How to Improve Safety Outcomes? Partner with Risk Management

I’ll do some brief introductions of Sean and Jim. So we have Jim Merrick and Sean Salvis. Jim is the director of sales for risk solutions at Origami Risk. He’s an accomplished sales leader in the technology and software industry with a background in IT services and analytics. And Sean Salvis is a senior market strategy lead at Origami Risk, and he’s a senior market strategy lead. He has nearly fifteen years of leadership experience in the EHS and related technology. So maybe tell us a bit about yourselves. And with that, you guys take it away. Yep. Jamie, thanks very much. And and to everyone who’s joined, I appreciate you guys spending part of your afternoon with us. As Jamie mentioned, lead new business for Origami. We we focus on not only environmental health and safety, but, part of my background is also related to our risk and insurance offerings, which is, certainly prevalent today as we discuss how to partner between safety and risk management. And then, in my career prior to software, in the military, actually often spent time as a safety officer manager. So understand the challenges of establishing a strong safety culture within the field and have certainly done my fair share of paper based audits and inspections. So I feel the pain if anyone’s still dealing with that type of environment. But, Sean, you wanna tell us a little bit more about yourself? Yeah. Thanks, Jim. So, as Jamie alluded to, senior market strategy here at Origami Risk. So I deal with the, really, the vision of our company where we’re going in terms of the EHS space. But, previously, I’m actually a SME just like many of you. Right? I came from the safety space, industrial engineer by trade and, and through education, but also spent a lot of time both in government like Jim’s. Actually did a lot of civilian work for all four branches of the military, and also got into the public sector working for companies like Honeywell and Intel, like semiconductor space. And then, you know, last ten years really spending towards software and taking those best practices I’ve seen in the field and translate that into value for our clients and our and our customers. So, safety is in my veins. I will tell you that. I get really excited about talking about the safety space as many of you do. I I hold it dear to my heart, and I really wanna ensure people are are thinking about best practices and thinking about continuous improvement when it comes to EHS initiatives. So, we can move over to the next slide. Yep. Thanks, Sean. And so the reason that we’re in particular discussing the partnership between safety and risk management, and and, Emily, if you could go to the next slide for us, is that, you know, with Origami, because we not only focus on the environmental health and safety aspects of of solutions within the marketplace, but we also see, what we can provide and what others provide from a risk management information system, we find that many of our customers are uniquely positioned to share with us challenges, best practices, and and most importantly, like, the lessons learned from, the lack of a partnership. And then once they can bring those two departments and functionalities together, how can they not only just achieve their basic goals, but continually, you know, progress their enterprise forward and, you know, understand what’s going on, make decisions, and then assess the effectiveness of those decisions. And so we wanted to share some of those insights with you guys today and then hopefully generate some good discussion and get some questions from the audience. Maybe Emily’s got a a glitch. Emily, are you, are you there? Yeah. I’m here. Can you see the poll slide? No. We’re still on the first slide. Okay. Give me one second. I apologize for the issue. Yeah. That’s alright. Gonna try over here. And while Emily is bringing that up, we wanted to start out with a poll, and we’ve we do this very intentionally. And there it is. We every time Sean and I meet with a group, whether it’s risk managers, whether it’s safety professionals like we did a month or so ago at ASSP, we like to ask, like, what does that relationship look today? So, we’d appreciate if you guys took the opportunity to respond to the poll, believe we’ll have the opportunity to show the results. But when we talk to not only our clients, but also just other organizations out in the space trying to figure out what do I do, how do I partner better, etcetera, it it’s clear to us that there is a varying degree of success in that regard, and not everyone works as closely with their risk team members as others do. So we wanna understand, is it, hey. It’s none at all. It’s I do it all the time. And if the answer is number one for you, I will tell you, have no fear. You’re not alone. There’s certainly others in the space who, are in the same shoes, and it’s not their fault. They’re just continually trying to understand how they can make their enterprise better. And if you are somewhere between two, three, or particularly even four, congratulations. You are ahead of a lot of your peers. But you probably got to this point by understanding that you could be happy but never satisfied. You always wanna continually improve. So, hopefully, you’ll still get something out of today. But are we actually able to show the results of the poll? What do we’ve got? Yeah. Get your answers in. A lot of people haven’t voted yet, so they’ll keep coming in. We can people can keep answering, I guess, as we go. We’ll display it up again if you like. Alright. Do we wanna give everyone a quick five more seconds, and we’ll cut it off, Jamie, and take a look at the results? Yep. Sounds good. Are you able to see the results yourself, Jim, on