Go to: Prevention>Safe Work>Rights and Responsibilities

Guide to the Joint Health and Safety Committees and Health and Safety Representatives, Ministry of Labour, www.labour.gov.on.ca

Occupational Health and Safety Act

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Health and Safety: Organization — Joint Health and Safety Committee or Health and Safety Representative

Q9. Are the health and safety representatives or Joint Health and Safety Committee members trained?


Training records. Certification training certificates and

records.

All JHSC members should have some training or knowledge to help them contribute to the health and safety of the workplace. However, there must be certified members in :

Workplaces that regularly employ 20 or more workers; Construction projects on which 50 or more workers are regularly employed and

which are expected to last three months or more. Certification training for selected members involves two mandatory parts: Basic Certification and Workplace-Specific Hazard Training. Part One, Basic Certification, provides an overall knowledge of health and safety that applies to all workplaces. JHSC members acquire Basic certification either through providers and programs approved by the WSIB, or by passing competency testing. To be eligible for competency testing a candidate must be selected as the designated person for certification. Part Two, Workplace-Specific Hazard Training, focuses on significant hazards in your workplace. It covers how to assess those hazards and ways to control and/or eliminate them. One worker and one management designated JHSC member must complete both Part One and Part Two of the Training. Training for Part Two must be identical for both employer and worker JHSC members. JHSC members can complete Workplace-Specific Hazard Training through courses offered by Ontario’s Health and Safety Associations, other health and safety professionals, or in-house training.

Resources

Certification page, www.wsib.on.ca, (Go to Prevention> Prevention Programs section)

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Health and Safety: Hazards — Recognizing and Assessing

Q10. Have you identified and documented hazards in your workplace?


List of hazards. Examples of workers reporting

hazards.

Q11. Do you have documented procedures for ongoing hazard identification?


Hazard Reports. First aid logs/reports. Injury/Illness reports. Incident investigations. Workplace Inspections. Job safety analysis reports with

hazards identified.

Effective hazard identification involves taking steps to proactively identify hazards to which workers, management, contractors and visitors may be exposed. It’s an important first step to prevent injury, illness and fatalities and to control property losses. Everyone in the workplace has a duty to report suspected hazards, and they should be encouraged to do so regularly. Hazards can be identified or recognized through routine activities as part of job duties and scheduled inspections, or through non-routine activities, such as an injury investigation, or a worker raising a concern about a suspected hazard. Having procedures in place and setting expectations ensures consistent hazard identification and documentation. Procedures should explain the roles of the different workplace parties; processes and expectations for checking work areas; work activities; jobs; equipment, machinery; processes; and work done by contractors for hazards. In addition, procedures should also explain how and where the information is documented. It’s good practice to have people with the appropriate knowledge and training, in consultation with workers and supervisors of the relevant task, perform hazard identification and consider concerns about suspected hazards. You should also consider consulting with technical experts when needed. The following are examples of activities and documentation that provide insight into hazards at a workplace.

Hazard Reports: There should be a procedure for how and to whom anyone in the workplace can report a suspected hazard. This procedure needs to include guidelines on how that information should be documented.

First Aid Logs/Reports: First Aid reporting is a requirement under the Workplace Safety and Insurance Act Regulation 1101: First Aid Requirements. Workers are required to tell you of any injury or the possible onset of a work-related disease/condition.

Injury/Illness Reports: Reports documenting injuries and illnesses, causes, treatment, lost time, etc, and Employer’s Report of Injury/Disease (Form 7, WSIB)

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Incident Investigations: Investigations of workplace injuries or near-misses help determine contributing factors or root causes of an injury or illness. They’re not done to find fault or lay blame, but to improve health and safety in the workplace. While investigating any incident is good practice, the OHSA requires you to investigate all critical injuries or fatalities (Section 51) and all disabling injuries or illnesses (Section 52).

Workplace inspections: Workplace inspections are evaluations of a workplace to identify hazards. OHSA requires monthly workplace inspections. Larger workplaces are allowed to inspect only part of their workplace monthly, but must inspect the entire workplace at least once a year. Inspections are done by the JHSC or the health and safety representative. SMALL BUSINESS NOTE: While workplaces with fewer than six employees are not required to do monthly inspections, hazard recognition and assessment will help you meet your OHSA responsibilities.

Job Safety Analysis: Analyze each job to identify the hazards inherent in each task performed.

All hazards must be identified even if they are well controlled. Hazards may be of one of these types:

Physical: Noise, vibration and temperature; Chemical: Solids, liquids, vapours, gases, dusts, fumes or mists that if inhaled,

ingested, injected or absorbed can cause harm; Ergonomic: Work and workstations that are not adapted to workers and their

abilities, or factors in a job — such as force, fixed or awkward postures, or repetition — that may raise the risk of injury;

Biological: Living things or substances that — if they enter into the body — can cause illness, such as bacteria, fungi, parasites, insects and mould;

Psychosocial: Organizational stressors such as work overload, violence, fast pace of work, and lack of autonomy;

Safety: Uncontrolled energy (e.g. electrical, mechanical), machine hazards, slips and falls, motor vehicles, or material handling.

Resources

Inspections, Accident Investigation and First Aid Templates, Safe Workplace CD-ROM (Workwell Section)

Developing an Inspection Plan, Fact Sheet, www.wsib.on.ca (Go to: Prevention

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Section>Safe Work>Build Safe Work) What does the law say about hazard recognition, Fact Sheet, www.wsib.on.ca (Go to:

Prevention Section>Safe Work>Build Safe Work) Workplace Inspection Overview, Fact Sheet, www.wsib.on.ca (Go to: Prevention

Section>Safe Work>Build Safe Work) Accident Investigations, Fact Sheet, www.wsib.on.ca (Go to: Prevention

Section>Safe Work>Build Safe Work) Hazard-specific Resources

o Hot Topics, www.wsib.on.ca(Go to: Prevention Section>Hot Topics and Safe Work>Hazards) Pains And Strains, Violence, and other topics , Ministry of Labour, www.labour.gov.on.ca

o OSH Answers, CCOHS, www.ccohs.ca

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Health and Safety: Hazards — Prioritizing

Q12. Have you prioritized your hazards to determine risk?


