Employee and Labour Relations Committee. City Manager Executive Director, Human Resources

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1 Occupational Health and Safety Report End of year, 2010 Date: February 17, 2011 STAFF REPORT ACTION REQUIRED To: From: Wards: Employee and Labour Relations Committee City Manager Executive Director, Human Resources All Reference Number: SUMMARY This report provides information on the status of the City s health and safety system, specifically on activities, priorities and performance during In 2010 compared to 2009, there was a decrease in the number of lost time injuries (3%), a decrease in medical aid only injuries (4.8%) and a decrease in recurrence injuries (13.4%). WSIB invoiced costs for 2010 were $2.53 million lower than in The City has experienced a 35.4% decrease in work-related lost time musculoskeletal disorders (MSDs) since The City s Musculoskeletal Disorder Prevention Policy was rolled out in September 2007 with a three year implementation plan ( ). Bill 168, the Occupational Health and Safety Amendment Act (Violence and Harassment in the Workplace) came into effect on June 15 th, The City's policies and supporting documentation have been updated to reflect legislative amendments. Divisions continue to conduct risk assessments of their work locations and operations to enable full compliance with legislative requirements. RECOMMENDATIONS It is recommended that: 1. the Occupational Health and Safety Report, End of Year 2010 be forwarded to City Council. Staff report for action 2010 OH&S Report 1

2 Financial Impact There are no financial impacts to this report beyond what have already been approved in the current year s budget. DECISION HISTORY At its meeting of February 1, 2 and 3, 2005, City Council approved the recommendation of the Employee and Labour Relations Committee that staff report to Council quarterly on the functioning of the City s health and safety system. This report is an end-of-year report for ISSUE BACKGROUND Continuously improving health and safety performance and a strong health and safety culture continue to be key priorities for the City. This report on the City s health and safety performance is intended to enable the Mayor and Councillors to monitor the City s performance. COMMENTS Injury and Accident Statistics Number of lost time and medical aid injuries and recurrences Information regarding reported work-related injury/illnesses by division, during 2010, is attached in Appendix A. Information is also provided for 2006, 2007, 2008 and Information provided includes: - number of lost time injuries (LTIs): injuries/illnesses that were approved by the WSIB or are awaiting WSIB adjudication, as the employee has lost time from work as a result of a reported workplace injury - number of recurrences: injuries/illnesses that were approved by the WSIB or are awaiting WSIB adjudication, as the employee has lost time as a result of a previously reported workplace injury/illness. No new incident has taken place - number of medical aids: injuries/illnesses that were approved by the WSIB or are awaiting WSIB adjudication, as the employee has sought medical aid but not lost time from work as a result of a reported workplace injury. The number of LTIs decreased by 3% in 2010 relative to Significant decreases were seen in the following categories: Slips, trips, missteps and falls (6.6% decrease) MSDs (6.3% decrease) Transportation incidents (25% decrease) Assaults and violent acts (30% decrease) The number of recurrences decreased by13.4% in 2010 relative to The most significant decrease noted in recurrences arising from earlier slip, trip and fall injuries. Staff report for action 2010 OH&S Report 2

3 The number of medical aids decreased by 4.8% in 2010 relative to There were significant changes in accident experience throughout 2010 in a few divisions, as follows: Emergency Medical Services (EMS) experienced a 14.5% decrease in LTIs, with the most significant decreases occurring in the categories slips, trips and falls; overexertion and repetition (MSDs); exposure to harmful substances/ environments and assaults/violent acts. Toronto Public Health experienced a 30% decrease in LTIs, across all categories of causative events or exposures. Employment and Social Services experienced a 17.6% decrease in LTIs, across all categories of causative events or exposures except slips, trips and falls. Transportation Services experienced a 36% decrease in LTIs, with the most significant decreases in contact with objects and equipment; slips, trips and falls and transportation accidents. Shelter, Support and Housing Administration experienced an increase in reports of infectious illness, in which employees reported symptoms consistent with those of outbreaks, primarily enteric outbreaks, within the shelters. This resulted in an overall increase in LTIs of 76%. Toronto Water experienced a 25.9% increase in LTIs, with the most significant increase being in MSDs. Lost Time Injury (LTI) Frequency LTI frequency represents the number of LTI events (lost time approved by the WSIB or awaiting WSIB adjudication decision) per 200,000 hours worked (100 employee-years). Utilization of the formula for LTI frequency allows for: comparison of the performance of each City division relative to others, comparison of the performance of each City division with its own performance during previous years, and future benchmarking with other organizations that report on LTI frequency. Frequency rates for divisions are reported in Appendix B. This number represents the number of LTIs that occur per 100 employees in a year. It should be noted that in a Division with a small number of staff, a single LTI can result in a high frequency rate. The City s overall LTI frequency for 2010 was 6.01, as compared to 8.05 in 2007, 6.88 in 2008 and 6.61 in Staff report for action 2010 OH&S Report 3

