How to Remote Work Well

By Lisa Stam and Sherifa Hadi on Posted in Employer Resources, Workplace Policies

There was a time when working away from a brick and mortar office was considered a luxury only afforded to those at the very top of the organizational structure – out of reach for anyone else. Today, all sorts of positions are advertised with a remote working option, in part due to the ever-growing desire amongst today’s workers to have options in their workplace. In an effort to reel in the best and the brightest, many employers in this new economy include remote work into their growing list of workplace perks.

While remote work can be integrated into more workplaces than previously imagined, employers need to be proactive and prepare in advance of any large-scale movement towards offering a remote working option. Here are some tips to help you successfully build a remote working model in your workplace.

Hot Tip 1: Create a Sound Policy

Make sure every employee understands the workplace policy around remote work including which roles are eligible for remote work arrangements and who is eligible to participate. Just because you have a workplace where remote working is an option does not mean that every employee will be entitled to it. In most cases, working remotely will be a luxury and employees should be informed about what they need to do in order to access this option (e.g. demonstrate that they are responsive, self-starters). Also, some roles are not conducive to a remote working option – for example, managers may need to be in the office to support their subordinates – and those ineligible need to be informed

For individuals in federally regulated industries, a recent Canada Labour Code amendment permits employees to request flexible work arrangements after 6 months of continuous employment. The employer can accept the request in its entirety, partially accept the request, or reject the request. The employer can only reject the request in specific circumstances, including if the employer can establish that they wouldn’t be able to provide the employee with sufficient work or if they were unable to reorganize the workplace in such a way that would make the arrangement successful.

Hot Tip 2: Connectivity

It is impossible to work out all of the kinks prior to launching a remote working plan, which is why it might be helpful to see the first few months of the program as a test period. Keep in touch with your employees and note any connectivity or integration issues.

Also, take stock of how you treat your remote employees as compared to the other employees in your organization. Do you find it more difficult to trust their commitment to the organization when you do not see them every day? Look for ways to address this insecurity as feelings of distrust can have detrimental impacts on the success of a remote program. For instance, have a weekly check-in meeting with your remote-staff and your brick and mortar staff about ongoing projects and office happenings. These kinds of meetings will ensure the relationship between employees and your relationship with the team stay intact.

Hot Tip 3: Accountability

Creating a culture of accountability among your remote workers is essential if you hope to have a well functioning remote program. It is important that you make it clear that remote employees must meet the same goals as non-remote employees. This may not be especially difficult given that much of the research around remote work suggests that workers are more productive and, in fact, work more hours when they work remotely (likely because remote workers feel guilty about their arrangement and tend to overcompensate).

Just as you would focus on ensuring the remote employee is aware of their responsibilities, you should spend some time with the supervisor who will be managing the remote employee to ensure they are equipped to handle this transition.

Depending on the company model, it may or may not be appropriate for the remote employee to work flexible or irregular hours so long as they are able to meet their targets. In some instances, this may not be possible, and in those cases you should clearly articulate that the employee must work conventional hours.

Hot Tip 4: Include Facetime

One of the reasons remote working arrangements are so common in the modern workforce is because of the ease by which individuals can communicate. Your teams are likely already skilled in communications such as email or chat, so integrating someone who is not physically in the office may be easier than you think.

This type of communication, however, is not always the most appropriate way of interacting with your employees, so it is important that you continue to engage with remote employees in face-to-face communication as well as over the phone. As you can probably imagine, providing critical feedback is probably best reserved for a conversation over the phone or an in-person meeting. Remember: in most instances, a remote employee will still be able to come into the office occasionally or have a conversation over the phone or via video chat, so be sure to make space for those kinds of communications.

Hot Tip 5: Equipment

Ensuring your remote workers have the proper equipment to do their jobs remotely is an essential part of a remote working program. Some workplaces don’t mind their employees using their personal computers for work, while others find it safer to provide their employees with some equipment. What you are able to offer will depend on the type of equipment your employees need as well as your resources.