List of prioritized hazards. Risk assessments. Workplace testing results (e.g. air

quality, noise, vibration, ergonomic). Floor plans related to specific

activities (e.g. chemical storage, lift areas, noise, and vibration).

To assess hazards, these steps should be followed: Identify or establish the appropriate standards that should be met including:

o Legislation; o Company standards set in workplace policies, procedures and expectations; o Ministry of Labour guidelines; o Canadian Standards Association guidelines; o Manufacturers’ and suppliers’ guidelines and recommendations; o MSDS.

Review all information collected through hazard recognition, and add information about the People, Equipment, Materials, Environment and Processes (PEMEP) involved.

Complete or arrange for additional appropriate workplace testing/analysis (experts will likely be required).

o Ergonomics; o Air quality (industrial hygiene); o Noise; o Vibration.

Compare information and testing results to the appropriate standards identified above.

Document and report findings. Once hazards are assessed, determine:

Frequency: how often a worker will be exposed to the identified hazard: Likelihood: the probability of harm to a worker if exposed to the hazard; and, Severity: the potential level of harm to the worker if exposed to the hazard.

Assign a number to score frequency, likelihood and severity, then calculate risk using this equation:

Risk = Frequency x Likelihood x Severity Prioritize hazards based on the answers. Many organizations use a table to rank hazards.

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Those ranked highest are given priority consideration when determining and applying appropriate controls.

Resources

MSD Prevention Guideline and MSD Resource Manual, www.wsib.on.ca (Go to: Prevention>Hot Topics)

Various Health and Safety Program Elements, Templates 4.1, 4.2, 8.1, 8.2, 8.3, 10.1, Safe Workplace Incentive Programs CD-ROM (sample templates):

OSH Answers: Risk Assessment, CCOHS, www.ccohs.ca

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Health and Safety: Control Activities — Preventative Measures and Hazard Controls

Q13. Considering the risks identified in question 12, are control measures in place to reduce them as much as is reasonably possible?


Substitution or redesign to eliminate hazards.

Ventilations systems. Barriers and shielding. Facilities for personal hygiene. Good housekeeping. Guards on machines. Lock-out procedure. PPE policy in place and in use Training programs. Warning signs.

Once a hazard assessment is complete, you should be able to determine whether you can eliminate a hazard. If not, put controls in place to reduce the risk as low as is reasonably possible. You must ensure that for every risk identified, appropriate controls are developed. There are five control methods generally used for the elimination or control of hazards:

1. Engineering controls: These are designed into the workplace, equipment or process, and can include: Substitution: Using a less hazardous substance, or a change in equipment or

process, to eliminate or reduce the hazardous conditions. Ventilation: Using either general ventilation or local exhaust to remove

airborne hazards. Isolation: Enclosing equipment or processes to isolate the hazard from workers

(for example, placing noisy equipment in a separate room or enclosing a chemical process). This can include shielding — putting barriers such as welding curtains or sound baffles between the worker and the hazard.

2. Hygiene and facilities: Good personal hygiene practices reduce the chance of toxic substances being absorbed, ingested, inhaled or injected into the body. They may also keep your workers from carrying hazardous agents outside the workplace. Hygiene practices work best when workers are given appropriate training and adequate time and facilities for eating, drinking, changing clothes and washing or showering.

3. Work practices: Examples of work practices include: Standard work procedures and safe practices; Housekeeping procedures; Equipment maintenance.

4. Administrative controls: These involve changing the way people work with a hazard, rather than directly controlling the hazard itself. For example, job rotation, or scheduling dangerous work when fewer people are in the workplace.

5. Personal Protective Equipment: This is a blanket term that refers to protective clothing, helmets, goggles, or other garments designed to protect the wearer's body or clothing from hazards. PPE includes:

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Eye and face protection. Head protection. Foot protection. Hand protection. Respirators/breathing protection. Hearing protection. Fall protection. Body protection.

In the workplace controls for hazards can be applied at three points:

1. At the source: Controlling the hazard where it comes from. Engineering controls: substitution, ventilation, isolation.

2. Along the path: Control along the path between the source of the hazard and the

worker: Engineering controls: ventilation, isolation. Work practices: equipment maintenance.

3. At the worker: If hazards cannot be controlled at the source or along the path, then

the last resort is control at the worker: Administrative controls. Personal protective equipment. Work practices.

Workers who are exposed to a hazard should provide input into the development of its control measure, as they are the ones who have the job knowledge — and will be the ones who will work with the control. Any control procedures developed should be evaluated to ensure that it in itself does not introduce new hazards. Don’t forget — you’ll need to provide training and supervision to ensure workers know how the controls work and that they are using them appropriately.

Resources

Lockout Sample Template, Safe Workplace Incentive Programs CD_ROM (Workwell Section; see Hazard Identification Templates)

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Confined Space Sample Templates, Safe Workplace Incentive Programs CD_ROM (Workwell Section; see Hazard Identification Templates)

Hazard-specific Resources o Hot Topics, www.wsib.on.ca(Go to: Prevention Section>Hot Topics and Safe

Work>Hazards) Pains And Strains, Violence, and other topics , Ministry of Labour, www.labour.gov.on.ca

o OSH Answers, CCOHS, www.ccohs.ca

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Health and Safety: Control Activities — Emergency Management

Q14. Do you have an emergency response plan for each type of emergency?


Specific procedures and plans for each emergency type.

Floor plan specific to the workplace identifying points of egress and emergency equipment.

Work site plan identifying safe zones and meeting zones.

List of emergency equipment. Training programs. Postings, signage, emergency

equipment and points of egress.

Q15. Do you test your emergency plans?


Emergency drill records. Fire department review/audits.

Emergencies include incidents leading to serious injury or illness, natural disasters, power interruptions, pandemics/epidemics, civil disturbance, violence, fire, explosions and release of hazardous materials at or near worksites. Consider potential emergency situations that could occur during work and non-work hours. When you’re doing your emergency planning, don’t forget to include visitors, contractors, neighbours and other members of the public in the close vicinity. Sources of information identifying potential emergency situations include:

Hazard registry; Legal requirements; Any previous incidents; Situations that have occurred in similar workplaces or settings; Local fire services and other emergency authorities; Emergency procedures and response plans.