the screen there on a different monitor or no? In the platform? Yeah. No. I am Sean, go ahead if you could see that. I can definitely I’m actually seeing some good results, favorable results, actually. It looks like forty eight percent, twelve responses on the same team, so that’s that’s great. Great to hear that. Surprise, quite frankly, in a good way that we’re seeing that high. And then good as well that we have zero responses for we don’t talk to each other. So the silo approach, definitely, that we we don’t wanna see that, but, you know, it’s it’s good to hear that maturity. You know, people are really moving towards that integrated approach. And, you know, that’s interesting because, Sean, when we had a similar discussion with a group of folks in person at ASSP, I’d say about a third of the room answered number one. Now those hands were maybe a little bit slower to go up, understandably, as they saw others immediately say, no. We’re we’re number four here. But, again, it’s okay if you’re in that spot or you’re still along the journey. So if we could go to the next slide. Alright. Well, let’s start with, sounds like most people understand. But, Sean, can you kinda give us, like, a a very high level overview of why it makes sense for safety leaders to partner with risk management to start with? Yeah. Sure, Jim. So really working with your risk and your claims management, we talk about the risk side of the business. It at the end of the day, it’s better data. Right? You’re getting better data. You’re getting better, more informed decision making because of those insights. And what it’s gonna do is really supercharge your safety program. That’s the real benefit to this. I’ll give you a couple examples because, you know, we’re safety people. Right? So we we like to talk in the safety terms and, you know, quite frankly, may not talk as much in the space of claims management as much. But one of the most basic ones is when you talk about OSHA recordables. Right? So having deeper insights into the actual cause, but the financial impact of those claims, that’s really, really good information to have to be better and, again, continuous improvement moving forward. So how does that affect you directly, right, the safety professional? Really, the main goal, as you all know, is keep people safe, send them home safely. Right? So equipping your team with this financial impact information for your programs, it’s gonna get you more executive buy in. Right? It’s gonna get you additional resources, better chance to get more investment into proactive safety initiatives you may have planned. Ultimately, it’s gonna prevent more incidents and injuries and also impact the livelihood of your workers in a positive way by having those insights. The other thing too, right, when it comes to the bottom line, right, you wanna have some incentive too. Right? So the other thing I’ve seen in my experience as well and many of you have probably seen is there’s likely gonna be some type of reward or monetary benefit that’s gonna affect you as well. Right? So a lot of the bonuses we see, the structure for benchmarking for different companies are often tied to reduction in OSHA rates. Right? But it can also be other sticky metrics. So things that you will get from your risk managers, your claims departments, that’s gonna help inform and give you more leverage in a lot of ways to really ensure you get the most amount of investment as possible for your safety programs. Then kind of getting to the overall total worker health perspective, right, at the end of the we wanna be good stewards. So having your happy and healthy workers from both departments working together towards that shared initiative, it’s gonna lead to better efficiency, productivity, and really better business overall. So that’s just kind of an example, of what we typically see. There’s many of them out there beyond just OSHA rates and and other metrics, and I’m happy to talk about some of those as we get to the q and a section as well. So we can go to the next slide and get into some of the actual benefits. So this is getting into some of the benefits of working across your risk and safety claims team. So I talked about those shared insights that really are effective. What I also wanna get into too is talking about the benefits to risk managers and why they wanna partner with you, the safety person. Right? So, again, good safety programs, it’s gonna allow you to get deeper insights into things like root causes. It’s gonna enable you to have better preventative actions in place and really mitigate future risks. Right? So if you think about enterprise risk and overall risk to the organization from a claims perspective, it’s just gonna give you better datasets to start from. Ultimately, reducing your incidents, your injuries, and your severe injuries likely. And, also, the benefit to risk managers is that you’re able to see fewer and less severe claims in this case as well. And, also, at the end of the day, reduction in cost. Right? So having all this in place, you’re gonna see a low a lower total cost of risk overall and reduction in cost across the organization. And, getting to the investment piece. Right? The more data you have in place, the better safety programs you have as well in place, the better you can have to leverage a negotiation strategy with your insurance renewals. That’s gonna lead to lower premiums, and also lower claims costs and lower premiums reduce the overall total cost of risk or TCORE. So let me give you an example next on a typical fire event. Right? So we hear fire safety is a big thing, right, in the safety world, but a fire event, where does this really kind of come full circle? Where is their touch points, connection points in terms of where