Leveraging Integrated Risk Management for Strategic Advantage: A Roadmap for Success

Hello, and welcome to today’s RIMS webinar sponsored by Origami Risk, leveraging integrated risk management or strategic advantage. I am Josh Salter, director of communications here at RIMS. A few notes before we get started. First, if you have a question for the presenters during today’s session, please submit them by writing in the question box. Feel free to ask at any point during the presentation. We’ll do our best to answer as many as we can during the q and a portion at the end. And for those that we don’t get to, the Origami risk team will reply to you directly. Following this session, the recording will be available on the on demand events page of rims dot org. RIMS is proud to have this strategic alliance with Origami Risk and delighted that they’ll have a presence at the RIMS conference twenty twenty four in Boston on November eighteenth and nineteenth. You could register today for that conference at RIMS dot org slash twenty twenty four. All downloads and contact information will be accessible to the sponsor. So that brings us to today’s presentation. Our speakers will highlight the transformative benefits of an integrated risk management program, bringing together the functions of risk management, safety, and GRC. It’s my pleasure to hand it off to Jeff Enzinger of Origami Risk. Thank you very much, Josh. If we could, I think we’ve got some introductions due at the beginning. So just briefly, my name is Jeff. I have worked in the risk and insurance industry for twenty to twenty five years starting out as a risk analyst, but I’ve moved into more consulting and sales for certainly the last fifteen or so years. And, actually, in the last couple of years, I’ve really focused more on environmental health and safety, and how they that division, that department generally interacts with risk managers and and folks in the on the risk management side of the house. And I’m I’m delighted to be here today with Andrew, one of our customers. Andrew, if you don’t mind introducing yourself. Yeah. Absolutely. I’m Andrew Shea. I’m the corporate risk manager here at Overhead Door Corporation. I’ll I’ll explain a little bit later, little bit more about our organization, but I’ve been here for almost eight years now. Great. Thank you so much. Alright. So what we’re gonna do today, it’s really two parts. Three, if we spice in some questions and answers at the end. But, certainly, we would love to collect questions along the way and see where we can where we can answer those. And if we if we get too on track with our conversation, we’ll we’ll park lot parking lot those questions and and certainly answer them at the end. But first, I’m gonna talk a little bit about integrated risk management. And then we’re going to have a a segue. We’re gonna have some polls throughout. We’re gonna have a segue over to Andrew. Andrew’s gonna talk about how he’s kinda partnered risk and safety teams together at Overhead Door as a as a part of putting integrated risk management in into practice. So, Josh, next slide, please. Alright. So first, we’ll start with a poll. We’ve seen this, so many different ways, and, I I’ve certainly talked to a lot of organizations where it’s never quite never quite a solid answer here. So, if you don’t mind, we’ll wait a couple of seconds, give everyone a chance here to put in you know, just how often does does do the risk safety and compliance teams interact in your organization, how are they structured? About five more seconds, Josh, and then. Yep. Responses are still coming in. Okay. Great. Seems like it’s slowing down right now, so let me share. Okay. Great. Different teams and highly collaborative is the winner. We like to see that. I mean, it the different teams part isn’t as as important as the collaboration part. Right? Different teams limited interaction. That would be something as kind of a second place there. We wanna we wanna get into, hey. Integrated risk management, what we’re gonna talk about today. What Andrew is gonna highlight has happened at overhead door is increasing that, interaction. Surprisingly, zero percent on the we don’t talk to each other much at all. That’s great news. And then same team. You You know, enough said on that one. Right? So same stakeholders and and same leadership kinda overseeing the same goals. So great collaboration there. Alright. Let’s let’s move ahead with this. Alright. So I’m gonna talk a little bit about integrated miss risk management. For those of you kinda new to this, you might have heard about this in passing. I’m gonna just say IRM going forward just to, you know, save some syllables. For the purposes of this for the purposes of this call Certainly a concept, but definitely approach to a holistic risk management, safety management, and let’s not forget compliance teams all working together. This approach originally defined by, as you can see here, John Wheeler from Gartner with the citation you see on screen. If I just kinda pick this apart slightly, a few requirements that need to be in place and depending on your organization’s maturity in in these areas. And then also, certainly, coming back to the poll we just took, understanding this might help you increase that maturity, that collaboration in your endeavor to move towards an integrated risk management approach. Part one, certainly, the point about being risk aware. So, you know, a great risk community here on the phone, on the Zoom. Where on your spectrum is your organization in registering all of the potential risks, including those that are not insurable or have yet happened as an occurrence in your business? Have you worked backwards from claims to identify all of the risks that have resulted in losses, and then how does safety play a role in loss control and loss prevention. Point two that I would talk about is the enabling technologies. Obviously, why I’m here today. In my years of talking to people, I’ve seen everything ranging from, hey. We’re still running on paper based processes and spreadsheets to antiquated legacy systems that someone put in ten to fifteen years ago, and you have to hire a very specialized person who knows how to write specific types of code. Two very enormous siloed monolithic systems where risk and safety folks kinda