Your plans should include internal communication methods and co-ordination to oversee the emergency warning and evacuation system. The plan should identify a command and control structure to ensure clear authority, accurate communication and decision making. Collaboration with local emergency authorities during the development of emergency plans helps to ensure that the emergency procedures are effective. External services may be required to respond to emergency situations. For example, you may need to include environmental services for hazardous material spills, containment or testing. Arrangements should be made during the emergency planning stage and included in your procedures. When developing emergency response plans, the following information should be collected:

Inventory and location of hazardous materials; Numbers and locations of people for each shift;

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Who will provide training; First aid, requirements, training and equipment; Personal protective equipment; Alternate control systems e.g. containment systems; Fire detection and suppression systems; Emergency power; Back-up control systems or monitors; Local emergency services; Previous emergency response experiences; Location of exits; Meeting place; Procedures for restarting work.

An effective emergency response plan addresses:

Roles, responsibilities and authorities of those with emergency response duties e.g. fire wardens, first aiders;

Evacuation procedures; Worker accommodations specific to their needs; Floor plans/drawings including location of emergency equipment, exits, utility shut-

offs, and gathering places; Communication with emergency services; Communication with employees, regulatory agencies and community; Emergency equipment location, inspection and maintenance schedules; Training on how to initiate an emergency response, and specific duties for everyone

in the workplace; Exit route and procedures; Re-entry procedures; Evaluation of the plan is working and updates when changes occur.

Emergency drills and exercises

It is imperative that all workplace parties receive training on the emergency plan including regular drills. There should be specific training for those responsible for implementing and overseeing the emergency plan, as well as general training on the plan for all employees. It is important for you to verify that training has been effective by holding fire drills,

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simulating mock emergency situations etc. Involve the emergency responders in the community to help build a working relationship and increase awareness. Testing of emergency systems and inspection of equipment is required.

Responsibility for emergency management system

Specific individuals in the workplace will have responsibilities when implementing the emergency plan. For example, fire wardens, first aiders, supervisors all have specific roles. Everyone in the workplace needs to know how to exit, and where to gather for further instructions.

Resources

Ontario Fire Code Regulation, Fire Protection and Prevention Act Municipal by-laws Ontario Building Code, Ministry of Municipal Affairs and Housing

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Health and Safety: Control Activities — First Aid

Q16. Are you aware of your responsibilities under the First Aid Requirements (Regulation 1101) under the Workplace Safety and Insurance Act?


First aid stations/rooms. First aid logs/records. ‘In Case of Injury’ poster posted. First aid inspection records. Valid certificates posted for qualified

first aiders.

Workplaces covered by the Workplace Safety and Insurance Act are also required to comply with Regulation 1101 – First Aid Requirements. Requirements vary for different sizes (fewer than six, 6 – 15, and 16-200 workers) and types of workplaces (transportation, construction, farm and bush sites).

However, the requirements generally include: First aid stations or rooms; Posting valid first aid certificate(s) from a WSIB–recognized training provider for a

worker who works in the immediate vicinity of the First Aid Kit/Station; Maintaining first aid records; Inspecting and recording first aid boxes and their contents at least quarterly to

ensure they meet the first aid requirements; Posting the current WSIB ‘In Case of Injury’ poster (Form 82); Inspecting first aid boxes and their contents at least quarterly; Providing transportation for medical attention when necessary.

Resources

First Aid Template, Safe Workplace Incentives CD (Workwell Section)

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Return to Work: RTW Program

Q17. Does your workplace have a Return to Work/Disability Management program?


Written standard. RTW procedures for both work-

related and non-work-related injuries and illnesses.

Operational plans and budgets that appropriately allocate resources to support the RTW program.

Confirmation that direct and indirect costs are tracked and considered.

A return to work (RTW) program outlines the specific procedures that will be used to help an injured/ill worker return to safe and productive work as soon as medically possible. Studies have shown a direct link to reduced lost time injury durations and costs (up to 20 %) when a structured RTW program has been implemented. A disability management program (DM) takes a broader approach to encompass non-work-related injuries and illnesses as well. Success with either program comes as a result of co-ordinated effort that involves workers, employers, health professionals, unions (if applicable) and the WSIB. Other insurance providers may be involved for non-work-related injuries/illnesses. Both your RTW program and DM program should be linked to your health and safety program to maximize successful outcomes. A well developed RTW/DM program will:

Demonstrate to your employees that you have complied with legislation. Promote disability prevention by ensuring that injured/ill workers receive

appropriate services, supports and interventions to help their return to work. Information about your RTW/DM Program should be easily accessible and be included as part of any new hire orientation or as a regular agenda item at company meetings. There are compelling economic and human reasons to build an effective RTW/DM program in your workplace, considering that the total cost of disabilities comprises more than just financial costs. An injury or illness can have a profound impact on every aspect of a worker’s life, including his or her:

Relationship with the workplace; Ability to earn a living; Social environment; and Overall health and well-being.

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To examine the benefits or return on investment of a RTW/DM program, look at both direct costs (salary costs to cover absenteeism, benefit costs such as LTD, STD and extended health care needs) and indirect costs (impacts to incentive programs, increased overtime, the cost of hiring and training additional staff to cover for the person who is away, impacts to production) when forecasting RTW budgetary expenditures. You’ll quickly see that indirect costs can be as high as 4 times as much as direct costs. A very simple calculation can be made to support a disability management / return to work program. Count the number of absenteeism days or hours your organization sees in a typical calendar year, then divide by the total that could have been worked in the period. Multiply by 100 to get a percentage. For example, if the total absence for the period was 124 person-hours and the total time available was 1,550 person-hours, your lost time rate would be 8%. For a payroll of $500,000, 8% translates into $40,000! If your organization were able to reduce absenteeism by even two days per employee per year by implementing a RTW/DM program, the benefits to the organization would be significant. Doing nothing could cost your company in terms of absenteeism, decreased productivity, and the bottom line. The results of your analysis should be incorporated as part of your business planning. NOTE: Although the rest of this assessment tool focuses on RTW, you may wish to also explore DM.