risk comes in play? Where does safety come in play? Where do these other groups in within the org come in play, and how does that affect them? So if we look at this chart right here, you can kinda see that there is a lot of impacts that this will deal with. Right? So if you talk about a fire, it’s obviously gonna affect both risk and safety teams. But, also, if you look at from an org level, you’re gonna start getting into things around negative media coverage. Right? The news will tell you about what’s happening. Employee injuries, obviously, from a safety perspective. Litigation issues. Right? If you’re being fined from a fire itself, that could lead to exposures and a public health emergency as well. You get into increase in insurance. This is where risk comes in play again. Right? Risk in terms of your premiums. You get into operational issues. Right? So if you have a fire, for example, you’re gonna potentially lead to productivity being shut down. You might have operations delayed. You might have to shut down the entire plant. That’s gonna cause issues for your bottom line as well. And also, most importantly, beyond just the sick that you’re in people, regulatory citations and fines. No one wants to be the person that got the EPA fine and is posted all across the world. So you can see really the connection points here. This is why it’s so important to not be silenced. This is why it’s exciting and really positive to see the results from that poll where you are working in the same team because you will have better visibility into these issues, especially something bad does happen like a fire event. What this does is it’s gonna get away from isolation. Right? You don’t wanna do things in a silo. Having this critical information in place for everyone to see allows you to take action quicker, and, also, sharing that data allows you to be more transparent and help mitigate future events from happening as well. So we can go next and talk about some of the partnership perspectives. So, Jim, do you mind talking or mind asking me about the of this partner perspective? Yeah. I mean, like, if we know why it’s important, Sean, like, that that’s one thing, but the how is a lot more different. All organizations have different, reporting structures, challenges, maybe barriers to make things work. So, you know, what do you see are the most effective ways that people can partner? Yeah. So I’ll I’ll address this, and we can get into a little bit more detail into some of the very specific examples that I’ve seen in manufacturing facilities, for example. But we’ll start at a little higher level here. And, really, it sounds simple, but having that conversation. Right? That’s that’s a lot of times what it comes down to. Now it is difficult at times, right, of getting the right person in the room to talk to them, but, I’ll give you a few examples that might resonate with you. But I’ve seen some of the best partnerships happening from building it over time. Right? Building that relationship over time. It can be as simple as just going to have lunch with someone, having a beer with someone. But I would say from a pure workplace perspective, if you’re in the day to day activities and operations, I’ve seen embedding these into your meeting structure as one of the main benefits. Right? So I can tell you back when I used to do this, I would include them in weekly incident reviews. Right? If there was lessons learned sessions that were going over a critical event, bring in those parties to talk about how do we get better moving forward. The other thing I would say too is having if you have the structure in place, and this, again, depends on your maturity journey, but if you have a safety committee in place, if you are adhering to ISO forty five thousand one, fourteen thousand one for environment, you will have a lot of these continuous improvement plans in place. You will likely have that structure in place to have those conversations. So I feel like that’s a really good way to get them embedded. It’s allowed everyone to have their thoughts on the table, and having multiple voices in the room, it’s glad you had better decision making as well. And one thing I would say too is, you know, this could be as simple as doing a, you know, peer to peer assessment. Right? If you wanna maybe you know, I think about ergonomics. Right? I came from the ergonomics space. I used to bring in leadership from risk, from other, you know, workers’ comp groups to come in and evaluate maybe a really high ergonomic risk. I would have them shadow and see how can we improve this. Let’s keep eyes on this too if it does go into a bad direction based on any kind of controls we’re putting in place. But it just gives more visibility. Right? It allows them to see what’s really happening on the shop floor and allows you to have those deeper conversations. And at the end of the day, right, they’re gonna be providing this to the other departments if it is indeed a high risk and it needs attention. So that’s the good part about that piece. And, yeah, you talk about risk directly. Right? At the end of the day, it’s gonna lower that frequency and severity claims, right, if you have that deeper visibility. And, also, I would say on top of that, again, bringing in the integration, lowering those silos, and having that partnership, getting to that single source of truth of what’s really happening in the shop floor. It’s really key to this. We can go on to the next section. Yep. So, Sean, like, a lot of that stuff is really, really great, but we know that there’s real world requirements of the job and, like, everything’s in context. So what does right look like to you? Yeah. So great question, Jim. I will say that there’s a few approaches here, and we’ll start