4 Injury and Accident Costs [Overall Costs (all firm numbers) and Invoiced New Firm Costs by Division] Overall costs incurred under all City firm numbers during 2010 are reported in Appendix C. This includes costs that continue from injuries sustained in pre-amalgamation municipalities. Comparable information is also provided for 2006, 2007, 2008 and Total costs for 2010 were $28.4 million, a decrease of $2.5 million from The WSIB Invoiced Costs report identifies all WSIB invoiced costs for the current Toronto by division. Appendix D(i) provides the information for divisions whose costs were less than $100,000. Appendix D(ii) provides the same information for divisions whose costs were greater than $100,000. Information for 2006, 2007, 2008 and 2009 is also provided for comparison purposes. Critical Injuries Occupational health and safety legislation stipulates requirements for reporting fatalities and critical injuries to the MOL. A critical injury is an injury of a serious nature that, (a) places life in jeopardy, (b) produces unconsciousness, (c) results in substantial loss of blood, (d) involves the fracture of a leg or arm but not a finger or toe, (e) involves the amputation of a leg, arm, hand or foot but not a finger or toe, (f) consists of burns to a major portion of the body, or (g) causes the loss of sight in an eye. 25 work-related critical injuries were reported to the MOL in 2010: One work-related fatality occurred during the first quarter of An employee of the Solid Waste Management Division died when the truck he was driving overturned on a northbound ramp to the Don Valley Parkway. 15 fractures were reported, resulting from various activities or causes: o Slips and falls on ice and/or other slippery surfaces o Falls on or from stairs, steps or ladders o During outdoor games with camp participants o Struck by a vehicle o Passenger in a vehicle which overturned Staff report for action 2010 OH&S Report 4

5 7 incidents that potentially placed life in jeopardy were reported: heart attacks, seizures, stroke, injured neck when an employee was struck during a ceiling collapse at a fire one employee sustained a puncture wound to the calf when cutting strapping with a knife (loss of blood) one employee became unconscious after being struck by a hose while tarping a truck Other situations were reported to the MOL where no work related causes were established, including 13 cases in which employees lost consciousness at work and one case where a worker experienced a heart attack at work. MOL Orders/Visits without Orders The MOL issued 40 orders to the City during These orders, ranked by number of orders issued, related to: Asbestos building records and asbestos management programs Mould management Functioning of joint health and safety committees (JHSCs) Communication with JHSCs Worker training regarding hazards Contract management Guarding of equipment Personal protective equipment provision and use Guard rail (1) Work surface (1) Eyewash station (1) Access to area where overhead work performed (1) Hazard communication (1) All orders were complied with. Information with respect to these orders was broadly shared across the organization so that appropriate corrective action could be undertaken where needed. MOL visits that do not result in orders are also tracked. Reports on the issues addressed during these visits and any recommendations or comments received are reviewed by the Occupational Health and Safety Coordinating Committee (OHSCC). It is intended that this information will inform the OHSCC regarding the MOL s priorities and expected employer responses to these priority issues. There were 75 MOL visits to City facilities in 2010 that did not result in orders. Thirtyone of these visits occurred in the context of injury investigation and twenty-eight in Staff report for action 2010 OH&S Report 5