Resources

WSIB Business Case for RTW WSIB NEER Costing Tool RTW Policy template Return on Investments for Health and Wellness Calculator www.wellsteps.com National Institute of Disability Management and Research www.nidmar.ca Institute for Work and Health www.iwh.on.ca

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Return to Work: RTW Program

Q18. If you have a RTW program, was it jointly developed with input from workers and management?


Examples of how workers provided input into the development of the RTW program.

Presence of a RTW joint workplace committee.

Mechanisms for ongoing input from workers and management.

From a company perspective, an RTW program is intended to achieve organizational objectives such as reducing the human and financial costs of injury and illness and enabling the company to stay productive and achieve their business objectives. But you may not be able to properly ensure that RTW supports returning workers without disadvantaging co-workers or supervisors. Representation from various levels and areas of an organization can provide broad input on how to make your RTW program and individual accommodations effective. Often, some of the best RTW accommodations and ergonomic solutions come from the staff working on the front lines. Endorsement from upper management for your RTW program is not enough. Supervisors may be reluctant to help if they are concerned about the need to maintain productivity in their own department when a worker is being reintegrated, and co-workers are often worried about adjusting their routines and work activities to accommodate a returning worker. If these concerns are not handled appropriately, the injured or ill worker may undergo emotional stress, resulting in delays to return to work. Research has shown that both labour and management can provide useful perspective on work processes, corporate culture and barriers that decrease the likelihood of return to work. Without support from all levels, worksite RTW initiatives often falter.

Resources

Institute for Work and Health, The Seven Principles for successful return to work www.iwh.on.ca

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Return to Work: RTW Program — Responsibility for Program

Q19. Does a designated individual or committee have responsibility for the RTW program?


contact information for the designated individual(s) on RTW documentation and program materials

Studies have shown that successful RTW programs have an individual or committee assigned to co-ordinate the RTW process. The co-ordination role may be performed by someone in the company or by an external party. RTW co-ordination involves:

Providing individualized planning and co-ordination that is adapted to the worker’s initial and ongoing needs;

Helping develop RTW plans and providing support for RTW agreements; Ensuring that the necessary communication is carried out; Ensuring that the worker and others with a role in RTW understand and meet the

expectations of the program; Liaising with the worker and other people — such as the direct report supervisor,

co-workers, managers, or outside experts — if required. Having a designated point of contact helps workers access timely and appropriate information and resources for assistance with their RTW. It will also help mitigate delays and eliminate confusion for those with a role in RTW. Depending on the size of your company, this role could be a part-time or full-time responsibility. It could also be shared by members of your RTW committee. The important thing is to have a designated person or group that is responsible for RTW activities.

Resources

Institute for Work and Health, The Seven Principles for successful return to work www.iwh.on.ca

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Return to Work: RTW Program — Responsibility for Program

Q20. Does the co-ordinator have the required authority and knowledge of the WSIA and the Human Rights Code as it relates to RTW and accommodations?


The co-ordinator has the authority to authorize any necessary accommodations and RTW plans.

The co-ordinator has formal training in disability management or RTW co-ordination (best practice).

The co-ordinator has knowledge of, and training in, the applicable legislation.

Your RTW co-ordinator should: Have the authority, time and resources to co-ordinate RTW. Be familiar with the organization’s RTW program, policies and procedures and

available resources. Be knowledgeable about ergonomic principles and accommodation. Have good interpersonal and communication skills. Be knowledgeable about your workplace. Be knowledgeable about disability management principles. Be skilled in problem solving and conflict resolution techniques. Be knowledgeable about relevant legislation (WSIA, OHSA, PHIPA, FIPPA, Ontario

Human Rights Code, Ontarians with Disabilities Act) If your workplace elects to form a RTW Committee, these individuals should also:

Have knowledge of labour and occupational issues Have an understanding of the challenges experienced by people with disabilities Have the respect of workers in the workplace Be perceived as unbiased.

Resources

National Institute of Disability Management and Research www.nidmar.ca Canadian Association of Disability Management Co-ordinators www.cadmc.com Institute for Work and Health www.iwh.on.ca

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Return to Work: RTW Program — Analyzing the Program

Q21. Does your workplace track and analyze RTW performance information to determine the effectiveness of the program?


Employer has reports that track RTW activities and outcomes.

Employer conducts periodic surveys of all workers and managers and return to work participants.

Examples of continuous improvement activities.

A workplace needs to use a variety of injury and illness data performance indicators for the purpose of measuring, monitoring and evaluating lost time patterns and return to work outcomes. Having access to this information can provide valuable clues about how to reduce injury and illness trends, case duration, and RTW costs. The more comprehensive the information, the more you can use it to make improvements to your program. Performance indicators may be quantitative or qualitative. Quantitative indicators include:

Number of injuries (lost time, no lost time). Types of injuries. Causes of injuries. Costs of injuries. Duration of cases (number of days lost and on benefits or absence from work). Frequency of cases. Percentage of workers that return to work. Cost of RTW (cost-benefit analysis). Number of accommodations that returned workers their pre-injury jobs. Number of workers returned to suitable employment. Number of workers returned to comparable employment. Number of cases referred to the WSIB’s Labour Market Re-entry program. Numbers of cases in dispute or appealed.

Qualitative indicators include:

To what extent the program complies with all legislation. How many RTW plans met their goal. How well the process is working. (e.g. Did the manager or supervisor contact the

worker following the injury or illness? What was the length of time between the injury/illness and the first contact with the worker?)

How satisfied workers are with the program. (e.g. Did the worker feel that the program met their needs?)

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Whether the elements and features of the RTW program meet the needs of the workplace.

This information forms the basis of an evaluation of your program for continuous improvement. You can also use WSIB reports such as account profiles, claim profiles, NEER and CAD7 summary reports, accident cost statements, etc.

Resources

Employee RTW survey template Employer RTW evaluation template RTW Self Assessment Guide Form 2790A www.wsib.on.ca RTW Tracking template

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Return to Work: RTW Program — Promoting the Program

Q22. Does your workplace actively promote the RTW program to workers, managers, supervisors, unions, and health care providers?