Make sure to take down the serial numbers of all the equipment you provide as you will need a way to identify the items you need to recover in the event that the employee leaves the company.

Takeaways

Jason Fried, one of the biggest advocates for remote working arrangements and the co-founder and CEO of Basecamp, once stated that “work doesn’t happen at work” a pithy way of saying that people do not need to be in the workplace in order to create. A trusted employee in your workplace is not doomed to fall prey to distractions simply because they are working from home. In fact, being in a space where they have full control over their environment is likely going to increase happiness and reduce attrition. Not all workers want to work remotely or should work remotely, but some employees well suited to this arrangement will appreciate this offering.

If you have any questions about how to introduce remote working into your organization or would like us to draft a remote working plan, please get in touch.

Know Your Legal Obligations for Co-Op Students

By Lisa Stam and Sherifa Hadi on Posted in Employer Resources, Employment Standards, Health and Safety

Cooperative education programs have become a crucial part of the educational experience as students and institutions recognize that on the job training enhances the overall educational experience. A good co-op can ground a student’s in-class learning by introducing them to practical “real world” problems. If the placement goes well, students may be offered a job with the company or provided a positive reference in their industry! It is no wonder that students flock to this option when it is available.  

What Does an Employer Get Out of It?

Employers stand to benefit the most from co-op placements because they acquire a cost-effective human resource that can support their team during peak periods and offer a fresh perspective. Employers can also claim the Ontario Co-operative Education Tax Credit, which offers the employer a credit of up to $3,000 per student, per work term (on average, work terms are 4 months long). Eligible employers can file a Schedule 550 with their tax return in order to receive the credit.

Legal Requirements for Employers

The Employment Standards Act (ESA) explicitly excludes co-op students, meaning the ESA does not apply to them. A student is only regarded as a co-op student if they are working under a program approved by an educational institution. The ESA describes an approved program as being one of the following:

  • A secondary school student who performs work under a work experience program authorized by the school board that operates the school in which the student is enrolled.
  • An individual who performs work under a program approved by a college of applied arts and technology or a university.
  • An individual who performs work under a program that is approved by a private career college registered under the Private Career Colleges Act, 2005 and that meets such criteria as may be prescribed.

If the student does not fall under one of the categories listed above, then the worker would be categorized as a fixed-term employee. 

Because co-op students are excluded, employers are not required to provide co-op students with the statutory entitlements articulated in the ESA, including minimum wage, vacation pay, breaks and termination pay. If however, an employer’s current co-op student’s contract references ESA entitlements, the employer will be required to provide these entitlements to the student. 

While employers are not required to provide ESA minimum standards to their co-op students, some companies will provide their students with “perks” in an effort to get the best and brightest to join their team. 

Ontario employers who hire co-op students are required to abide by the Ontario Human Rights Code and the Occupational Health and Safety Act with respect to their treatment of these students. For example, employers cannot discriminate against co-op students based on a prohibited ground or ignore the harassment claims they make. 

Takeaways

Remember that a co-op placement may be the first job a student has in their preferred industry, so employers have a responsibility to make the work challenging, to offer the student an opportunity to hone their skills and to provide a meaningful mentorship.  Remember, during the placement, the student is “interviewing” you just as much as you are “interviewing” them, so it is to your benefit to create an environment that they want to come back to.

If you looking for legal counsel regarding your co-op student obligations and/or contracts, get in touch!

Tips for Having a Great (and Responsible) Holiday Party

By Lisa Stam and Sherifa Hadi on Posted in Employer Resources, Health and Safety, Workplace Policies

Holiday parties are a great opportunity for employers to engage with their employees in a relaxed atmosphere. While it is important for everyone to enjoy themselves in the lead up to the holidays, employers should try to strike a balance between having a good time and an atmosphere reminiscent of the kind of antics you would see on NBC’s The Office. With your company holiday party just around the corner, we thought it would be an opportune time to provide you with tips on how to make it a great time for everyone.