6 response to complaints. Other visits were typically in response to reported infectious disease outbreaks, work refusals or were scheduled as part of a MOL safety blitz. In most cases where no orders were issued, MOL inspectors indicated satisfaction with policies, safe operating procedures, training and existing controls. Health and Safety Initiatives and Activities Occupational health and safety efforts during 2010 continued to focus on the City s key initiatives: Target Zero Continuous Improvement Program: This is a joint union/management initiative with overall goals to: develop a strong health and safety culture at the City, where health and safety is incorporated into all that we do, adopt comprehensive health and safety principles that go beyond compliancebased, commitment to the target of pursuing a Zero-injuries workplace create a self-sustaining Continuous Improvement process within each Division support injury prevention activities of the joint Occupational Health and Safety Coordinating Committee (OHSCC), and enhance a positive labour-management process. Action was initiated on two fronts: a) with all Divisions, and b) with some pilot projects in selected Divisions. a) Actions for all Divisions All Divisions were required to improve their Occupational Health and Safety Culture. Each Division was expected to assess how well they were utilizing their basic safety systems, tools and procedures and take action as necessary to demonstrate ownership and compliance throughout their division. They were also expected to initiate activities around health and safety that demonstrated a changing culture, such as: o Increased regularity of health and safety communications between supervisors and their employees o Ensure health and safety information is posted in all workplaces (Act, JHSC minutes, posters, policies, procedures, etc) o Enhance the level of supervisory investigation of incidents and injuries, ensuring that corrective actions are identified and taken Staff report for action 2010 OH&S Report 6

7 o Incorporate health and safety into the work plans and performance reviews of all management/supervisory staff.place health and safety as an agenda item at all meetings o Communicate lessons learned from accidents and injuries across the division and, where appropriate, forward them to corporate health and safety for communication across the City o Regular review of accident/injury statistics and follow up on identified areas of deficiency, (e.g. insufficient evidence of thorough investigation, no corrective actions identified) o Ensure that joint health and safety committees are supported and are functioning effectively. These actions have contributed to the achievement of some of the key objectives of the Continuous Improvement initiative, including: A raised level of employees awareness around the issue of Occupational Health and Safety. Divisional ownership of their OH & S culture and performance. Improvement in Occupational Health and Safety Performance. o Statistics: Lost Time Incidents, Medical Aids, MOL Orders o Each element of the safety system: reporting, investigating, auditing b)divisional Pilot Projects The purpose of the Divisional pilot projects was to focus efforts and expertise on a specific area or need in the division and create successful changes in safety performance, capability and ownership. Pilot project teams were cross-functional and included front line employees, managers, supervisors, union representatives and safety staff. Teams analyzed current safety performance and capability, identified and prioritized areas for improvement, explored root causes and possible solutions, reached consensus on recommendations and implemented or influenced necessary changes. They addressed a number of different issues related to compliance, equipment, various safety systems and procedures, safety culture and specific injury types and causes. Some examples of joint projects include: - Care Enough to Act program encouraging workers to take responsibility for safety of themselves and others - MSD injury reduction bag weight limits, small tool inventory controls, compressor design changes, design and testing of lifting devices for catch basins and guardrails - Safety culture survey established baseline for measuring safety culture change Staff report for action 2010 OH&S Report 7

8 - Tailgate sessions established routine two-way safety communication for crews - Orientation checklist and training for new and transferred employees - Structured Mentoring program aimed at injury prevention for new employees - Investigation of equipment options to assist with patient transfers - trials of stair chairs and slider boards and recommendations for purchase and training - Safety awareness re-emphasize use of personal protective equipment, seasonal hazards. The current emphasis for the Continuous Improvement initiative is on embedding the practices with established joint health and safety committees in order to ensure sustainability. The OHSCC provides the ongoing oversight. Musculoskeletal Disorder (MSD) Prevention Program Approximately 50% of City injury claims are as a result of MSDs. This affects all divisions. The MSD prevention program was introduced in September 2007 with a three year implementation plan ( ). Implementation included training by city ergonomists in conjunction with other health and safety staff, development of tools for the identification of risk factors and recommended interventions. The City has experienced a 35.4% decrease in the number of lost time MSD injuries since Health and Safety Audit- Phase Two Twelve large operational divisions were selected to participate in Phase two of the health and safety audit. The audit was completed in It focused on hazard identification Staff report for action 2010 OH&S Report 8