Information packages for workplace parties and health care providers.

Developing and distributing an information package or providing information sessions to everyone in the company can be effective ways to promote your RTW program.

An information package can include the following: Benefits of the program for both the employer and workers. An outline of the RTW process, including what the worker can expect during the

process and who to contact during an absence. (Consider including a diagram or workflow showing the steps in the process.)

Information about help that would be provided during a worker’s absence and upon their return to work.

The roles and responsibilities of everyone in the process. Required documentation.

Most organizations provide basic orientation information about their benefits program, and typically a brochure that provides information about the RTW program. Consider a systematic approach that ensures that labour and management will receive information and updates about the RTW program at least annually; this will help to reinforce everyone’s roles and responsibilities and sustain awareness. Supervisors can support the RTW process more effectively if they have access to timely information they could provide immediately to injured or ill workers, such as brochures or packages. Celebrating RTW success and achievements could be part of promoting your program. You should consider:

How often will success be acknowledged? How will you keep track of this? E-mails, meeting minutes, etc.

Who is most likely to influence each audience — top management, supervisor, union representative, physician? Provide positive role models — someone who has credibility with employees and supports return-to-work programs, or someone who has successfully returned injured employees to work

How will this information be shared? Posted in the workplace, at team meetings,

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newsletters, intranet, webinars, e-mail, etc. Externally, the program needs to be communicated to the health care community. They should know that your workplace has a RTW program, and that you will work with them throughout the worker’s recovery to provide work that fits his or her abilities. Studies show that proactive communication with physicians and health care professionals positively influences return to work. An information package for health care providers could include:

A letter reinforcing the benefits of your RTW program; Information about your program’s structure; Functional Abilities Form; Physical Demands Information Form; Job Task Analysis information; Information about your RTW Co-ordinator/Committee.

Service providers and other organizations that may be involved with the RTW process will find it easier to assist and support your RTW activities if they understand the goals, structure and activities of the RTW program.

Resources

Sample letter of agreement with union Sample letter to health professionals Sample workflow of process

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Return to Work: RTW Policies and Procedures

Q23. Do your workplace RTW policies and procedures include roles and responsibilities?


Written RTW policy signed and dated by senior management and labour representatives.

RTW policy is posted or easily accessible to employees (e.g. in the lunch room, on the intranet).

Key roles and responsibilities are included.

A RTW Program Policy statement should do the following: Confirm the company’s commitment to the RTW program. List goals and objectives of the program, such as a reduction in duration by 10%,

or an increase in the number of successful RTW accommodations by 20%. Establish criteria for who is eligible to participate in the program, and when. Identify at what point the RTW program begins for occupational injuries. Address non-occupational injuries/illnesses. Cover everyone, including temporary/contract employees. Define rights and responsibilities for the following:

Injured/ill worker Senior Management/HR Direct Supervisors RTW Co-ordinator Union or worker representatives WSIB Treating health professionals.

Don’t forget to include your workplace’s reporting and re-employment obligations. Your procedures should clearly identify:

What documentation is required and within what time frames (e.g. WSIB forms). Injury/illness investigations (e.g. reports to be completed, JHSC review). Reporting protocol for serious or critical injuries (e.g. MOL/HRSDC, as required

under legislation). A best practice that can help ensure your workplace is meeting its legislative reporting requirements is to explain, step by step, the process of what happens from the time of injury to the time the employee returns to work.

Resources

Safe Workplace Incentive Programs CD-RTW Sample policy 12.1 Sample RTW roles and responsibilities

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Role of the Frontline Supervisor in RTW Sample RTW policy Sample detailed RTW program policy RTW flowchart

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Return to Work: RTW Policies and Procedures — Expectations for Managers and Supervisors

Q24. Do your RTW procedures include expectations that supervisors or managers support workers during the RTW process and include them in RTW planning?


RTW procedures identify supervisor involvement.

Supervisors are trained in disability prevention, communication skills and the principles of ergonomics.

Job descriptions include RTW responsibilities.

Supervisors are important in the RTW process because of their direct proximity to workers and their jobs, and their first-hand knowledge of the workplace. There is increasing evidence that by improving the way frontline supervisors respond to employee’s work related health and safety concerns may substantially reduce injury claims and disability costs. Supervisors trained in ergonomics, safety training and positive and empathetic communication skills can have a significant impact on RTW outcomes. Supervisors can support RTW in the following ways:

Ensure steps are taken to prevent further injury. Make immediate contact with the injured/ill employee (See Q26). Gather and analyze information about:

o The incident investigation; o The nature of the injury; o The progress of the worker’s health recovery; o His or her functional abilities; o Accommodation options; o Any obstacles to RTW; o Clarification of roles and responsibilities and the RTW program.

Obtain the worker’s perspective for RTW plan development, implementation, monitoring and evaluation;

Confirm functional abilities, job analysis, modifications to workplace/job, workplace co-ordination;

Attend or arrange workplace meetings with the employee Make follow-up phone calls; Adjust the accommodation or RTW plan as needed.

Resources

Institute for Work and Health. Seven ‘Principles’ for successful return to work www.iwh.on.ca

Supervisor’s role in RTW Information tip sheet

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Return to Work: Policies and Procedures — Case Management

Q25. Does your workplace take a case management approach to return to work?


Regular meetings are held with all workplace parties.

Internal and external resources are utilized to assist with RTW as required (ergonomists, HR, union reps, EAP, etc.)

Plans are developed after input from all stakeholders.

Case management is a planned and organized approach to achieving an outcome for a worker. It includes key activities such as:

Assessment and prioritizing; Planning and arranging services including referral, consultation, collaboration and

communication with internal and external resources or providers; Following up on and monitoring cases, and adjusting plans as needed; Authorizing approval of referred services.

Case management includes a holistic approach to managing RTW — one that is focused on the employee as a whole, not just their injury or illness. This approach recognizes both personal factors and workplace factors that can influence RTW outcomes.

