About the plan
The WSIB is here to help. Our 2024-2028 Strategic Plan is focused on improving people’s experience, by making it surprisingly simple to work with us:
- It exemplifies our commitment to provide better service, and making things easier and faster for the people we serve.
- It gives us the direction we need to achieve our organizational goals.
- It is a focused plan that identifies our highest priority investments for the next five years.
Mission
To reduce the impact of workplace illness and injury on people and businesses in Ontario.
Vision
Giving you the help you need – better, easier, faster.
Values
Our values reflect our people, our organization and our mission – they are integrated into everything we do.
Accountability
We take ownership and responsibility for our work. We ask questions to help us understand what we need to accomplish, while seeking, providing and acting on feedback so we can continue to do better. When we make mistakes, we make it right.
Collaboration
We are open, honest and helpful in all our interactions. We recognize that our success depends on people with different viewpoints working together for a common goal.
Empathy
We listen actively so that we can understand people's feelings and put ourselves in their shoes, without making assumptions. We respect the diverse backgrounds and perspectives of the people we serve and interact with, and recognize that they may be different from our own.
Integrity
We do what we say we are going to do. We always strive to make the best decisions, follow through on our commitments and tell the truth. When we get it wrong, we admit it.
Priorities
Service experience
Give people the support they need with an enhanced service experience.
Dynamic workforce
Empower an inclusive, diverse and dynamic workforce who reflect Ontario and deliver great service and outcomes.
Financial sustainability
Ensure people get the support and services they need while prudently targeting stable average premium rates.
Objectives and measures
Service experience
Process improvement
Streamline, integrate and automate our processes to make it surprisingly simple for people to work with us.
- Develop an approach to measure burden reduction for employers by 2024, establish baseline and set targets
- Remain at or below the five year rolling average for 3 month durations over the course of the plan
- Identify roadmap for process improvements impacting the people we serve by 2024
Modernize technology
Future-proof our technology systems and services through targeted investments.
- Increase WSIB’s project delivery capacity to $150 million dollars by 2026
- Stabilize, modernize and innovate WSIB IT capabilities with 5 business-critical platforms modernized by 2028
- Improve IT security and technology resiliency posture by remediating top 3 security and disaster recovery risks by 2027
Digital enhancements
Commit a portion of annual administrative spending to make service experiences more convenient and/or accessible to Ontarians where and how they want to reach us.
- Invest a minimum of 0.5% of annual administrative spending in digital enhancements and deliver three improvements per year
- Increase in ease of digital interactions / self-service
- Increase in transactional interactions that take place on digital channels
Dynamic workforce
People
Attract and develop a diverse and engaged workforce with the skills to deliver the future service experience.
- Improve employee engagement to be at or above sector comparators by 2028
- Develop an approach to measure equity, diversity and inclusion by 2024, establish baseline and set targets
- Identify job specific competencies and expected proficiencies for critical roles by 2026. Identify development opportunities by 2028
Service culture
Advance our One WSIB service culture to improve outcomes through collaboration, empowered decision making, and collective accountability.
- Remain at or above the five year rolling average for overall customer satisfaction over the course of the plan
- Develop an approach to measure internal support service experience by 2024, establish baseline and set targets
How and where we work
Optimize WSIB’s physical and digital work arrangements and demonstrate ongoing commitment to sustainable environmental, social and governance practices.
- Report annually to Ontarians about our environmental, social and governance impact
- 90% of WSIB employees belong to an office that meets optimized standard by 2025, and 100% by 2028
- Reduce total occupancycost to achieve 25% savings by 2025 and 50% savings by 2026
- Ensure hybrid work score remains at or above sector comparators throughout the life of the plan
Financial sustainability
Promote health and safety
Commit a portion of WSIB premium revenues to support occupational health and safety programs, partners, and services in Ontario.
- Provide annual funding of approximately 10% of premium revenues
Stable finances
Maintain funding sustainability through rigorous oversight of investments and premiums, and supporting safe and sustainable return to work.
- Maintain a sufficiency ratio within 110-120%
- Remain at or below the five year rolling average for composite durations over the course of the plan
Administrative spend
Use multi-year planning and budgeting to identify opportunities for savings and invest in service experience priorities.
- Identify at least 5 opportunities for cost savings of no less than 15 million dollars in administrative spending to be reallocated to higher priorities each year