have to shoehorn their needs and requirements into. The point being is that you need some level of technology that’s gonna connect the risks and their constituent stakeholders as mentioned in my previous point. If spreadsheets are gonna do that for you without great effort on your part, then by all means, proceed ahead with that track. But the trade off could be some sacrifice in one or more of these beneficial attributes that you see near the bottom of the slide that come with IRM, as well as you may be missing out on some of the more positive outcomes that help reduce overall risk and the cost of risk, the cost of safety, and the efficacy of compliance in your organization. So if we could, let’s advance to the next slide here with an example of integrated risk management. So fires are pretty good examples of something where an integrated risk management approach benefits the organization in real time response, post event follow-up, longer term prevention planning, decision making operations in the event a fire could happen again. The idea behind IRM is that the magnitude or potential impact of something that reaches across aisles of risk, safety, and compliance should involve the stakeholders from many different departments. And, basically, they should all be speaking I I hear it all the time, apples to apples. Right? I don’t even know where that phrase came up with who came up with that phrase or where that phrase came from. But speaking apples to apples in the same parlance of a common framework or technology. Fires are pretty universal threat that are easy for most people to understand. Most most organizations handle fire loss and prevention as just a basic tenant of their fundamental operations at their site or at their facilities, etcetera. But let’s take a look with the next slide, something that’s, you know, presenting a challenge. You know, when I look at this image, I think about the headache that’s involved in trying to schedule a meeting on everyone’s calendars here. It’s like trying to find that one time slot that everyone’s free and ensuring the meeting isn’t also four thirty PM on a Friday, which is my least favorite time to do a meeting. IRM’s never gonna solve that kind of technology scheduling problem, but the approach of IRM helps these leaders with a framework that’s accessible and consistent through an enabling technology. Something designed to handle workflow of these common challenges you see here. Office technology like spreadsheets and instant messaging, you know, they’re already pretty much a punching bag on social media for their curious behavior. I see their, know, office technology certainly making great strides with artificial intelligence enhancements, and they are certainly, you know, in the cloud and trying to make things collaborative. Myself, personally, when I see the promises of real time collaboration made by office technology, I think it I think it had there’s some there’s a lot of room for improvement there. What’s lacking is that kinda easy what you see is what you get workflow and notifications to let these individual stakeholders know that there’s something that requires their input. Right? So that’s something that brings to the forefront, hey. You’ve got something to take care of. There’s something that requires your review or your attention. We need your opinion. We need your input on something. Alright, Josh. If we could alright. So we talked about let’s go back one. Oh, actually, we’re doing a poll. Okay. So a fun poll. Just to make things a little more interesting, the fall season is upon us, although it’s eighty six degrees here in Chicago today. I think it’s hot across the the country this, this week. You know, I noticed, apple picking is not on here. So if if you are a big apple picker in the fall and that’s your favorite activity, sorry, folks. We didn’t have that on there. But You know, my favorite would probably be the Halloween preparations with my daughter. Just Just something to start thinking about. I already saw Christmas decorations at Target the other day, so I’m a little concerned about that. Time flies. Okay. Yeah. Prepping for Halloween. Nothing like having a bunch of, spooky skeletons and stuff outside of your house. College football for sure. And PSL for everyone. Who loves that seasonal beverage? Alright. Great. Let’s move ahead here. Alright. We talked about fires. As, like, a a a micro sampling of what a integrated risk management caliber risk might be. Fires are unpredictable, but not unforeseen. But what happens when the risk is like what you see here, something not as universally understood such as a fire. And maybe within your specific industry, within whatever your business produces, whatever your operations are, you might have You You know, good examples of this, but it’s, it’s certainly something to to take into consideration. This is a classic silos scenario. Right? You have varying constituents. Like, if we think back to that table of, you know, the c level and all the different folks that are involved, they’re all subject matter experts in what their departments are doing. There needs to be a way to anticipate and respond to the risks of a business. This is more than just enterprise risk management. Businesses change and evolve over time and sort of the risks involved, especially as the world seems to be accelerating in its complexity. I mean, ever since everyone I talked to, ever since the pandemic, it just seems like we’re in a different time period, and everything just keeps getting harder and, to deal with and, you know, every it’s un so unpredictable. IRM, we’re not saying that this is the panacea for all the problems, but it’s a pathway to categorizing, mitigating, and managing all of, like, the kind of risks that you might see in an example like what we’re showing here. Translating this to the three kind of constituencies that we asked about and how they work together, how they partner together. The way that we think about this here at Origami is to think, you know, know, is to have conversations about IRM in these three different areas of concern. We see clients with varying different setups, which is why, you know, again, I asked that question at the beginning, and you saw a great sampling of different opinions there. Going back to the earlier definition as I r