Case Management should be part of a RTW Program. For case management to be successful, there should a supportive framework that focuses on:

Co-operation to identify and resolve obstacles to a successful RTW; Emphasis on activities vs. forms; Increased communication between all stakeholders; Less blame and more problem solving; Good listening skills; Involving the right people at the right time; Supporting the training and resources needed to effect change; Flexibility; Creativity.

Resources

WSIB New Service Delivery Model www.wsib.on.ca National Case management Network:

www.nationalcasemanagementnetwork.camp9.org

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Return to Work: Policies and Procedures — Responsibilities and Obligations

Q26. Does your workplace have an injury/illness reporting procedure that provides everyone a clear understanding of the duties and responsibilities under the WSIA?


Injury/Illness reporting policy/procedure.

Required forms and timeframes for completion detailed.

Roles and responsibilities included. Flow chart of activities provided.

Workplace parties have requirements and responsibilities under the Workplace Safety and Insurance Act.

Reporting

Employers must report a work-related injury or illness if the worker: Loses time from work; Earns less than regular day’s pay; or Seeks health care treatment.

Workers must report a work-related injury or illness if they:

Received health care; and/or Lost time or wages from work beyond the day of injury/illness; or Continued to work but on partial hours only.

You should keep records of training for both workers and management regarding their responsibilities for reporting work-related injuries and illnesses. Managers and supervisors should know how to access and complete a Form 7 (Report of Injury and Illness), and workers should be aware of how to access and complete a Form 6 (Workers Report of Injury and Disease).

Workplace co-operation

Your workplace’s case management procedure should clearly define the expectations for co-operation (regular contact, etc.) and what the consequences are for failing to co-operate (for both the worker and responsible workplace parties). The workplace parties must co-operate with each other in the return to work process by:

Initiating early contact; Maintaining communication throughout the worker’s recovery and impairment; Working towards identifying and securing a suitable and available job for the

worker; Giving the WSIB all relevant information concerning the worker’s return to work;

and

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Notifying the WSIB of any dispute or disagreement concerning the worker’s return to work.

Re-employment

Section 41 of the Workplace Safety and Insurance Act states an employer is required to offer to re-employ a worker if:

The employer regularly employs 20 or more workers As a result of a work-related injury, the worker is unable to work, and The worker was continuously employed with the accident employer for at least

one year at the time of the injury. NOTE: There are separate policies and regulations that govern the construction industry. These can be found in O. Reg 35/08 Return To Work and Re-Employment — Construction Industry. The WSIB makes the determination of co-operation and re-employment obligations.

Resources

Form 7(0007A) Employers report of Injury/Disease Form 6 (0006A) Workers report of Injury/Disease Sections 21, WSIA Sample injury/illness reporting flow chart Re-employing injured workers in the construction industry-Fact Sheet 0600A www.wsib.on.ca- Return to Work Policies and the Workplace Safety and Insurance

Act WSIA Section 40(1) Return to work Employer WSIA Section 40(2) Return to work- Worker

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Return to Work: Policies and Procedures — Communication

Q27. Do your procedures outline requirements for communication that support early contact?


Confirmation that early contact is made in all cases (within 24 hours), and that attempts were made at personal contact, when feasible.

Records of regularly scheduled meetings or phone contact logs.

Written communication is kept to a minimum.

Early contact and intervention increases the chances of an employee successfully returning to work. It should be supportive and without blame. The main purpose of the first contact is to open the lines of communication and establish the interpersonal relationship between the injured/ill worker, supervisor and the individual managing the RTW. To ensure the lines of communication remain open, your workplace should establish a communication framework. Keeping all workplace parties up-to-date on RTW helps to avoid misunderstandings and helps the injured/ill worker feel connected to the workplace. A communication framework should outline:

How quickly workers should be contacted (within 24 hrs); The type of contact to be made with a worker (face-to-face, telephone, written); When information needs to be communicated (frequency of contact schedule); Who is responsible for maintaining contact; What type of information everyone is entitled to receive; Strict protocols about what is communicated to whom, in order to ensure the

privacy, confidentiality and security of worker information. (PHIPA, FIPPA)

Resources

The seven principles for successful RTW www.iwh.on.ca Workwell sample RTW policy Supervisor’s role in RTW workshop Sample contact log PHIPA- Personal Health Information Protection Act FIPPA- Freedom of Information and Protection of Privacy Act

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Return to Work: RTW Plans

Q28. Does your workplace ensure that RTW plans are individually developed and reflect individual workers’ needs, capabilities and functional abilities information?


Written RTW plans that are flexible and allow for worker input.

RTW plans that include key activities, such as health care treatment, RTW goals, timeframes, etc.

A Return to Work Plan is a written document, developed collaboratively by an employee and his or her supervisor. It outlines what needs to happen and when it will happen in order to help the employee recover and return to work. Other parties, such as a union representative, RTW Co-ordinator, or treating health care professional, may be involved but the key people are the injured worker and the supervisor. Not all cases require a RTW plan. For those situations where the worker is able to return to work within a few days, a formal plan may not be required. However, a follow-up meeting with the injured/ill worker can help to ensure concerns are identified. (Did the worker come back too soon? Is the worker continuing to work through pain because they do not want to be away from work?)

RTW Plan Development

When a RTW plan is required, it should identify the steps, services or activities for RTW and who is responsible for monitoring the plans (e.g. RTW co-ordinator, HR) with input from the workplace parties. RTW plans should anticipate, identify, implement and evaluate job accommodations by:

Using Functional Abilities Forms to monitor the worker’s abilities; Reviewing and considering Physical Demands Information; Keeping in contact with the treating health professional; Considering any personal circumstances that might impact suitable work for the

employee (e.g. child care arrangements, transportation, medications that impair motor skills, cognition, etc.);

Co-ordinating the RTW plan with medical treatments and appointments (e.g. if the employee is going to attend health or medical appointments during working hours, these visits must be co-ordinated with the requirements of the proposed plan);

Considering industrial issues in the worksite (e.g. seniority); Assessing the workload impact on co-workers; Setting milestones for the worker to achieve; Identifying the interventions and resources required to achieve the RTW goal; Identifying non-occupational injuries/illnesses that may affect RTW outcomes;

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Setting goals for the plan.

