Early and Safe Return To Work

1. Early and Safe Return To Work 5 Step Process

2. Setting the Standard • Build a business case (How much is it costing you?) • Secure Sr. Management Commitment, Support & Leadership (Let them know what the current costs are and what the future costs will be, include LMR, NEER/MAP costs etc) • Explain the current practice in other organizations. (Use examples of good performers, rebates and bad performers, surcharge) • Provide examples of cost savings with an existing claim. • Provide the Solution – Early and Safe Return To Work Program.

3. Early and Safe Return To Work Policy EARLY AND SAFE RETURN TO WORK REHABILITATION PROGRAM POLICY STATEMENT The Yee Hong Centre is committed to developing and maintaining a safe and healthy environment for its employees. In keeping with this goal, it is the policy of YHC to make every reasonable effort to provide suitable and/or alternative, employment to an employee unable to perform the essential duties of their pre injury job as a result of an injury or illness. This accommodation is known as an Early and Safe Return to Work Rehabilitation Program. Each department will be responsible for accommodating any employee unable to perform their regular duties in an Early and Safe Return to Work Rehabilitation Program. During the process of accommodation, work shall be accommodated as prescribed by the treating health professional. This accommodation process shall consider many variables such as the hours of work prescribed, duties assigned, shift, and duration of accommodation to name a few. Each worker presents their own unique circumstances in terms of accommodation, and accordingly the scope of such accommodation will be discussed with the employee prior to their return to work. The Company shall only accommodate an injured worker when it is safe and prudent to do so, and under terms where it can monitor the safety & health of the employee. Please note accommodations that involve the Board in alternative arrangements require the input Human Resources.

4. Communicating The Policy • Newsletters • JHSC Meetings • Post on H&S Board • Attach to Payroll Stub • Develop an ESRTW Brochure

5. Communication • Provide a copy to all Supervisors/Managers • Supervisors will inform their staff by giving them a copy and answering questions. • Supervisors will announce the upcoming training dates for all staff.

6. Comcare Health ServicesEarly and Safe Return to Work Training Program Susan McIntyre National Director Occupational Health and Safety

7. Training • Reviewed and revised the education package • Identified the groups to be educated/trained on the Early and Safe Return to Work Program • Developed a presentation for all Business Unit and Department Leaders (Supervisors, Managers, Directors and Executive) • Developed a presentation for all employees on Reporting of all Workplace Injuries • Delivered the education session to all Ontario Business Units and Corporate Departments

9. Training • How did we involve our people? • Introduction of Early and Safe Return to Work Program to the Executive Team • Education of all employees • Education session for Supervisors, Directors, Managers • Identified Return to Work Facilitator for each Business Unit

10. Training • What preparation and methods were used to communicate and educate the program? • Interactive multi-media presentation, workbooks • Create awareness, reporting all workplace injuries, posters, in-home charts, pay stubs, promotional items

11. Training Early and Safe Return to Work Program Tools • Orientation Presentation Early and Safe Return to Work • Presentation on Reporting of all Workplace Injuries • Employee Information Package • Supervisor Claims Management Package • Early and Safe Return to Work Training Manual • Early and Safe Return to Work Program Manual

12. Training Indicators • Types of incidents • Type of Incidents by discipline • Length of Employment at Time of Injury • Pre-injury hours at time of injury • LTI frequency and severity

13. Evaluate • Monitoring Health and Safety statistics/indicators • Monitoring our claim costs • Formalized feedback through evaluation of our training sessions • Development of a Frequently Asked Questions forum

14. Evaluate Where are we now on the plan? • All Ontario Business Units have been educated on the Early and Safe Return to Work Process • Each business unit has a Return to Work Facilitator • Evaluation forms to be issued to the Ontario Business Units • Roll out of the Early and Safe Return to Work Program to the other Provinces

15. Acknowledging Success • Success can be determined by regular reviews of the indicators or measurement tools used by employers • Indicators/Statistics may include: • Types of incidents • Types of incidents by discipline • Length of employment at the time of injury • Duration and cost of time lost by injury type

16. Acknowledging Success • Indicators: • Percentage of lost time • Average time to RTW by outcome (e.g. – regular, temporary or permanent accommodation) • Reoccurrence rate • Cost of ESRTW programs vs WSIB claim costs

17. Improvements can be measured by any positive changes in the indicators that are used by your organization • By meeting goals or targets set by the organization (e.g. reduction of LTI by providing regular training/education, equipment/supplies) • Satisfaction surveys conducted with workers who have participated in the ESRTW program • Reducing the length of time a worker is away from work, increases their connection to the employer and provides a positive outcome for the worker and the employer. • Communicate success to all staff!

18. Acknowledging Success

19. Modified Work Program Includes: Modified Hours of Work & Modified Duties

20. When an employee is injured while at work, the regular accident/injury investigation process is initiated and a Form 7 is submitted to WSIB. If the employee is unable to return to regular duties for their next scheduled shift after the accident/injury, a Modified Work Program should be initiated.

21. Modified Hours of Work Changing an employees regularly scheduled work hours to accommodate their physical limitations regarding number of consecutive hours they can work Modified Duties Modifying an employees regular duties to accommodate their physical limitations regarding the types of duties they are scheduled to perform (as per the functional abilities form)

22. Modified Hours of Work A Modified Hours of Work program can usually be created for an employee without creating additional expenses for the organization. Shifts can be shortened to ensure that an employees tolerance levels for consecutive hours worked are adhered to.

23. Modified Work A Modified Work program can be difficult to create without incurring additional expenses for the organization. Depending on the organization, a modified work program can involve moving an employee from one position to another, while at another organization, a new position must be developed or created.

24. Some of the identified difficulties with the implementation of a Modified Work program • All the front-line staff positions are the same and are required to provide a wide range of personal support services • Organizations are funded on the basis of providing a certain number of service hours (the budget is not flexible enough to pay the injured employee and their replacement) • Administrative duties are completed by dedicated staff with specific skill sets and training • Employee may have travel restrictions if the modified work is available at another work site

25. Despite these identified difficulties, we know there are a number of employers who are able to create modified work programs without affecting their budgets or other significant operational difficulties. Let us take ten or fifteen minutes to brainstorm ideas on how a Modified Work program can be successfully developed and implemented. How can some of the identified difficulties be overcome.

26. BrainstormingLets get all the suggestions out and recorded. Please do not hesitate to share your ideas!

27. Thank you!