1.Managing Alcohol Use

Alcohol service invites the most risk for employers. While employers can decide not to serve alcohol, many employers will provide it simply because it is expected by many party-goers. In order to reduce alcohol-related risks, employers should consider limiting alcohol consumption by offering employees a limited number of drink tickets or having a cash bar rather than an open bar. Hosting the party at an off-site location may help with this as servers can be instructed not to serve alcohol to people who appear intoxicated. Be sure to have alternative transportation options advertised and readily available on the night of the event.

2. Offering Other Drink Options

Not all your employees will drink alcohol, so having other drink options is essential to creating an inclusive environment. Most parties will offer attendees water or soda as alternatives, but it is always impressive to attend an event where non-drinkers have a fancy mocktail as an option. Your non-drinking employees will be impressed and your drinking employees will appreciate having another option once they run out of drink tickets.

Remember, people choose not to drink for a wide variety of reasons, including for health and religious reasons, and it is never appropriate to ask someone why they are not drinking.

3. Curating an Invite List

Some employers will only extend the party invite to certain employees and leave out other essential members of the team (for instance, only inviting the sales team and not support staff). This is never a good idea as it creates unnecessary discord between different members of the team. Some employers reason that they do this in order to avoid having people attend the event out of obligation. This can easily be remedied by informing all employees that the holiday party is entirely optional, so they can send their regrets without fear but still feel included in the festivities.

4. Preventing Harassment and Violence

Employers should remind their employees about the company’s policy on harassment and violence in advance of the holiday party. While the party may take place outside the office and/or work hours, the employer will be responsible for any inappropriate behaviour that takes place at the party, just as they would if the behaviour took place in the office. Employers should be mindful of decorations or activities that may contribute to unwanted or uninvited behaviour or advances,  such as mistletoe or photobooths. Employers should also pay attention to employees with pre-existing workplace disputes as a change in environment and a little liquid courage is sometimes all that is necessary to set things off!  

Employers and managers should also try to set a good example by behaving professionally at the party in the hopes that employees will follow suit.

Final Thoughts

The office holiday party is a time to celebrate the end of the year joyously with the people you likely spend the most time with over the course of the year. While making the party safe and inclusive does take a little more effort, you’ll be better positioned to have fun at these events if you feel like your entire team can truly enjoy it.

SpringLaw would like to wish you very Happy Holidays and a wonderful New Year! Please enjoy the season responsibly.

If you require any legal counsel regarding organizing safe and inclusive workplace events, please get in touch!  

Will Saving Provisions No Longer Save Us?

By Lisa Stam and Hilary Page on Posted in Employer Resources, Employment Standards, HR

Saving provisions are widely used in employment agreements to ensure that even if a decision-maker finds that some aspect of some clause is not enforceable due to the fact that it could possibly, maybe, one day, maybe, sorta violate the Employment Standards Act (ESA), the saving provision will communicate to that judge that this was not the employer’s intention to do so. 

A saving provision did not work for the employer in the recent case of Groves v. UTS Consultants Inc., 2019 ONSC 5605. The contract, in this case, violated a few parts of the ESA and the contract’s saving provision did not do its job of saving! 

ESA Violations in Mr. Groves’ Contract

First off, this case involved the sale of a business. The purchasing company contracted Mr. Groves,  the founder and president of the selling company, to have him continue on with the purchasing company as an employee. Mr. Groves’ employment contract with the purchasing company contained a clause that attempted to waive his years of service with the selling company in the event of a termination from the purchasing company. The court ruled that this provision violated section 9(1) and 65(2) of the ESA, regarding the length of service in the event of the sale of a business and length of service for the purposes of determining entitlement to severance entitlements. 

The court also found that the contract violated section 60 of the ESA because it stated that pay in lieu of notice would be calculated on “base salary only.” Section 60 of the ESA requires that the employer cannot reduce wages or alter any other term or condition during the employee’s notice period. Basing pay in lieu of notice on “base salary only” excludes variable compensation, as well as vacation pay or pension contributions.  