IRM as defined by Gartner, there’s no hard and fast way for how different teams must be structured for an approach to integrated risk management. In fact, what we’re actually talking about today is that by having the awareness and practices of IRM along with an enabling technology, it doesn’t matter how the departments are organized. Right? Because IRM, the the approach promotes visibility across whatever org structure or silos are gonna be in place, and it drives the accountability through what I mentioned in the prior slide, which was this work this concept of workflow and notifications that are helping people understand what’s going on, what’s what’s active for them. You know, what’s their, what’s their review, that’s needed. We’ll get into our talk with Andrew in a moment, but, and when when when we do, we’ll hear a little bit more about their reporting structure. Like, positive outcomes that are driven out of this strategy. We really literally have, that’s okay. We can go on that slide, are are too many to list out. But just giving a couple high level bullets of the more prominent ones. I mean, certainly, risk leaders, they move forward and upward on goals to track impacts that safety can have on total cost of risk. So, I mean, I was just at a safety conference this week in Orlando, and safety is funded and safety is, empowered to go and prevent loss and investigate actual losses and then help you arrive at a conclusion so that you can bring that curve down. Right? So that the investment in safety brings the total cost of risk down. That’s a pretty understandable one. We’ve had other conversations. In fact, I’ve been with had discussions like this with other clients where they document their safety program to have meaningful conversations with underwriters and brokers to help inform them of their strong commitment to safety, their strong commitment to a safety culture, and a means to reducing preventable injuries, and they’re actually able to go in there and make a strong appeal for lower rates and lower premiums. Right? Using IRM safety teams, the folks that I was talking with this week down in Florida, they’re able to point to their efforts with financial impacts. Right? It gives them insight to go to their leaders and say, hey. More investment here can brings even more safety results and and and better numbers here versus kinda just spreading numbers across spreading investment across places. They have a path now. They have evidence. They have data to look at and say, here’s where we invested, on PPE. Here’s where we invested on a safety technology, something in the field, a guardrail of some sort, etcetera. And here’s where we’re able to to measure the trends of fewer even just fewer reportable near miss incidents in that in that regard. GRC folks use the approach the governance risk and compliance leaders, they use IRM to bolster their controls and plan for new and potentially unforeseen risks. They reply they rely upon integrated risk management strategies to help them ensure compliance with sometimes costly and certainly painstaking audit processes, because they have the data available at their fingertips. Right? So that’s in in a nutshell, that’s, you know, where each of these departments is seeing a lot of their kind of the highest level of of returns from embracing an integrated risk management approach. Alright. So, Andrew, if you don’t mind telling us a little bit about overhead door, and we can continue along here. Yeah. Absolutely. So, overhead doors actually been around for a little over a hundred years. We were the, original organization that created the garage door. And we now we produce all sorts of we call them access solutions such as the garage door, a commercial steel doors that you’ll see at warehouses, automated pedestrian doors that you may see at airports, hotels, hospitals, places like that, truck doors, the overhead truck doors on the back of semis or on the back of some straight trucks. We do some fire barrier doors, and as well as, like, the electronics that power the the movement of those products. And within that product breadth, we had eight brands that include the design of the product, the manufacturing of the product, distribution, installation, and service. So we really have, we can provide from really the birth of of the product all the way to the end user. The way I kind of explain is we’re about eighty percent a manufacturing company and then twenty percent a subcontracting, construction company. So the earlier poll that we put up, not the Halloween one, but before that, Andrew, tell us how how’s risk and safety kinda structured at overhead door? Yeah. So our our risk management team operates out of our shared our financial shared services team here at corporate, which really just provides centralized services to all eight of our brands. We also have a corporate safety director, which reports through our corporate human resources team. But all of his direct reports actually work for the individual brands and kind of their operating A bubble per se. We found actually success in the model in our safety team, because we’ve noticed that the skills and the responsibilities of a safety professional operating within a manufacturing environment, think a very controllable environment with, repetitive processes, fixed shifts. It’s very different than the brands that kind of lean on the construction side where we have little to no supervision. The environments, the hazards that our team members are going into to perform their duties are highly variable. So, really, the responsibilities and skills are real are very different between those two safety professionals. So some specialization depending on the division, but certainly some general generalism across the board in terms of, like, best practices to approach safety. Absolutely. Yes. Yeah. And then then you, the risk manager, are, you know, coordinating with them on, on collaboration and meetings and and advising them, kinda working together on incidents, etcetera, things like that? Yeah. They they really lead the the incident response process. But we have a kind of a corporate wide meeting every month and that we go over all of our incidents, and we discuss, Essentially, explain it to me like I’m five. What happened that caused this employee to to get injured, and