intro

docs/build/html/contracts.html

@@ -106,8 +106,9 @@ present. They typically submit invoices and receive payment through accounts pay
 invoice alone is not sufficient to confirm self-employment status. Proper assessment of the working relationship is essential
 sto ensure accurate classification and compliance with tax and labor regulations.</p>
 </section>
+</section>
 <section id="factors-determining-the-type-of-contract">
-<h3><span class="section-number">4.1.3. </span>Factors Determining the Type of Contract<a class="headerlink" href="#factors-determining-the-type-of-contract" title="Link to this heading">¶</a></h3>
+<h2><span class="section-number">4.2. </span>Factors Determining the Type of Contract<a class="headerlink" href="#factors-determining-the-type-of-contract" title="Link to this heading">¶</a></h2>
 <p>The CRA uses a two-step approach to examine the relationship between the worker and the
 payer for relationships outside the province of Québec. The approach used for relationships
 in the province of Québec will be discussed in a later chapter.</p>
@@ -140,7 +141,8 @@ conclusions may be drawn. When there is no common intent, the CRA will decide if
 answers are more consistent with a contract of service or a contract for service.
 Each of these factors will be discussed in the material and indicators showing whether the
 worker is an employee or self-employed will be provided.</p>
-<p><strong>Control</strong></p>
+<section id="control">
+<h3><span class="section-number">4.2.1. </span>Control<a class="headerlink" href="#control" title="Link to this heading">¶</a></h3>
 <p>One of the key factors in determining a worker’s status is the extent to which the payer has the ability, authority, or
 right to control both what work is performed and how it is carried out. Equally important is the level of independence the
 worker maintains in performing their duties.</p>
@@ -166,7 +168,9 @@ used—that holds the most weight in determining the nature of the working relat
 <li><p>The working relationship between the payer and the worker does not present a degree of continuity, loyalty, security, subordination, or integration.</p></li>
 </ul>
 </div></blockquote>
-<p><strong>Tools and Equipment</strong></p>
+</section>
+<section id="tools-and-equipment">
+<h3><span class="section-number">4.2.2. </span>Tools and Equipment<a class="headerlink" href="#tools-and-equipment" title="Link to this heading">¶</a></h3>
 <p>Ownership of tools and equipment is not a definitive factor in determining the nature of a working relationship or the type
 of contract in place. While self-employed individuals often use their own tools to fulfill contractual obligations—making
 such ownership common in business relationships—this alone does not confirm self-employment. Employees may also be required
@@ -195,7 +199,9 @@ replacement, and insurance, rather than mere ownership itself.</p>
 <li><p>The worker supplies his or her own workspace, is responsible for the costs to maintain it, and does substantial work from that site.</p></li>
 </ul>
 </div></blockquote>
-<p><strong>Subcontracting Work or Hiring Assistants</strong></p>
+</section>
+<section id="subcontracting-work-or-hiring-assistants">
+<h3><span class="section-number">4.2.3. </span>Subcontracting Work or Hiring Assistants<a class="headerlink" href="#subcontracting-work-or-hiring-assistants" title="Link to this heading">¶</a></h3>
 <p>As subcontracting work or hiring assistants can affect a worker’s chance of profit or risk of loss, this can help determine
 the type of business relationship.</p>
 <p>The worker is an employee when:</p>
@@ -212,7 +218,9 @@ the type of business relationship.</p>
 <li><p>They can hire another party to complete the work, without consulting with the payer.</p></li>
 </ul>
 </div></blockquote>
-<p><strong>Financial Risk</strong></p>
+</section>
+<section id="financial-risk">
+<h3><span class="section-number">4.2.4. </span>Financial Risk<a class="headerlink" href="#financial-risk" title="Link to this heading">¶</a></h3>
 <p>When evaluating the nature of a working relationship, the Canada Revenue Agency (CRA) considers whether the individual
 incurs fixed, ongoing costs or unreimbursed expenses. In traditional employee arrangements, employers typically reimburse
 expenses that arise as part of the job—for example, travel or business-related costs.</p>
@@ -238,7 +246,9 @@ relationship, reflecting the independence and financial responsibility character
 <li><p>The worker advertises the services offered.</p></li>
 </ul>
 </div></blockquote>
-<p><strong>Responsibility for Investment and Management</strong></p>
+</section>
+<section id="responsibility-for-investment-and-management">