just at the high level on technology. Right? Having the right technology in place, that fits you, that fits your departments and your organization is key to this and really aiding collaboration. Let’s let’s just keep that in the side table. I’ll get back to this right after I give you a few in the field examples, but keep that in mind. Technology plays a key to this, really, integration and getting people harmonized and process to harmonize in many ways. What I will tell you is a few direct examples from my experience that I’ve seen in terms of incorporating this in the real world, and I’ll start with a large manufacturing aerospace plant that I used to work at. And they were tying, obviously, the risk teams, but safety, operational, as well as quality risk as well. Right? So what they were doing is they were tying their best practices and management systems and having a heavy reliance on operational risk quality as well as process safety to enhance productivity goals. So the shared vision there, it’s gonna obviously, having lower injuries leading to better productivity, but the harmonization was really powerful there. Standard operation procedures were put in place there to integrate these processes. And, really, what you’re doing is getting inputs from different stakeholders. That could be your corporate auditing, your risk function, getting metrics from customer feedback when it comes to quality concerns, getting into contractor supplier concerns and risk, engineering teams, fire safety, building code, as well as security. So all these groups can even be part of the overall risk management hierarchy being embedded into the overall standard operating procedures of the business. That’s leading to great success. What I will say is a very direct example of this is when you talk about management of change processes, you’re not just having the safety people in the room in these conversations. When there is a big change to an org, a big piece of machinery brought on-site, everyone from the org got together, talked it through, and put in their feedback of what risk they saw, what they think is best to either approve or reject that request, and then ultimately making the best decision for the business from a safety and risk perspective. Let me give you another example. This is more on the, again, bringing in risks into the equation with safety, but also from, again, quality. Right? So, from a large toy manufacturer, I won’t may mention names here, but some of my experience back in the day when I was first getting into industrial engineering, we were tying risk with quality as well as defects and ergonomics. So this, again, is bringing in that risk perspective of how is the design of this workstation gonna affect the potential claims and injuries and severe injuries that come out of it because of the design of that, looking at things like failure mode and effects analysis, bringing in those processes, and tying in those to ensure a properly designed conveyor system, ensuring proper ergonomics, but also making sure that defects are lowered at the same time. So that was a really interesting example I saw with that connection. The last example I’ll give you is semiconductor, another area that I spent a lot of time in. And this was the safety side as well as risk, but also looking at from more of a social and reputational risk perspective. So this is where you really start getting to terms like ESG and corporate stewardship and really thinking about the business and its impact on the globe. And, really, we talked about the media coverage and all that from previous fire events. This is getting into overall risk from your vendors and everything else that goes along with it. This was a really interesting area that I saw because they were looking at things like processed chemicals, but embedded that into exposures with their employees, looking at those claims that came out of it, but looking at even things like all the violations and notices and things that think that would come out of that from any kind of spills or potential spills. What this is doing is really getting into things like enterprise risk as well and looking at safety as a component of the overall risk profile. So really interesting take there. Again, this was like the other examples I gave, they were linking productivity as well to this, but also things like ergonomic risk and safety into the picture as well. And I promise we get to the technology piece. I wanna come back to that because those are just some in the field examples. But when it comes to the technology component of this, having all these groups work together in a single source of truth is really key. Right? So having holistic visualizations of risk using real time data streams and insights, it enables efficient mitigation actions. What it’s doing is allowing firm wide commitment to this approach and effective harmonization of your people, your process, and the overall of your technologies. It’s really key to this. The other thing I’ll say is that the claims piece specifically, we talk about risk and safety. The claims piece and the information from that, it really is providing an indicator of whether state programs are actually reducing injuries in the job. Ehs data in this case is bolstering a risk manager’s insurance renewal process and also potentially lowering the total cost of risk through better negotiation. It can also demonstrate compliance with a wide range of workplace regulations, and the compliance data itself can also provide prioritization and adjustments in your safety strategy. So just kinda getting back to that full circle technology with the people, process, and technologies, and then we can actually move on to the next section. And I will like to start a poll and