Resources

Sample RTW plans

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Return to Work: RTW Plans — Goals and Hierarchy

Q29. Does your workplace ensure that RTW plans have clear goals and follow a RTW hierarchy?


RTW plans outline the services, resources and key activities needed to achieve specific RTW goals.

Returning a worker to his or her pre-injury job is always the ultimate goal. To achieve this, your program should allow for a transition from modified work to pre-injury employment. For example, a RTW plan could include participation in physiotherapy as a starting point. The RTW goal should be developed with input and agreement to by the injured/ill worker. Consider when goals are most meaningful to a person? To an organization? Goals are most meaningful when they belong to or are owned by the person or persons that are affected by them. Shifting the ownership of RTW from the organization to including the worker in the planning begins the empowerment of the worker and increases their buy into the RTW process and plan. RTW goals should be identified by following a systematic RTW Hierarchy that lists RTW outcomes in order of their desirability:

1. Pre-injury job (starting point and overall goal). 2. Pre-injury job, accommodated to meet the worker’s abilities. 3. Work comparable in nature and earnings to the pre-injury job (with

accommodation if required). 4. Alternate work (with accommodation if required).

Any modified work created for the worker must be suitable — it must be safe, productive and consistent with the worker’s functional abilities, and, when possible, it must restore the worker’s pre-injury earnings.

Resources

RTW Case Plan Templates RTW Job Offer Letter sample

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Return to Work: RTW Plans — Accommodation

Q30. Does your workplace use job accommodation as a way of bringing workers back to work?


Job analysis and job task analysis has been completed for most jobs.

Functional abilities forms and physical demands information are used to plan accommodations.

Examples of potential or actual suitable job accommodations.

Job accommodation is the process of customizing work to meet the needs of an individual worker with a disability so that he or she can return to work. Accommodation takes into consideration, physical, psychological conditions of the worker, and environmental and organizational factors; the results can be either temporary or permanent. What types of job accommodations are there?

Modifying the job or job activities so the risk of the re-injury is minimized or eliminated. For example, you may eliminate activities that require lifting items over a certain weight if the worker has a back injury.

Ergonomic adjustments, such as raising or lowering the worker’s desk surface or providing a particular type of seating.

Changes to work hours, including graduated hours, flexible or part-time hours, time away for medical appointments.

Providing assistive devices, such as Braille software for visually-impaired workers.

Finding potential accommodations

In order to plan return to work, all parties need to understand exactly what the worker was doing at the time of the injury or illness. Using information from the employee’s job description, his or her Functional Abilities Form, and any pre-injury reviews of you did of the physical demands of the job, you can work together with your employee to identify potential job accommodations that would facilitate an early and safe return to work. Many accommodations cost less than $500. Note that accommodations must not increase health and safety risks for co-workers.

Job Task Analysis

To effectively respond to accommodations, you should collect information on the essential duties or tasks for jobs in your workplace; this is an important part of setting up a RTW program. (“Essential” refers to duties or tasks that are necessary or required for your

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employee to perform his/her job.) Job task analysis includes a detailed examination of

The tasks (performance elements) that make up a job (employee role); The conditions under which they are performed; and What the job requires in terms of aptitudes (potential for achievement), attitudes

(behaviour characteristics), knowledge, skills, and the physical condition of the employee.

Identifying these tasks or duties will allow give you a more complete picture of the demands of specific jobs. It will also help you plan RTW for your injured/ill employees if you can compare the demands of a job to their capabilities or functional abilities. Job task analysis can be completed by anyone in your workplace (such as the RTW co-ordinator) as long as they have received some training and can complete the job task forms. You can also have a job task analysis completed by professionals, such as occupational health nurses or ergonomists. In any case, it is important to involve employees in their own job task analyses, as they are often the most familiar with the demands of their job.

Physical Demands Information

Physical demands information (PDI) is collected post-injury and is used to consider the physical demands of work tasks or a job in relation to a worker’s functional abilities. Don’t confuse this with a physical demands analysis, which lists the physical demands of a job in general. When gathering physical demands information, consider:

Hours worked per day/per week; The essential job duties and demands of the pre-injury job; The essential job duties and demands of alternative, modified or accommodated

work available;

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Any hazards the worker may be exposed to, and any protective equipment required;

The equipment, tools and materials required or handled. The physical demands of a job can be easily analyzed using the WSIB’s Physical Demands Information Form (PDIF), which is available on the WSIB website. A properly completed PDIF provides key information that will:

Help you identify potential risk factors for injuries in a job so you can take appropriate corrective action;

Help facilitate a worker’s early and safe return to work and, by doing so, reduce claim duration;

Help WSIB case managers make more timely entitlement decisions regarding injury compatibility and job suitability.

Ergonomics interventions

In cases where concerns are raised by the employer or worker around the suitability of the physical demands of the job, the WSIB can enlist the services of an ergonomist. A WSIB ergonomist will consider the limitations and precautions for the worker’s area of injury, identify ergonomics issues that may interfere with a safe and sustainable return to work, and recommend solutions if suitable work is not available. This process can be repeated until the worker has returned to work or all ergonomics issues have been addressed.

Resources

Functional Abilities Form (2647A) PDIF (Physical Demands Information Form) 2852A Sample job task analysis Job Accommodation Network www.jan.wvu.edu

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Return to Work: RTW Plans — Monitoring and Evaluating

Q31. Do you have a process to ensure that there is regular monitoring and evaluation of RTW plans?


Specific milestones for following up are included

Input from key stakeholders at various milestones is identified (e.g. worker, supervisor, treating health professional, etc.)

Clear steps have been identified about who should be involved if there are delays or changes to the RTW plan timelines or RTW goals (e.g. WSIB, HR, Union, etc.)

Monitoring RTW plans provides a yardstick you can use to measure an employee’s progress. You should monitor at regular intervals to ensure any difficulties or delays can be managed, or any necessary services required for RTW are provided on a timely basis. Make sure to include a clear definition of what is considered progress (e.g., the employee can work five hours a day by week three, or the worker can assume tasks by week five). When evaluating your plans, it is important to remember that a plan should have a beginning and an end. Don’t forget to determine ahead of time who is responsible for ongoing monitoring, how often progress will be reviewed and evaluated, and how changes in duties, hours our duration will be communicated to key people (e.g. WSIB, insurance providers, etc.).