Not Saved by the Saving Provision

The court considered the following saving provision in Mr. Groves’ contract: 

Notwithstanding the foregoing, the Company guarantees that the amounts payable upon termination, without cause, shall not be less than that required under the notice and severance provisions of the Employment Standards Act.

Previously courts have “read up” termination provisions that did not comply with the ESA where the contract also contained a saving provision that communicated the employer’s intention to comply with the ESA. 

In the case of Mr. Groves’ contract, the court declined to do so, stating instead that the employer had sought to contract out of the ESA and that saving provision could not be used to “rewrite the express language in an agreement to cause it to comply.”

Takeaways

Mr. Groves was offered 13 weeks of notice on termination by the purchaser. The court awarded him 24 months! 

This decision draws attention to the need to have extremely carefully crafted employment contracts in order to create certainty around entitlements on termination. Saving provisions will not reliably save poorly drafted provisions.

If you need help getting your contracts in order, get in touch!

So, You’re a Respondent in a Workplace Complaint

By Lisa Stam, Marnie Baizley and Sherifa Hadi on Posted in Discipline, HR

You’ve been asked to meet with HR or People Ops. You may – or may not – be aware of what the meeting is about, but you’re a little rattled. You’re told the company will be conducting an investigation, meaning a matter is being taken seriously. You wonder whether you should go it alone, or talk to a lawyer – someone who can help you navigate an unfamiliar process. 

In short – yes! Speaking with a lawyer is a good idea. Here’s what they can do for you: 

Ensure that you understand the allegations – If you have not been told the allegations made by the complainant(s), or if you have been given only partial information, a lawyer can assist you in obtaining and thoroughly understanding the allegations. You will then be prepared for your interview, and in a better position to give a complete statement of the facts (i.e. your side of the story).

Ensure that policies are being followed – Your workplace likely has a policy addressing how and when workplace investigations will be conducted. Your lawyer will help you understand your rights under the policy and under the law. If the investigator deviates from a process articulated by the policy, a lawyer will assist you in determining whether, when and how to advocate for yourself, to ensure that the process is followed and procedurally fair to you. 

Help you navigate your communications with the investigator – Not all investigators are properly trained, and they can err in a number of ways, including failing to gather all the relevant information, failing to properly document all of the steps in the investigation process, and failing to provide timely communication as the investigation progresses. 

Intervening as a respondent is a delicate process because an investigator’s role is to make important determinations that will affect you. The last thing you want to do is needle the fact-finder. Rather, respondents should be cautious and strategic about each communication with an investigator.

Inform you of the process and help you prepare for it –  Often workplace investigators will not permit lawyers to attend your interview(s) with you (particularly if the investigation is an internal one). Since a workplace investigation is not a police investigation, you don’t have a legal right to have a lawyer present. Instead, a lawyer can help you plan and prepare in advance for your interview(s). They can discuss possible disciplinary actions the employer can take based on your history (i.e. first instance of misconduct vs. a pattern) and the gravity of the allegation(s). They will steer you to the important subject matter. 

Your lawyer can also help you navigate interim measures implemented by your employer and propose how such measures might be modified to feel less punitive (e.g. if your employer places you on a leave for the duration of the investigation).

Ensure the investigator has all the relevant information – The investigator’s determination is only as good as the information they have. Once your lawyer has a clear understanding of the allegations, they can advise you on the type of information to produce to support your response and, if applicable, what witnesses to suggest that the investigator interview.  The investigator may or may not choose to interview your suggested witnesses, but the names are still worth raising, along with your reasons for your suggestions. 

Notably, a lawyer with experience in workplace investigations will help you decide what is relevant and when to draw the line and let the investigator do their job. 