what are we doing to, make sure that this doesn’t happen again? You know, our our CHRO always makes the statement that, hey. We want our our plants and the environments we put our team members in to be places that not only our team members don’t get hurt, but that they can’t get hurt. And until we get to the point that they cannot get hurt in our facilities, then we’re we haven’t reached our goal yet. Yeah. I mean, that is, that’s certainly an aspirational goal is, you know, people get hurt everywhere. So Yeah. Rubber room or something and prevent people from dying. I I don’t think I ever asked you, and I heard a lot this week. And, you know, I was just curious your thoughts on, like, near miss or good catch. Have you guys developed much into that? Have you Yeah. So we’re really kind of we we we brand that under a behavior based safety model, but that’s something we’re definitely pushing. It’s something that kind of this IRM technology transformation really helped us with, was getting the information on those near misses on the unsafe acts, unsafe conditions, that type of stuff so that we’re responding on a much less, severe incident rather than when someone gets hurt. I mean, I I think of it, and our safety director agrees is, like, when a team member gets hurt, that’s the absolute worst thing that can happen to the organization. Yeah. So if we’re able to catch things before that happens, then that’s actually where we’re providing value to the organization. It’s it’s, it’s great to hear. And believe me, I’m talking to, you know, lots of big, mature organizations who have not yet embarked or are not where they feel they need to be from a near miss reporting perspective. So that’s certainly a great place where risk and safety can kinda partner together. Okay. So give us some history. Like, what what what was the genesis of all this? How did you kinda get into integrated risk management? What who came first, and, you know, like, what was the story there? Yeah. So when I joined the organization almost eight years ago now, the first thing I did was kinda jump in and just try to learn what our organization does. How do how do we make money? And that in that process, you kinda learn what things go on. Like, how does HR get their data? How does safety get their data? And I just kind of realized that all of the information that kind of related to my job and the expectations that my boss has of me is all over the organization. I mean, data that helps me translate, model, comprehend, present, and then eventually ensure the these risks, are just really in all these different and owned by all these different departments. I mean, we had HR data that was sitting in our HRIS system. We had safety data, which was sitting in, like, a shared Excel document slash in paper files, which who knows where each kind of brand did that a little bit differently. We had our general liability, our product liability, our employment practices stuff, that sat within our legal department and kind of their old program. Financial data at the time was in four different ERP systems. Fleet data was sitting in transportation spreadsheet. So, really, everything that I’m kind of interested in, I don’t really have a line of sight to. So, really, we we clearly had an issue. And then, really, when you’re the new person, finding an issue is probably the easy part. The hard part is finding the resources that actually fund the fix to the issue. And I remember kind of early on when I started at overhead door, I went to one of our manufacturing plants. I wasn’t even there related to anything incident. I was just trying to learn our manufacturing process. And one of our HR managers got noticed that a team member had gotten hurt and had needed to go get stitches or something like that. And I watched them go through the process kind of getting the incident report from the team member, getting the incident report from the supervisor, reporting that all through the safety reporting process, then enter almost a lot of the identical information into the TPA portal so that we can get a workers’ compensation claim started. Then they had, like, a email tree that they had to follow to send an email to the operations supervisor, the human resources, regional person. I mean, it had to be eight to ten emails with, honestly, different information, but the same information that she just put in the spreadsheets. And I noticed it took her over two hours to do this this incident, and that’s if he didn’t get interrupted by something else. So I I kind of realized, like, this needs to change ASAP. And you you could kind of see how when you have a a major pain point for the team members on a operations level, whether it’s at a plant, whether it’s at a, sales center or distribution center, it’s really gonna translate into poor quality data or really, like, little to no report of incidents that weren’t recordable. Like, I just started mind blowing. I’m like, if they have to spend two hours to report something that’s a recordable over workers’ compensation claim, then we’re not getting any of that data that we just talked about that unsafe acts, unsafe conditions, first aids. We’re not seeing any of that at a corporate level, so we’re not even having the opportunity to respond to it. And so, really, that that that benefit of the efficiency, to our plant level people, was really kind of the the at the crux of my campaign to really push out a a technology based IRM, solution is that I’m like, hey. If we do anything, we’re gonna make sure this process is way better for you, and it’s a lot easier for you. There’s so there’s so much to that. Like, so two hours prior. Now about what would you say? How long? Well, ten minutes because, I mean, we have Everything everything kind of automated. We have we kick off the incident investigations process automatically that goes to kind of our safety team that’s assigned to that location. All of these kinda manual emails, all automated. Kind of we feed our HR data into our risk management information system, and so, it just makes everything a lot easier. They’re not having to open up HRIS to get kind of demographics information on the employees. It’s already in the system. So, I mean, it’s they they always say, like, it’s like, Andrew’s the one that saves us hours and hours and hours every