+<h3><span class="section-number">4.2.5. </span>Responsibility for Investment and Management<a class="headerlink" href="#responsibility-for-investment-and-management" title="Link to this heading">¶</a></h3>
 <p>When assessing whether a business relationship exists, one important indicator is the worker’s financial investment in the
 services they provide. If an individual is required to invest in equipment, materials, or other resources to complete the
 work, this suggests the presence of a contract for service rather than an employment relationship.</p>
@@ -259,7 +269,9 @@ reflect the autonomy and financial risk typically associated with self-employmen
 <li><p>The worker has capital investment, manages his or her staff, hires and pays individuals to help perform the work, and has established a business presence.</p></li>
 </ul>
 </div></blockquote>
-<p><strong>Opportunity for Profit</strong></p>
+</section>
+<section id="opportunity-for-profit">
+<h3><span class="section-number">4.2.6. </span>Opportunity for Profit<a class="headerlink" href="#opportunity-for-profit" title="Link to this heading">¶</a></h3>
 <p>A business relationship is often indicated when a worker has the ability to realize a profit or incur a loss, reflecting their
 control over the financial and operational aspects of the services they provide. Self-employed individuals typically
 negotiate their own rates, choose which contracts to accept, and may take on multiple contracts simultaneously. To fulfill
@@ -291,7 +303,7 @@ relationship.</p>
 </section>
 </section>
 <section id="review-summary">
-<h2><span class="section-number">4.2. </span>Review Summary<a class="headerlink" href="#review-summary" title="Link to this heading">¶</a></h2>
+<h2><span class="section-number">4.3. </span>Review Summary<a class="headerlink" href="#review-summary" title="Link to this heading">¶</a></h2>
 <p>The core purpose of the payroll function within any organization is to ensure employees are compensated accurately and
 punctually, in accordance with all applicable legislation throughout the full annual payroll cycle. This essential function
 supports employee satisfaction, regulatory compliance, and overall operational efficiency.</p>
@@ -332,7 +344,7 @@ considerations include:</p>
 <p>Collectively, these factors guide proper categorization for legal and tax purposes, helping organizations ensure compliance and mitigate potential risk.</p>
 </section>
 <section id="review-questions">
-<h2><span class="section-number">4.3. </span>Review Questions<a class="headerlink" href="#review-questions" title="Link to this heading">¶</a></h2>
+<h2><span class="section-number">4.4. </span>Review Questions<a class="headerlink" href="#review-questions" title="Link to this heading">¶</a></h2>
 <p>What is the primary objective of the payroll department?</p>
 <blockquote>
 <div><p>The primary objective of the payroll department is to pay employees accurately and
@@ -438,11 +450,19 @@ morning at 10:00 to discuss?</em></p>
 <li><a class="reference internal" href="#the-employee-employer-relationship">4.1. The Employee-Employer Relationship</a><ul>
 <li><a class="reference internal" href="#contract-of-service-employment">4.1.1. Contract of Service (Employment)</a></li>
 <li><a class="reference internal" href="#contract-for-service-subcontracting">4.1.2. Contract for Service (Subcontracting)</a></li>
-<li><a class="reference internal" href="#factors-determining-the-type-of-contract">4.1.3. Factors Determining the Type of Contract</a></li>
 </ul>
 </li>
-<li><a class="reference internal" href="#review-summary">4.2. Review Summary</a></li>
-<li><a class="reference internal" href="#review-questions">4.3. Review Questions</a></li>
+<li><a class="reference internal" href="#factors-determining-the-type-of-contract">4.2. Factors Determining the Type of Contract</a><ul>
+<li><a class="reference internal" href="#control">4.2.1. Control</a></li>
+<li><a class="reference internal" href="#tools-and-equipment">4.2.2. Tools and Equipment</a></li>
+<li><a class="reference internal" href="#subcontracting-work-or-hiring-assistants">4.2.3. Subcontracting Work or Hiring Assistants</a></li>
+<li><a class="reference internal" href="#financial-risk">4.2.4. Financial Risk</a></li>
+<li><a class="reference internal" href="#responsibility-for-investment-and-management">4.2.5. Responsibility for Investment and Management</a></li>
+<li><a class="reference internal" href="#opportunity-for-profit">4.2.6. Opportunity for Profit</a></li>
+</ul>
+</li>
+<li><a class="reference internal" href="#review-summary">4.3. Review Summary</a></li>
+<li><a class="reference internal" href="#review-questions">4.4. Review Questions</a></li>
 </ul>
 </li>
 </ul>