Provide general support and coaching – The process is likely to be an intimidating one, producing all sorts of emotions and you may have trouble staying focussed and concise as a result. Your lawyer will be able to support and advise you on how to navigate this process, advocate for yourself in a concise and strategic manner that does not alienate the investigator, and point you to resources to cope with negative feelings about the investigation. 

Final Thoughts

From a cost standpoint, some lawyers offer unbundled legal services (also known as ‘limited scope’ or ‘discrete task representation’) and pre- or mid-investigation consultations about process are well-suited to that model. One or two consultations are sometimes all that is needed to put a respondent’s mind at ease and get a complete and accurate version of their side of the story on the table. Employment lawyers with expertise in conducting workplace investigations are best suited to help you when you are a party in a workplace investigation. 

SpringLaw’s Marnie Baizley is an employment lawyer and trained workplace investigator (AWI-CH), who regularly advises parties in investigations. Get in touch if you are in need of guidance!  

Power Imbalances and Romance in the Workplace

By Lisa Stam and Hilary Page on Posted in Employer Resources, Harassment, Health and Safety, Intimate Relations in the Workplace, News, Termination of Employment, Workplace Policies

McDonald’s is in the news this week after their Board told their CEO, Steve Easterbrook, to “move on” after learning that he had been engaging in a romantic relationship with an employee. While the relationship was “consensual,” McDonald’s policy forbids managers from having romantic relationships with subordinates – whether they directly supervise them or otherwise. Easterbrook acknowledged that what he had done was against the “values of the company.” 

A similar story broke last week when Congresswoman Katie Hill resigned amid allegations of inappropriate sexual relationships with staffers in her office and on her campaign team. 

So what’s wrong with finding love at the office? In both of these cases, the (main) issue was the imbalance of power. In our post #metoo era the issues inherent in relationships with power imbalances are being taken seriously and acted on. 

Both Hill and Easterbrook were at the top of their respective food chains. They engaged in romantic relationships with those below them on those food chains and with those over whom they held power in the workplace. Whether they were in relationships with those whom they directly supervised or not, there is no question that both Hill and Easterbrook would have had the power to impact their lovers’ trajectory at work – for good or ill – should they have chosen to do so.  

What’s a Power Imbalance?

While both of these news examples are courtesy of our friends to the south, this is an issue that comes up frequently in workplaces all over the world. In Ontario, the Human Rights Code directly addresses the situation of sexual advances made by those in positions of power – check out section 7(3) – enshrining the right to be free from unwanted advances in our law.  The Ontario Occupational Health and Safety Act contains similar language. 

The trouble with engaging in a romantic relationship with someone over whom you hold power is that their consent to such a relationship cannot be truly said to be voluntary. Maybe your secretary is dating you not because she actually digs you, but because she’s afraid (probably fairly) that you’ll fire her or start treating her badly if she rejects you. 

Liability for Employers

Employers who look the other way when the professor starts dating their research assistant or the boss starts dating the janitor risk claims of sexual harassment. Employers have a legal duty to provide a safe workplace and to prevent and address sexual harassment. Passively condoning office relationships where power imbalances exist could be a violation of that duty. 

Takeaways

Preventative policies on this topic are essential. Employers need to be able to rely on clearly established standards of conduct in order to take next steps with employees who may be in violation. Where a romantic relationship exists between a superior and a subordinate, employers should take immediate steps to ensure that conflicts of interest are prevented as much a possible and get legal advice about how to manage the situation. Often situations will be serious enough to require responses like the one taken by McDonald’s. 

If you’d like to discuss how to deal with the romance in your office get in touch! 

Did your employee really mean to retire?

By Lisa Stam and Sherifa Hadi on Posted in Employer Resources, Judicial System, Termination of Employment

You can take it back. The Ontario Court of Appeal has ruled that employees can take back their intention to retire. We have spoken about whether an employee can take back their intention to retire in a previous blog post regarding the Ontario Superior Court decision in English v. Manulife Financial Corporation. This decision was recently overturned by the Ontario Court of Appeal.