Resources

Case Plan Discussion Guide Sample RTW Plan Progress Report Sample RTW Contact Log

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Return to Work: Dispute Resolution

Q32. Does your workplace have a RTW dispute resolution process?


dispute resolution process JHSC and/or RTW Committee are

advised of RTW disputes supervisors are skilled in problem

solving techniques

At each step of the RTW process there is the potential for miscommunication and misunderstanding. Disagreements and disputes may occur — for example, about whether an employee is ready to return to work, what benefits should be provided when impairment occurs, what accommodation is required, or what processes should be followed. Having a process to resolve disputes quickly can improve RTW outcomes. After all, the workplace parties are in the best position to resolve their own disagreements, and so should make every attempt to do so. A dispute resolution process should identify required steps, roles and responsibilities, the information required, and the resources available in the workplace. In those cases where a RTW dispute persists, there are WSIB resources that can help. To resolve the dispute, the WSIB could make use of a number of resources, including Return to Work Specialists and Ergonomists. These can help the workplace parties reach consensus on issues, or, for example, make a determination about whether work is suitable or not. In all instances, the workplace parties are encouraged to explore and pursue other return to work opportunities so that the disagreement does not bring the process to a halt.

Resources

RTW Dispute resolution sample procedure Section 122(1) of the Workplace Safety and Insurance Act WSIB Return to Work Draft Policies www.wsib.on.ca Fact sheet 5101A — What does the law say ...about Worker Rights and Obligations

on workplace health and safety? Fact sheet 0770A — Co-operation: A worker’s obligation

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Appendix A — Federally Regulated Workplaces

Canada Labour Code Part II

In Ontario, some workplaces are governed by federal health and safety legislation contained in the Canada Labour Code Part II. There are many similarities between these laws and the provincial ones in the Occupational Health and Safety Act. These differences are identified here.

Workplaces

The Canada Labour Code Part II applies to: Banks Railways, highway and air transport Ferries, tunnels, bridges and canals Telephone and telegraph systems Pipelines Radio and television broadcasting and cable systems Shipping and shipping services Employment in the operation of ships, trains and aircraft Grain elevators licensed by the Canadian Grain Commission, and certain feed mills and feed warehouses, flour mills,

and grain seed cleaning plants Federal public service and persons employed by the public service and about 40 Crown corporations and agencies Indian reserves Exploration and development of petroleum of lands subject to federal jurisdiction

Health and Safety Policy

A written health and safety policy is required in every workplace under the Canada Labour Code Part II under Section 125 (1) (d) (ii).

Committees

Under the Canada Labour Code Part II: Workplaces with fewer than 20 employees require a health and safety representative (Section 136). Workplaces with

20 or more employees require a Work Place Committee (Section 135), and those with 300 or more employees also require a Policy Committee (Section 134). Both committees must have at least two person one from management and one representing workers. There must be a co-chair that chairs the meetings of these committees and minutes must be taken and posted.

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Section 125(1)(z.01) requires that the employer ensure the committee members or representatives receive the prescribed training in health and safety and are informed of their duties

Committees must meet 9 times per year (not counting any emergency meetings). Committees must have written documentation pertaining to their composition, duties and direction.

An employer has 30 days to respond in writing to policy or workplace committee recommendations, Section 125(1)(z.10)

The Canada Labour Code requires the employer to ensure that the workplace committee or health and safety representative inspects each month all or part of the workplace so that every part of the work places is inspected at least once each year. (paragraph 125(1)(z.12))

Resources

Human Resources and Skills Development Canada has an excellent series of pamphlets explaining the requirements of the Canada Labour Code Part II, including these:

Hazard Prevention Program Guide Canada Labour Code, Part II – Overview Pamphlet 2A – Employer and Employee Duties Pamphlet 6A – Policy Health and Safety Committees Pamphlet 6B – Work Place Health and Safety Committees Pamphlet 6C – Health and Safety Representatives Inspection Means Prevention! Workplace Inspections – A Matter of Health and Safety Accident Investigation: A Responsibility to be Taken Seriously! A Guide to the investigation and Reporting of Hazardous Occurrences Hazardous Occurrence Investigation Recording and Reporting

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Appendix B — Considering a Wellness Program

Workplaces that demonstrate a caring attitude for the health and wellness of their employees are more likely to have greater success in preventing and reducing the impacts of injuries and illnesses. The positive effects of regular exercise, good nutrition and personal stress management are well documented. Individual worker factors such as lack of physical conditioning, increased levels of stress or lack of sleep play a part in injuries, illnesses and lost productivity. The interaction between these individual health conditions (over which the worker has some control) and occupational health conditions (over which the employer has less control) has demonstrated that linking your RTW program with a health and wellness program provides benefits not only to the worker, but to the organization as a whole. A wellness program will decrease the likelihood that illnesses will become impairments. Research indicates that workers who are healthy:

Are less likely to incur occupational injuries; Will heal more quickly when injuries occur; Will generally be more productive because they feel better; and Are generally less likely to be absent.

Similarly workplace factors such as workplace conflict, poor labour relations, lack of support, and employer attitudes can all have an impact on an injured or ill worker’s return to work. Promoting access to wellness services could help mitigate many of these challenges. An assessment of your workplace could be conducted to determine the needs of the workplace and what types of services should be provided. The assessment could also measure the level of staff participation and satisfaction with the program. Things to consider for assessment might be:

Demographics: e.g. age, percentage of workers who feel they are overweight, percentage who feel stressed or unhealthy.

Diseases: What types of diseases are predominant in the workplace? Diet and nutrition needs: Are there opportunities for education? Psychosocial/Mental health needs: What is the level of stress in your workplace? Relationships and support/work life: Do people have healthy relationships and are support mechanisms in place?

Resources

The Ministry of Health offers a wealth of information and resources to help companies develop and improve their health and wellness programs. www.mhp.gov.on.ca

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