month When when it when it which is hard because normally, can we we’re seen on, like, a corporate level of people that always make lives work. Are there corporate just pushing another thing down onto me? Like, I don’t already have enough to do, but kind of maintaining that lens of, like, I’m going to make your job easier and make you better at your job, was definitely something that people rallied with me on. You know, what I would say is, like, sitting as, you know, on the risk side of things and, you know, putting yourself in the shoes of person who who gets injured or who has an incident, and they can see this mobilization of prompt response and attention to their what is probably a painful situation. Right. Certainly embarrassing situation, in some cases, a very severe or, you know Very sensitive situation. Having, some, knowledge that your organization has a a commitment to a culture of getting details correct and accurate and promptly as prevented is trying to be as preventative as possible, trying to reduce that lag. Certainly, that means a lot to that person, to that employee, or whoever the incident. It could be a property damage thing. But even then, just, like, knowing that the organization kinda has your back, right, there’s certainly a lot to be said about that from Yeah. And we we got a good story about that. So we, couple years ago, we had a relatively significant injury. Individual had to go had an an overnight stay at a hospital. And because of how quick kind of the communication we were talking to you, kinda gave that visual of the round table from kind of the plant to me. Like, I was able to reach out to this person’s wife and was like, hey. He’s going to the big, the big city that’s probably two hours away. Hey. We’ve set you up in a hotel for the night. And it’s just like within two hours, it’s like this person who ended up being in the hospital for four or five nights, never got an attorney, returned to work within two months, I think, if that. So I think it’s just like it just helps us respond on a even just a great human level to the how it really makes the company a lot more likable to our our own team members. Yeah. And then from safety side of things, they can get more detail about that incident and to dig into that and Right. Preventing. And it’s all the data is all self contained. Both departments can see, you know, the details and the aspects of what’s concluding, etcetera. So, yeah, really good. Yeah. I love to I love to hear this kinda, like, origin story of risks and and especially, like, the collaboration and the improvements, the optimizations, the proverb Everybody I talked to has a great story in that regard. Alright. What’s the what’s our next Let’s move ahead with the next slide here. Okay. So how we’ve kinda talked touched a little bit on this, but if you could just kinda, like, break it down, how our risk and safety partnering in in the in the lens of an integrated risk management for you. Yeah. So, obviously, safety is so critical to the success of really any risk management program. I always mess with our safety director. Was like, you could either make my job the worst job in the world, or you can make it the best job. But I think during kind of our IRM transformation process, we’ll call it, and it wasn’t that formal. It’s not like I launched this IRM initiative. I didn’t even probably didn’t even hear about it until after we already kinda went through the process. But when we were we were looking at Kind of bringing our processes together, kind of syncing them up. I I led the the process of kinda like the politics of getting a project approved in corporate America as well as, identifying kind of what partner we really needed to go to from a technological standpoint. And then we we brought in kind of our safety resources when we were going through the implementation. So, hell, come on. Help us design the the safety audits, the incident forms, our corrective actions processes, make sure that they’re automated correctly, the dashboards that go out to our operational and financial leaders across the organization, and it really helped, and it really helped them get kind of the visuals in front of the various leadership teams. I I I kinda joke that the guy the our safety resource that helped us with the implementation at overhead door may have been a little bit too good at it. He ended up leaving and working for Origami afterwards. So maybe, like, we we’re talking about best practices later, so I may may mention something about that later. But I think now, and I think I mentioned this, is that our our safety team really leads our unsafe acts, our unsafe conditions, really the whole incident response process, and to making sure that how we’re responding to incidents, the conditions that exist that causes these incidents to occur really gets corrected, not only for the location that it happened, but for all other brands that may have a similar process. You know, I I something I keyed in there on what you said about, like, how you ran the process. You know, my experience would be that risk management has the ear of a treasury or a finance in terms of a financial investment in improving the organization’s, you know, risk transfer or Oh, yeah. Loss loss risk control, risk, you know, loss prevention, safety, they might have that, kinda similar ear to to to speak into from a budgetary perspective. But I think what they what’s expected to come out of their mouths is, hey. We’re buying safety gear. We’re buying safety, you know, technology that’s like a robot, or we’re buying, you know, safety controls. Like, we’re buying that stuff. We’re not you know, they are buying systems, but, you know, risk is where you you you’re you’re speaking in dollars and cents a lot, and so that’s an interesting, interesting component there. Yeah. And I think and it and it really depended you know, at the time in our organization, our safety director, which is different than different one than we have today, was not the type of person that’s really going to push any level of innovation. But it’s like, okay. This is the way I’ve had a career here for fifty years in safety. This is the way that I think This is the way that it works for us. But then as our organization has grown over grown over the fifty years that she’s been here, There