C o l l i n g w o o d

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C o l l i n g w o o d
Workplace Safety Insurance Board
W
S
I
B

• And Disability Management

Safety Group Meeting February 25, 2004
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SIGNIFICANT VISIONPRECEDS SIGNIFICANT
ACHEIVEMENT.
or
WHEN YOU REALLY MESS UP, YOUD BETTERDEVELOP A
GOOD STRATEGY
537,000 SURCHARGE OUCH!!!
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BUSINESS CASE
SURCHARGE 537,000PROFIT MARGIN
6GROSS SALES REQUIRED 8,950,000
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Collingwood Demographics 2001
Total
193
115
38
28
32
27
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REASONS FOR HIGH COSTS IN 2000

• Growth of plant in 1999 and 2000.
• Policy and systems set up but not yet functioning
  effectively.
• Modified work programs not fully developed.
• Growing pains.
• Cultural change?

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INJURY TRENDS
Number of Reported Injuries Male Female 121
injuries 37 Injuries 96 injuries to employees
with two 27 injuries to employees with two years
or less of service years or less of service
Injured by Department Injury
Cause Conventional cure 61 Male Strain 57 Male F
ormed non-cure 34 Female Strain 19 Female Sync
Cell 44 Male Fall/slip 12 Male Formed
non-cure 9 Male Fall/slip 6 Female Maintenance 6
Male Struck by object 34 Male Big
Ben 4 Male Struck by object 6 Female Struck
against obj. 17 Male Struck against
obj. 3 Female
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REVIEW OF JUNE 2001 NEER STATEMENT
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RUSTY DONT JUMP!!! WERE HERE TO HELP
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HIGH POTENTIAL FOR LARGE REBATE IN 2002
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ACTION PLANS AND STRATEGIES

• Render as many active claims as inactive by
  December 31, 2001.
• Develop effective modified work plans and manage
  i.w.s.
• Medical intervention enhancing prevention.
• Ergonomic changes, job coaching, education of
  workers and managers.
• Communication and team effort.

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NEER COSTS FINANCIAL IMPACT
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PREVENTIONPREVENTIONPREVENTION
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2001

• As of June 30, 2001, actual N.E.E.R. costs are
  30,601.78
• Reasons for Improvement
• Modified work programs better developed and
  managed
• No late filing costs
• The team is challenging claims when appropriate
• Area Managers cooperating in RTW/modified work
  plans
• Non-physical work available (gate monitor job)
• Cost relief being applied for whenever possible
• Medical intervention and job coaching
• Good relationship with WSIB by employer
  consultant employee advocate
• Case Manager position assigned and functioning
• Each claim effectively managed

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WITH CLEAR VISION, SPECIFIC GOALS AND TEAMWORK
YOU CAN TAKE IT TO THE NEXT LEVEL
INVOLVEMENT AND PARTICIPATION CAN
TURNDISINTERESTED PEOPLE INTOCOMMITTED
STAKEHOLDERS
LEADERSHIP IS ACTION . NOT A POSITION
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COLLINGWOOD NEER PERFORMANCE
ONE YEAR LATER OVER 330,000 REBATE NEER
COSTS FOR 2002 114,000NEER COSTS FOR 2003
16,833 PERFORMANCE INDEX OF
0.07TOTAL WSIB REBATES FOR 2003 995,579