kind of get into really asking all of you in terms of technology itself. Are you leveraging, how are you leveraging technology to manage risk and safety programs? So you’ll see a few questions there. I’d like to get some results, and we’ll give you a minute to answer that. And we’ll see what kind of results we have here. And in case you don’t know, just the poll is on the right hand side of the the platform under polls, then you can get in there and answer your answer the questions. Starting to see them come in right now. Alright. So we got a few we’ll give it another thirty seconds or so to get a few more responses. See, this is a this is a really interesting this is great that we’re seeing some differences here just from seeing so far. I know we don’t have too many responses yet, but we’re seeing software for both as fifty percent right now, which is really interesting. So that’s really interesting. I mean, I feel like it’s almost from the ASSP event we were at previously, we were seeing a little difference here, but seeing both is really interesting. I didn’t looks like zero percent for yeah. We have risk software, but not safety software. So, yeah, see, it’s mostly c and d. So, yeah, interesting. We have a few that don’t have software for either. That’s still there, but the most is for software for both. So interesting. Alright. Thank you. So we’ll move on to the next section. I wanna give you a, a kind of a real world example again, looking at from the technology perspective and also really the workflow of how this works in practice. So assuming you have these pieces in place, this is really illustrating through the instant reporting process supported by technology and workflow. That’s what you see right here. So in this case, when an incident occurs, kicks off a series of events, and they can flow through multiple departments as you can see right here. Now from the incident intake perspective, that information is routed a couple of directions that’s seen here. So the green route I’ll direct you to, that’s the claims team, and that can create the claim, add any necessary data of the files, submit it to TPA in this case, and then track it all the way through to closures. That’s the main goal of the claims piece in the risk side of the business. But, really, the interesting piece here is where Sikhi comes in. It’s us. That’s where we come and play. Right? And what ends up happening here is that if you look at the blue safety track, the safety team receives the same information you got from claims, but they’re also selling that record with additional actions. So you can assign that team to conduct an investigation. Those finance can drive corrective actions and assign tasks into their teams as well. And just like the same risk workflow, all that information is managed essentially with learning analysis and reporting. And the real goal here is to report an instance in the real time and manage lost time in here to your OSHA reporting requirements and, most importantly, push towards a safer work environment. Now the good news about this is that platforms like ours, they do allow organizations to become proactive of all this information. Findings from the investigation that your teams are doing, you can be funneled back to the audit or the inspection program, and, also, corrective actions can be created within the system to have staff get back into and complete them and inspect or update the audit for future use. So companies can take this lagging indicator information and act upon them accurately and efficiently. So, again, this is showing the, really, the single source of truth approach, allowing your sick teams to stay focused on the root causes, the natures of the the incidents, and those related items while the risk teams could focus on their claims data and their total cost of risk. I just wanna show you kind of the the full picture right there. Alright. So moving on to the next section right here. I’m gonna give you a couple more examples in terms of collaboration, and these are actually examples from some of our client base of what they’re doing, what they’ve done over the several years. Right? But here’s the first example. In this case, this company was using robust reporting on the claims and incidents by the risk department that essentially allowed them to identify trends and incident type and frequency over time. And in this example, an uptick in hiring the new warehouse associates, the risk management team in this case was able to find a correction with an increase in the incidents. And this ultimately enabled the EHS team to implement more robust training and drive the number of injuries back down, resulting in the risk management team being able to prevent workers’ comp claims and realize a lower total cost of risk. So that’s a really common example we see, and this is something that we’re seeing all the time with those groups that are working together. So I just wanna call out this is what was one of the most common things that we see across our organization and across those that are doing risk and safety together. I’ll give you a few more examples in the next section right here, and here’s just a couple examples of where they work together. So, one, this is related to back in the pandemic days, but this is a really interesting one where collaboration was really encouraged even more, I would say. But during, you know, COVID nineteen, the pandemic, it really could be any public health crisis in general. The risk management team was reporting exposures in this case and enabling operations leadership to adjust their staffing plans if needed to meet the needs of their customers. Now we’ve also seen teams leverage risk management tools for better oversight, accountability, and prioritization