there there was a lack of the update of the process and really kind of innovating. Sure. Sure. And and it’s interesting that you brought invited safety to the party, if you will, to help design the process because, I mean, they are sitting on the forefront of where risk occurs. Right? So they’re sitting at the at the, you know, where where accidents happen. They’re the ones that are supposed supposed to be, by design, being proactive about those measures in the first place. Right? So it’s it’s great to bring them in as an audience to have them kinda handle that piece about, well, what’s what’s happening before an incident even takes place? That you saw some of that with what you were. Exactly. Yeah. Really good. Alright. So challenges, you’ve encountered? Yeah. So, I mean, obviously, like, with with everything and even more so with the organization that’s over a hundred years old, Any sort of change to how things have been done, especially when it’s coming from the new guy at the organization, is hard and unpopular. But kinda like I mentioned earlier, really, really holding on to the promise of improving the efficiencies, making their job easier, really helped me overcome those challenges. And I also think, you know, although this is a positive challenge, it definitely was something I didn’t consider is that, really, the transparency that comes out of an IRM program to executive leadership creates significant amount of work. I it’s almost every single week that I get an email either from our CFO, from our CEO, along with the safety director was like, alright, Andrew. Alright, Dan. This happened. What What are we doing to fix it? How are we making sure this never happens again? And having to respond to him with a confident enough answer is is his challenge, and it’s it’s the the the level of expectation, to accountability from him all the way down to our our line supervisors has definitely been improved, but it’s a challenge it’s a challenge to live up to, to be quite honest. Yeah. The the fog of war of operations is lifted. Sunlight Right. Shone on, you know, certain inefficient areas or certainly some problematic areas. Yeah. And then it’s I I’m guessing you have we we all do. What have you done for me lately? Or you did this good. Now do it better. Give me twenty five percent more. Right. Exactly. I was like, hey. You did this one project. Great. Now you do this project that has absolutely nothing related to risk management. You You got it. It’s like, okay. So that’s interesting because, you know, like, what we’ve really talked about today is risk and safety, but then what we see with integrated risk management is certainly like, okay. Now the compliance folks wanna get involved. And they are in there, and they’re examining, these risks and other types of risks that are macro level or different from, you know, injure injuries and illnesses. So that’s that’s very interesting and certainly another kinda component of integrated risk management. What do we have next? Okay. Let’s you’ve certainly been doing this long enough, and your leadership has recognized your your genius in this that they want want want to know more of you. What kind of a best practice would you put in place or recommend to the to the audience around integrated risk management, risk and safety, whatever it is that we’re That word. That’s germane too. Yeah. I think we kind of relied on the introduction of a technological tool to really solve a lot of the processes that we’ve had in kind of our independent processes, in each of our department’s independent processes. And, really, I I kinda say now looking back, really, technology doesn’t fix any of those processes. It really just provides a magnifying glass for how bad those processes were to begin with. So I really wish we would have spent more time kind of individually as each department that kind of went in on this project, individually looking at our processes, evaluating them, refining them, before we came together to try to integrate things. I think that would have really helped the the timing of the overall kind of process. As well as, like, a lot of the heartache and late nights and kind of frustrations that go along with when one of your when either you or a colleague doesn’t have the right process and you’re trying to to fix it as there’s a deadline approaching. And then I guess the second best practice is just keep your super skilled safety people away from your vendors. But I’m I’m glad to hear you’re not bitter. No. No. No. It’s great. It’s a great solution for you. Okay. Okay. Let’s move ahead. Measurable results we talked about one, which blows my mind, but also is not unrealistic for me to think about, you know, people taking hours to look up data, post in different systems, enter data into their TBA loss system, and create a claim. And, like, there’s just a lot of room for error and to place that there. But, like, what other kind of tangible or even intangible results would you say? And this kind of dovetails with the question that we just got, which I’ll kind of park until we get into the q and a section. But, like, what what what are you seeing from a results perspective? Yeah. So I I think one of the big things that we’ve been able to get out of it is really a a connection between how we allocate our capital, whether it’s safety capital. And kind of what’s the return on them? And I think we’re we’re able to look at kind of information a lot differently and a lot more in different ways. So for example, we’ve we’ve started tracking retained claims cost as a function of Revenue. So we come up with a retained claims cost to revenue ratio as well as to a headcount ratio. So, really, it helps us pinpoint, okay. So this location is not performing correctly, and we need to give them a lot more resources. So it helps us dig down, kind of unpeel the onion per se to really see, hey. What what type of things do they need to improve? And so that’s really what’s helped us. And, really, that kind of process has helped us over the last, call it, five, six years or so, have, like, over a sixty five per percent reduction in our recordable incident rate, a fifty percent reduction into our lost time rate, a thirty percent reduction in our retained claims cost, which, of course, as a loss sensitive program, we’ll we’ll I mean, it’s a