2018 Superior Court Decision

English, the 66-year-old employee in this case, provided Manulife, her employer, with a resignation letter after she became aware of their intention to change the computer system. The employer accepted her offer but informed her that she could rescind or reconsider her resignation. On October 11, 2016, less than three weeks after English’s resignation, Manulife announced that it would “suspend the conversion indefinitely.” A couple of weeks later, English informed her employer that she intended to rescind her resignation upon news that the conversion was no longer scheduled. Manulife chose to accept her resignation anyway and ended her employment on December 12, 2016.  English subsequently sued for wrongful dismissal.

The Superior Court found in favour of Manulife on the grounds that English’s notice of retirement was clear and unequivocal and while Manulife could have chosen to rescind her resignation, they were not obligated to do so. The court referred to the basic principles of contract law which state that a contract that has been offered and accepted will be enforced by the courts unless the terms of the contract are ambiguous. 

2019 Court of Appeal Decision

The Court of Appeal disagreed with the motion judge’s finding, deciding instead that English’s retirement letter was not clear and unequivocal; therefore, she was entitled to withdraw it. The court reasoned that at the time English informed Manulife of her intention to resign she also told them she was unsure whether she wanted to resign. Her employer responded by saying that she could change her mind at a later date. Manulife is bound to the assurance it made to English that she could change her mind. For this reason, English’s termination was ruled a wrongful dismissal.

Takeaways

When an employee presents a letter of resignation, you should inquire into the circumstances surrounding their decision, particularly in instances where the resignation is a surprise or otherwise unusual. The lesson to be learned from this is that an employee’s resignation may not be enough to establish that there is a clear and unequivocal intention to resign.  Also, be mindful of the assurances you provide to employees at the time of dismissal as they may be able to rely on these statements later.

Get in touch if you have any questions about employee resignations!

Come On, Let’s Celebrate! Employers’ Obligations to Accommodate Religious Holiday Leaves

By Lisa Stam and Sherifa Hadi on Posted in Employer Resources, Human Rights, Leaves

Canada is touted as a multicultural country and the home of many religious groups, but it is still the case that the two statutory religious holidays in Ontario – Christmas and Good Friday – belong to one faith tradition. If you are a mid to large-sized employer it is very likely that some of your staff will celebrate different holidays and make leave requests at different times of the year. As workplaces become more diverse, employers should be mindful of the Ontario Human Rights Code (the Code) and its prohibition of discrimination on the basis of religion or creed, a protected ground under the Code. Employers should also be aware of the Code obligations regarding religious accommodations. With Diwali coming up, it seems like a great time to review these responsibilities!

The Code and Religious Holidays

Under the Code, employers have an obligation to provide religious accommodations to their employees up to the point of undue hardship. In order to address any potential adverse impact to the employee from the time they take off to celebrate religious holidays, the employer can offer options like special/compassionate paid leave, overtime or compressed work week arrangements. An employer must establish undue hardship in order to circumvent their obligations under the Code. In most cases, meeting the standard for undue hardship would be difficult and an accommodation of the employee’s request would be expected.

What is a Religious Activity?

Many religious traditions have more than one holiday or practice and it can be hard to distinguish which creed-based activities require accommodations in the form of time off from work. Accommodating religious beliefs does not necessarily require employers to offer paid time off for every creed-based activity. Not all religious activity demands time off. For instance, attending the mosque for Eid or the synagogue on Rosh Hashanah is not the same as attending a social event hosted by a religious group. While an employee may or may not ask for paid time off to attend the latter, it is important to keep these distinctions in mind when employees make these requests. 

Time Off Isn’t for Everyone

A final thought to keep in mind is that two employees who belong to the same faith tradition may approach holiday celebrations differently– and that’s okay! Some people don’t feel comfortable taking the day off and others just don’t want to. Employees are going to display different attitudes about their traditional holidays, and it is important that everyone’s perspective is respected. More than anything, employers should endeavour to create an environment where everyone feels comfortable being their entire selves at work and can request time off without fear that they will be viewed as less invested in the business.