of EHS initiatives. So the overlap here we’ve seen is people doing things like safety meetings, behavior based safety. We’ve seen overlap with DOT driver files, for example. You talk about things like compliance for DOT, including things like drug testing compliance. This is where you see a lot of overlap with these two groups as well. And, also, the same group was using safety and claim initiative data with actuaries, insurance carriers, and other key service providers. What this ultimately did is result in lower actuary volatility, premium savings, and strong partnership collaboration to further reduce the total cost of risk. Well, there’s just a few examples there that I wanna point out. So let’s move on forward, and I wanna ask you, Jim. I’m curious of Kind of moving into this section around common challenges, can you talk a little bit about those challenges you’ve seen from your experience? Yeah. I mean, Sean, it’s probably not surprising to hear it’s basics like lack of communication, lack of alignment cooperation, lack of time. But the real question is the why behind those challenges. Because those are just common things that any one of us runs into just as a human being day to day in, you know, a job where, you know, heavy lies the crown. You’ve got a lot of people and things that rely on you to run effectively and be safe. But most commonly, we just see risk and safety professionals with different reporting structures or operating out of completely different teams, meaning that there’s no naturally occurring direct line of communication unless somebody goes out of his or her way to establish that, either ad hoc based on something that happened within the field or an event driven means to reach out or, you know, more effectively to put something on a calendar that’s regularly occurring. And no matter how dialed in your organization or specifically your team and department is, that absence of communication with other stakeholders is definitely a barrier to cooperation, innovation, driving the business forward. And sometimes, professionals both in safety and risk management don’t see the benefits collaborate collaborating. Excuse me. Thankfully, on this call, based on some of the polls, everybody here seems to understand why it’s valuable. But when you don’t see that benefit, it can lead to that lack of sharing data. And look, most safety professionals are out in the trenches from time to time, getting in the field and supervising, engaging, and trying to understand what’s going on. And I have no doubt that those of you who would, you know, come to an event like this in a webinar are the ones who are setting the example for your peers in that. And so I’m confident that you have a strong grasp of what’s going on in your organization because you’re effective at walking the lines. But no matter how often you do that, the ability to then layer in strong data and collaborating with somebody else in another department who’s looking at some other data or similar data points in a different way can only improve your understanding. Doesn’t matter how good you are at talking to your leaders and talking to operations folks and being out in the field and driving that safety culture. These are just added, like, critical enablers and and and multipliers for you to be more effective. And I’ll share an example. We work with a, a bottling and distributor for one of the world’s most well known soft drink brands, and the safety and risk teams were actually incredibly mature. They placed a tremendous amount of attention on what incidents were occurring and why, but the difference was the way they looked at the data. The safety team was, well, first I’ll add that some of the data was flawed because they were coming off of an environment with a lot of paperwork and and different ways to enter those incidents. But even then, once they started to uncover what was behind the data, they realized they were looking at it in different ways. And the safety team was mostly looking at the number of incident types and trying to see, alright. Here’s the frequency of these. Where can we place the focus? While the risk team was more on the financial impact, and so that led them to look at the severity of certain incidents. And what they realized for the safety team, there was one incident that was number one. For the risk team, there was one that was number one. But had they kind of blended those two ways of analyzing the data together, they realized that there was actually a third type that had just just enough frequency, but quite a bit of severity that they realized this was probably where they needed spend their time most urgently because it just wasn’t on their radar before because it didn’t pop up in more of your rudimentary, hey. I ran some Excel analysis, and, you know, this came up as something I need to look at. Because of that, they very quickly began to collaborate and and, you know, quickly, you know, did two things. Most importantly, they kept workers safe, but then they also were able to save quite a bit of money and then go back to their bosses and, you know, eventually to the CFO. And, you know, they looked like heroes for uncovering this. And it was all because of breaking down those barriers. And they might not have ever figured it out, if they hadn’t come together and try to say, how are you looking at this information versus how am I looking at it? How can we merge our points of view to come up with a plan to, like, continually improve the enterprise? If we can go to the next slide. So, Sean, how do we avoid some of the pitfalls that I talked about when you look at the things that are barriers and challenges and then, you know, basically, you know, counter that and come up with some best practices as