bottom line issue. It comes that that when we’re saving thirty percent on retained claims cost, that’s thirty percent more that we’ll be able to reinvest in capital projects in the business, making making our place a better place to work and a safer place to work. Yeah. That’s great. I mean, this question that was asked is is kinda perfectly aligned with these results. You mentioned leadership now has visibility into what’s going on here, and they’re asking you for, you know, decisive or, you know, conclusive information from you. What KPIs, do you track or share with leadership, and how does this technology assist you with that? Yeah. So without to we I’ll answer the first the last question first. So we send out dashboards specific to each of our brands or even really even within some of our brands, we have different regions. So we send out dashboards on a weekly basis to those leadership teams, and they they have something like our rolling, IRR rate. I mean, there’s legitimately probably fifty or sixty widgets on these dashboards. So I’m not I won’t list them all. But, like, recordable incident rate, days since last recordable, comparisons to prior year, comparisons to other plant because everyone likes a good competition, Stuff like that, I could go on and on and on, about the stuff that we we send them. But, again, it becomes a a talking in the CEO’s Monday staff meeting every single every single Monday. Yeah. They’re looking for outliers at that point. They’re they’re see green across the board. They’re looking for some yellows or reds to to raise up. Do you use the similar dashboards in In the monthly kinda incident reviews that you’re doing, is it like, hey. Let’s pick apart these, this list, or let’s let’s look at a dashboard and see what kind of metrics we’ve got here? Yeah. So we do include dashboards in kind of the the the monthly meet review meetings. Correct? Okay. Before we move on to this one, and we can keep this slide here, but let’s let’s say let’s ask this there’s another question came in. You mentioned other projects popping up due to the results you’ve seen in your program. Have you seen budgets increase? Are are has it kinda clamped down on, like, hey. You’ve done you’ve saved us money, so now your budget’s lower. Right? You know, what what’s the what’s your perspective there? Or or feel free to say, you know, no comment. Yeah. So yeah. Yeah. I have to be careful. I’m talking to a vendor of mine. Budgets are decreasing significantly. Right? No. I I wouldn’t I would say if you look at, I mean, we’ve grown, so budgets have increased. But as when as far as bringing me in on other projects, I think there’s been a lot more When I say or when I give a recommendation on how we should fix something, The the level of scrutiny regarding that recommendation is significantly low. It’s like, okay. Well, Andrew’s done this before. We’ve really, really enjoyed the results of it. It’s easier to get resources. So I it’s not necessarily in my mind whether I I honestly don’t know if my budget as a percentage of the overall corporate budget has gone up or down. But it it’s when I need the resources, I get the resources. I would I would answer it that way. An increased credibility Yes. With a justification of, like, hey. Andrew knows what he’s talking about. Let’s listen to him on the project because more more likely than not, he’s right based upon his prior track performance here. So, yeah, it’s great. What’s next for you in this journey? You know, love to hear, like, where you’re going next. Yeah. So it wouldn’t be a webinar in two thousand twenty four without mentioning artificial intelligence. So I’ve got I’ve got it in I mentioned it. No. I’m really, interested in how we’re going to integrate that into our programs. I’m really I’m really specifically interested in how that is going to interact with our contract review process. As a subcontractor and as a vendor in a lot of cases, we are flooded with contracts. There’s no way I personally can review all of our contracts. So maybe introducing AI to, alert me when we accept a contract that’s outside of our normal kind of insurance program so I can understand what it is. I think too often, I get notified, hey, Andrew. This project’s supposed to start in a couple weeks, and they want the specific endorsement. I’m like, I would have loved to know that couple months ago when you signed this contract. So really bringing that in, to help understand what our contractual requirements are, the risks associated with what we’re accepting in our contracts. I’ve yet to met meet a risk manager that, like, loves their contract process. So I think it’s really something the industry as a whole is really thirsty for. Yeah. You may or may not be a lawyer by day, but you certainly stayed at whatever that hotel is last night. Yes. Exactly. And the the legalese, I don’t even pretend to you know, I’m I’m I’m I’m dangerous, but I’m not I’m not definitely good. But, yeah, that would be a great place, to put AI to good use. I’m a little worried myself about where where all the, you know, nonbusiness AI stuff is headed, but that that’s good. That’s really good. Okay. Another question, if you don’t mind. How long did it take for your risk team to be comfortable with your Remus? And did you have someone dedicated at overhead door to it during your implementation? And then part two of the question would be, you know, was someone in risk familiar with the platform? Did IT assist you? Like, what was that whole implementation process? If you don’t mind, every month’s a little different. But So how long did it take for us to get comfortable? There’s a different answer because there’s so much. We use it for audits. We use it everyone uses it a little bit differently. So I would answer that a little bit differently depending on the user. As far as our specific risk team, it was I mean, we designed it, so it was pretty easy. It’s like, this is exactly how we want it to work. And then you start getting your ideas. Okay. Now I can expand it to this. Now I can expand it to x y z. And then just focusing on how you’re gonna expand it, it was difficult. Did we have someone dedicated to the implementation at overhead door? I guess, technically, that would be me. It would be my unpaid side job. You know? That that I I kind of, like most