Everyone deserves to spend time with their loved ones and enjoy their traditions. Make sure your workplace makes this a priority! 

If you would like to discuss how best to manage the diversity of religious traditions celebrated by your employees, get in touch!

Cast Your Vote…During Working Hours

By Lisa Stam and Sherifa Hadi on Posted in Elections, Employer Resources

Did you make it out to the polls this Thanksgiving weekend for the advanced voting days? Not to worry if you didn’t because there is still time – the Canadian Federal Election is on Monday, October 21, 2019! Voting hours will vary depending on your time-zone but all polls will be open for a 12-hour stretch.

Employee Rights on Election Day

Voting is often described as a person’s “civic duty” so it is no surprise that the legislature considered the importance of having provisions in the Canada Elections Act (the “Act”) that speak to the employee’s right to cast their vote during the workday. 

Section 132(1) of the Act states that an employer must provide their employees with “…three consecutive hours for the purpose of casting his or her vote.” While casting one’s ballot usually only takes a few minutes, employees who do not live near their office may need more time. Employers can decide when to permit their employees to take this designated voting time. Employers cannot deduct an employee’s pay or otherwise penalize an employee for taking time off to vote.    

Final Thoughts

Take a look at the FAQ page of the Elections Canada website for more information about Election Day and different voting options! Having the opportunity to vote is an important part of our democracy, so pay attention to the members of your community who may have a difficult time accessing the polls. Ask your neighbours if they need a ride or would like some support getting to the polls.

And for all you first-time voters (congrats!),  just a note that taking a selfie with your ballot is a violation of the Act! Wait until you get outside and take a photo next to the Elections Canada arrow – the lighting is better there anyway.

Ministry of Labour Inspections

By Lisa Stam and Hilary Page on Posted in Employer Resources, Employment Standards, Health and Safety, Workplace Policies

The Ministry of Labour (MOL or the Ministry) has been busy implementing its Healthy and Safe Ontario Workplaces Strategy. Introduced by the previous Wynne government, the initiative has focused on small Ontario industrial businesses. A small business is one with fewer than 50 workers. 

Occupational Health and Safety Act Inspections

In late August, the Ministry published a report on the results of the inspection initiative. During the period April 1, 2018 to March 31, 2019, the Ministry of Labour visited 3,942 small business workplaces and issued 13,907 orders and requirements under the Occupational Health and Safety Act (OHSA). They also issued 184 stop-work orders. 

MOL inspectors will look into how employers are complying with OHSA including:

  • A health and safety policy and a program to implement the policy
  • Workplace violence and harassment policies and programs
  • Health and safety representative or joint health and safety committee
  • Complying with posting requirements (for example, OHSA, Health and Safety at Work poster)

Inspectors will also check up on what steps employers are taking to protect workers by taking suitable action to identify and control hazards.

Under OHSA, while employers must comply with specific regulations and requirements, they also have a duty to meet the often higher standards of taking all reasonable precautions to protect their workers. 

Employment Standards Act Violations

The MOL also has the power to enforce the Employment Standards Act (ESA) and can even conduct inspections covertly. From April 1, 2018 to March 31, 2019, 22,434 ESA claims were investigated, an increase of 7,500 over the previous fiscal year. The top five violations found during the 2018/2019 investigations were:

  • Payment of Wages
  • Vacation Pay/Vacation Time
  • Termination Pay
  • Public Holiday Pay
  • Overtime Pay

Take Aways

Compliance with the law can seem onerous, especially for small employers who often take more of a casual approach with their workers. However, not complying with the law can cost a small business big bucks in terms of fines or various other orders that require spending money. In some instances, violations of OHSA can even lead to jail time. The minimum standards set by OHSA and the ESA exist to ensure fair and safe working conditions. Employers, disregard them at your peril!

If you are a small business owner who has questions regarding the Healthy and Safe Ontario Workplaces Strategy or OSHA get in touch!

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