an organization? Yeah. So I’m gonna bring a a newer term here, and what it comes down to is really looking at a thing called it’s concept called dynamic risk management. And what this is in the simplest terms is that risk managers proactively partner with your safety managers to be more competitive. So simple term. From your, you know, safety perspective, this really resonates with things like barrier management. So you guys have heard about that. Right? So this is let me give you a couple examples here, but what it really comes down to, again, is data. Right? Having the proper right data sources and process in place. And what this approach is gonna do is essentially lengthening our fuse from that critical event from happening. So the main benefits here as a team is that you’re building those new levels of protection, mitigating the effect of the critical event, and allows your organization to put up barriers to a catastrophic event from happening, just like that fire safety event we just talked about. So the thing is you guys hear about proactive all the time. It’s a buzzword for EHS, but, really, how can dynamic risk management affect and really benefit reactive action first? So access to this real time data, it informs you of response to numerous events before the hazard can build to that critical level. What this means is that things as simple as incident claim data, your near miss data, even emergency response data and timing around how quick was that actually done, it can be extremely valuable. So the idea here is that your workers, your people in the field, they get that data in real time on the ground and allows them to evacuate and perform required actions before it gets really critical. Now the good thing is that your EHS teams, your risk teams, your operations teams, they all can be more up to date, have that holistic picture of hazard progression, and really a coordinate response more accurately in potentially critical events. So you can imagine the different data streams that would enable this, which you whatever you guys are doing, ergonomic risk, job hazard analysis risk, permit status, beaver observations that are flooding in. All this is gonna help inform you and record and analyze leading indicators with more efficacy efficacy. So the good news here is that it allows organizations to make better informed preventive actions by performing training ahead of time, updating your control work procedures, and altering process to ensure proper sick indications are placed are in place to carry out your operations. And the real key here is that it doesn’t take a major thing to take action. It can be the smallest piece of data, the smallest indicator to really take action because if you have all those small pieces that lead to a trend, it could create create that hazardous event. So taking action effectively and quickly by having these different touch points and inputs is key. And, again, risk and safety are working better together. So moving forward, which you know, let’s talk about some results, Jim. Can you give us some specific results that you’ve seen? Yeah. I’ll give a couple quick examples. So, you know, theoretical level, the partnership is called integrated risk management, and we’ve discussed all the the the what, why, and how. And so really looking at a result standpoint, you know, when an organization views its program holistically, they’re looking at, you know, the the cost of risk throughout the entire enterprise. And risk managers look at, you know, your losses, so claims costs, and then risk transfer costs, so how much they’re paying for their premiums, managing their policies. But then we know there’s all the other efforts on the safety side. And when you bring these two things together and you can tie pre loss actions, the inspections and audits you’re doing in the field to prevention, to reducing the number of claims, ultimately, you’re gonna have tangible results that show up in financial statements that allow organizations to then negotiate for additional resources to keep workers safe. We had a client whose risk and safety teams were on standing meetings and were able to advocate for dash cams, for example, because they were able to draw a clear line between what the safety team did to a reduction in incidents, which resulted clearly in a deduct reduction in claims. And those cost savings then were went back into the program to get additional resources. If, Emily, if you could go to the next slide. One final example before we take some questions, and there’s certainly a lot more details within this case study if you wanna scan that and take a look. But, one of our clients, The Cheesecake Factory, the risk team used their allocation program that would charge workers’ compensation claims back to location’s p and l. So in partnership with the safety team, the risk team set up a program allowing locations to get credits for safe behaviors to help offset those charges, such as reporting an incident within twenty four hours or documenting safety meetings and trainings or utilizing nurse triage at the time of injury and corrective actions to prevent future incidents. So, ultimately, this program allowed them, one, to keep workers safe, most importantly, two, save money by reducing those claims, and then three, show a clear path of action to results based on their cooperation program to get the business to reinvest back more into that safety culture and the risk management team. So with that, I realize, we’re short on time, but we would like to see if the group has any questions for us. Yes. Great great job. Incredible job. Okay. You got more QR codes. Can can you go back to that slide? I just wanted to scan it, if you don’t mind. If any yeah. Maybe. Okay. Let’s let’s get in