organizations, we’re a pretty budget conscious organization. So they wanted to keep implementations costs really low. So I became a student of SQL and XML and that type of stuff. So, like, Origami Risk would do one form. Andrew would do the remaining eight. That’s kind of how it that’s kinda how it worked. Nobody prior to implementing it, I had heard of Origami Risks, but we were, I would say, a rather early adopter. It wasn’t nearly as big as it was now. So I didn’t I didn’t know anybody else that used it, honestly, either. So we kind of just went in and on a very fresh view of it. You were there as like, hey. I’m I’m here to sign off on the work. I’m here to be the subject matter ex expert. I don’t you you didn’t find it overwhelmingly onerous and distract you from your daily duties because you were making an investment in something that was ultimately gonna help you in the end anyway. No. No. No. I I it was it was honestly one of my favorite parts of my my job. Like, knowing that, hey. What I’m gonna do is gonna significantly improve Even my job in the future. Another question here would be if you feel up if you feel okay answering this is, like, how are you doing contract management? Is that through a a software contract life cycle management, or is that really just, like, as, you know, as intense and and and manual as as it sounded like when you’re getting new contracts in where you’re seeing and you would have appreciated seeing the contract ahead of being signed? So there’s really not a great process. We don’t have any sort of formal contract review tool. It’s we have, like, a shared inbox that our legal attorneys kind of fish out of. They review the contract, redline it, things that we can accept, things that are not not acceptable. And then once a contract’s executed, that brand or location that that contract is related to actually has the tangible responsibility of the contract. So we don’t even really have a centralized contract repository. So, yeah, keep me in your thoughts and prayers as I embark on that in the future. And then, another question just about, like, your your technology. You know, what’s the license footprint from you from, like, a user’s perspective? You know, power users versus kinda, like, light users? What would, you know, what would you say? Yeah. I think we have five kind of full power users. And then Thirty light users, which is a lot of our kind of HR team. But what I think is really cool about the way we’ve kind of set it up is that in order to interact with the system, you don’t have to be an actual user named user of the system. So there was a, I forgot. We did some sort of metric that last year in twenty twenty three, over seventy percent of our total workforce had interacted with Origami in some way, shape, or form, whether it’s request to COI, whether it’s to submit a COI, whether it’s to do an incident or an audit or any sort of that sort of stuff, The the The touches on Origami is way higher than our named users. I think we had thousands and thousands and thousands of touches. So a broad engagement across your organization via an enabling technology, which is really the whole point getting back to, like, what we’re talking about here is, like, putting risk awareness and a safety culture in front of a normal everyday employee in terms of them being able to engage with you from a a safety or risk perspective. See if there’s any other questions at the moment. Alright. Let’s go to a poll. We’re doing really good on time here. Just a few minutes left. Let’s ask everyone on the call, which do you have? It could be a little bit of one, a little bit of the other, a little bit of both, or neither, or maybe you don’t know, and that’s totally fine as well. But what what software are you currently using to manage soft safety and risk? Hi. Sponsors are still coming in. Okay. Good. Alright. And a good kinda sprinkling across the board here. We have, you know, what I’m seeing as a as a lead, demographic here is not having software for either. And I would say to those folks, you are not alone. We encounter this quite often. Even at Fortune one hundred levels, I am still talking to folks who are using spreadsheets or paper based processes for managing a lot of their safety and risk components. So the concepts, I think the adoption curve for integrated risk management, we’re still at the at the kind of the forefront of that curve in terms of where we are, at least in the US, from companies, you know, digitizing their processes. And and and increasing the kind of collaboration and bring like, we saw with overhead door, bringing the two hour incident entry times down to ten minutes, which is just an amazing statistic. Okay. So I think, you know, what we wanna do is just kinda close out. Andrew, I wanted to personally say thank you, Josh. I wanna say thank you to Rims, for making this possible. We wanna thank everyone who’s attended today. And, Josh, I’ll just kinda leave it to you in terms of Yep. Thank you so much. We’re you know, we really appreciate it. Thank you to our panelists, Andrew Shea at Overhead Door and Jeff Enzinger at Origami Risk. Guys did a fantastic job today, and we sincerely appreciate you guys sharing your expertise and experiences with us with the REMS community. The Origami Risk team has your questions. There were a few that we weren’t able to get to today, but they have them, and they will get in touch with you directly to answer them for you. A copy of this webinar will be archived on rims dot org within a few business days. There’s lots of resources for you to access, so see your screen there for more information from origami risk. And as I mentioned earlier, we’re looking forward to having origami risk. Participate at RIMS conference twenty twenty four in Boston, November eighteenth and nineteenth. Be sure to stop by their booth while you’re there. You can register for that conference at RINs dot org slash twenty twenty four. For more information about origami risks, you can visit origami risks dot com. Scan the QR code on the screen and follow them on LinkedIn. For more RIMS excitement, join the RIMS community. Visit rims dot org slash membership to become a RIMs member today. So with that, I say thank you, and I wish you all a safe safe rest of the day and week. Thank you. Bye. Thank you. Bye, everyone.