9 and control through health and safety standards and procedures and through safety education and training. Results of the audit will be reported to Divisions and the OHSCC in the first quarter of this year. MOL/Workplace Safety and Insurance Board (WSIB) Initiatives The report of the Expert Advisory Panel that conducted a review of Ontario's Occupational Health and Safety Prevention and Enforcement System was released in December 2010, with 46 recommendations made to the Minister of Labour regarding improvement to Ontario's health and safety system. According to the Minister, a new Chief Prevention Officer will ensure effective health and safety services and enforcement at workplaces throughout Ontario. Going forward, the province will determine how best to implement the panel's remaining recommendations. Expert Advisory Panel In January 2010, the MOL appointed Tony Dean as Chair of an Expert Advisory Panel to lead a review of Ontario's OHS Prevention and Enforcement System. Workplace fatalities had raised serious concerns among stakeholders and the public about compliance with legislative and regulatory requirements, enforcement, and the prevention of workplace injuries and fatalities, particularly as they relate to vulnerable workers. The appointed panel included three members each from labour, employers and academia with workplace health and safety expertise. The Panel's consensus report was released in December 2010, with a number of recommended changes to Ontario's OH&S System. According to the MOL, the recommendations balance the need to provide better protection and support for workers with the need to improve resources and compliance supports for the business community (particularly small businesses). Among the 46 recommendations in the report were: Appoint a Chief Prevention Officer, reporting to the Minister of Labour, to coordinate and align prevention system strategies, priorities and programs, and oversee Ontario's Health and Safety Associations. The MOL should assume responsibility for the co-ordination of prevention program delivery. This is currently the responsibility of the Workplace Safety and Insurance Board (WSIB) and other partners. Require mandatory basic health and safety awareness training for all workers and supervisors Improve integration of occupational health and safety training into school and educational programs. Identify and develop mandatory training requirements for high-hazard work, particularly construction work and work at heights. Require mandatory training for workplace health and safety representatives. Expedite the resolution of reprisal complaints under the Occupational Health and Safety Act (OHSA) and improve protection for new workers, youth, recent Staff report for action 2010 OH&S Report 9

10 immigrants and foreign temporary workers through mandatory training, greater availability of multilingual and web-based health and safety resource materials, and the establishment of a committee (appointed under Section 21 of the Occupational Health and Safety Act) to advise the minister on issues related to vulnerable workers. While many of the recommendations in the report have already been addressed at the City, it is possible that future legislative change resulting from these recommendations may impact the City. The report can be accessed at: Human Resources Occupational Health and Safety will continue to monitor legislative outcomes of these recommendations and advise City management of any needed changes to the City's health and safety system. Safe at Work Ontario - Current Initiatives The Ministry of Labour is continuing to conduct proactive inspection blitzes on sectorspecific hazards, which are designed to raise awareness and increase compliance with health and safety legislation. These blitzes are announced in advance and results are reported after they are completed. The next upcoming blitz (February 1-28, 2011) will focus on loading docks in the Industrial and Health Care Sectors WSIB Consultation on Joint Health and Safety Committee (JHSC) Certification Training The City continues to await the outcome of a WSIB consultation on JHSC Certification Training to determine whether any changes to the City s JHSC Certification Program are required. CONTACT Alison Anderson Cindy O Brien Director, Occupational Health and Safety Manager, Occupational Health, Human Resources Safety and Workers Compensation Ph. (416) Human Resources Fax (416) Ph. (416) Fax (416) SIGNATURE Joseph P. Pennachetti City Manager Bruce L. Anderson Executive Director, Human Resources ATTACHMENTS Appendix A Appendix B Staff report for action 2010 OH&S Report 10

11 Appendix C Appendix D(i) Appendix D (ii) Staff report for action 2010 OH&S Report 11