there. Got it. Thank you so much. Yeah. Lots of questions. And a few that we’ll we’ll combine here because they’re all along a few of them are along the same line. So thank you guys so much. Very insightful. So let’s get get right to it. Let’s see. I’m gonna combine there’s a lot of management buy in. So let me find the one that is the one here. Yeah. So I’ll I’ll read a couple of them, and then you guys can can dive in. But safety savings are hard to quantify when people aren’t getting hurt regularly, or frequently using traditional EHS programs. Do you have data that would help EHS person sell the expense of the software? And it’s like, how do you just the other one that had four votes is how do you justify investment in the technology? And I am gonna combine it with and maybe you can answer them separately, but how do you get executive buy in for these initiatives? So maybe talk about the how do you justify the investment, and then maybe how do we go and and sell that to the to the c suite with that executive buy in? Sean, you wanna take the first half, and I’ll take the the executive buy in piece Is that quick? Yeah. Yeah. So, yeah, we we did mention a lot of the conversation pieces and all that. And, yeah, it’s hard. I’m I’m not surprised this question came up quite frankly because it’s it was hard when I was in industry doing this as well. What I would say is, it really I feel like a lot of times it comes down to some of those things that are gonna affect those shared goals. Right? If you can indicate what those shared goals are for your organization, that’s gonna really go a long way. So if there’s you know, you think about corporate stewardship goals or metrics, targets, objectives, whatever it may be, right, that your organization is really driving towards, you’ll be interested to see that a lot of those goals include safety metrics. So that can result in bonuses. That can result in better numbers for your stakeholders, things like that. If you are driving towards productivity goals, for example, I feel like that goes a long way. I saw that in qualities in the quality space too when I spent time working with quality departments as well. So that’s what I would say there. I and I’d say from a c suite, start with cost savings, start with ROI. I mean, we the majority of our or fifty percent or so of our customers come from nothing. And so we’ve learned with them the hard way that even if you’ve got a very engaged CFO or or or an executive who’s interested in the software, if you walk into his or her office and talk about, hey. I could do these audits or I can improve my inspections, we found best to be like, hey, boss. I could show you all the details you want in the world around that, but first, let me show you how much money I’m gonna save you. And if you start there and we have different tools as we look at potential ROI, reduction in number of incidents, reduction in severity of claims and stuff to kinda lead with that and then drive the conversation. But where we’ve failed with some of our partners is walking in and talking about the features of the software and, you know, right, wrong, or indifferent. An executive might say, I don’t care. This is a big expenditure. You need to tell me why I I should even bother spending any time reviewing this. And so, we believe that you should have a system in the first place. You’ll be better off. The ROI is there. We hope, you have some trust and confidence and allow us to convince you why it should be ours. But if you’re gonna walk the halls and build consensus, I highly recommend you work backwards from an ROI and lead with we could save x amount of money per year based on some conservative, yes, realistic assumptions related to reductions in certain types of incidents, events, and claims costs, and then kinda layer in the details from there, and that’s the best way. And and we actually provide our clients with a certain type of business, justification format if they wanna use that as well when getting that buy in. Awesome. Thanks, Jim. I know we’re running short on time, but let let’s do one more. Do risk and safety teams share common goals or KPIs that roll up to corporate? My quick answer is I think it depends on the maturity of the organization. If they’re well aligned and they’re collaborating, ultimately, some organizations are starting to treat cost of risk as more holistic and not just claims and and and risk transfer costs, but actually saying how much are we spending on our entire program. And if we can see improvements in that year over year, then they might have KPIs where there’s a joint measure, but it’s highly dependent on whether they’re mature enough because many organizations don’t even calculate their cost of risk to a degree that makes it, you know, an effective metric to run the business on. Sean, anything you’d add? Yeah. I agree with you. For sure. It’s all around the maturity and, like, what are those shared goals that they’re really driving towards. Absolutely. Awesome. Alright. Before we shut her down, any any final thoughts, parting words, you guys? Great job. Yeah. Feel free to ping us, anyone on the call here. We’re on LinkedIn as well. So if you have any questions or just wanna chat about things, feel free to reach out to Jim or I. We’d be happy to talk to you. And and they have a beautiful booth inside the platform as well. You definitely wanna go check that out. Yep. Thank you, Emily. Emily’s working hard behind the scenes. I know you can’t see her on the screen, but she’s there. She’s she’s cranking slides. She’s working hard, and she’s making it all happen. So thank you, Origami Risk team. Yep. Really appreciate it, and thanks so much. Yeah. Thanks for having us. Appreciate your time, everyone. Thanks, everyone.