Smarter Safety Strategies

Thank you for viewing this ASSP sponsored webinar, Smarter Safety Strategies, Using Risk Assessments to Drive Resource Allocation. Thank you to Origami Risk for presenting the webinar and providing this valuable information. While this webinar has been prerecorded, our presenter will be available in the chat to answer your questions. Just a little housekeeping before we get started. We will make this webinar recording available on our website under free learning resources. Please look for our follow-up email with more information on this. Now without further ado, we will turn it over to our presenter. Hi, everyone, everyone. My name is Sean Salvas, and I’m a former safety leader for large corporations such as Intel and Honeywell, as well as roles working for the government. Like many of you, I’ve done some risk assessments in all of my roles, whether it be for ergonomics, corporate auditing, and even industrial hygiene from an exposure perspective. I’ve done it really in every one of my roles from a different lens and even different programs. It’s been part of routine compliance activities as well as for continuous improvement initiatives in the spirit of various voluntary consensus standards, whether it be ISO forty five thousand one, fourteen thousand one, ANSI, NIST, MIL standards, and even the NFPA. I want us to stage, though, before we get into this presentation and really talk about why we do risk assessments. So we do when we’re doing our safety observations, we’re doing our inspections, our our incident reviews, we should always be thinking in the lens of risk, looking at our jobs, our roles, even our impact to the working environment through the lens of risk. And even from a financial perspective, thinking about risk and how it affects operations and overall performance. Most importantly, we should be thinking about the approach known as human and organizational performance or HOP that can be help that can help us learn from errors rather than focusing on the blame. How do we fail safely? Now risk assessments can help us push for those resilient systems and processes for continuous learning and action of the most pressing risks. So kind of to kick off here, I wanna start with first a poll and get an idea of the audience of where you are in your risk assessment journey. So that I have a poll here asking if you all are doing and or I should say, if you are doing risk assessments. Yes, no, or maybe another team or group is doing them. Do drop your responses in the chat and we’ll get an idea of the audience and where you’re at in your journey. So a quick agenda here. We’re gonna go deep on why risk assessments are so important, go over some common use cases and scenarios, and provide a demo with a few of these use cases in action via some screenshots. We’ll also look at some strategies and best practices and give you some key takeaways. So how does OSHA describe or define risk or hazard assessments? There are a lot of ways to interpret these common methodologies and it can differ by industry and lens. But from a safety perspective, OSHA defines it as a systematic process to identify and address workplace hazards that could pose a safety risk. So why do we do risk assessments? Why do we care? Why do we care as safety professionals, as ergonomists, as industrial hygienists? Well, by equipping the EHS teams with the ability to conduct risk assessments, we are helping them to determine where to focus their time, investment, and resources to be more proactive and preventative, ultimately preventing incidents and injuries and helping keep their workers, and in some industries like brokers and carriers, customers safe. This is especially true for the higher hazard industries where risk are much more pervasive and time and resource out alignment is even more important. But it doesn’t have to just be high risk industries. It can be medium risk, even lower risk industries that may have other areas of risk such as office safety risk, even risk related to quality in some cases. Now these methods help drive improved reporting and communication with leadership on the effectiveness of lowering your risk. And, also, I wanna pick up integrated risk management or IRM. There is a value prop to be had there where you can help bridge collaboration between your EHS and your teams, which is your enterprise risk management teams, and also bridge other departments. Creates that conversation with your quality departments, your operations, supply chain security, and other groups that you may work with. Looking deeper on your time and resources and how we can better align, this is really getting to orgs needing to see the bigger picture. Risk assessments provide just that for identified hazards ranked by inherent and residual risk so you know where to focus first. This enables you and your teams to act on what’s most critical, enabling you to take immediate action on the riskiest hazards, reducing the likelihood of sex or serious injuries and fatalities. And in a time where EHS professionals wear many hats and have many roles, with clear risk rankings, busy EHS teams can allocate your time, budget, and personnel where they’ll have the greatest impact. Most importantly, these practices can help you move from reactive to proactive by identifying trends and addressing root causes before incidents occur. I wanna get deeper on the collaborative side as well as we talk about because at the end of the day, risk assessment is a collaborative activity. It does create that conversation. And when we foster collaboration and strengthen strategic impact, we support strategic conversations, turn those insights into action, build the bridge to executive teams, and help leadership understand the value of proactive safety initiatives. This secures buy in and resources and can drive cross functional accountability. So I have a second poll to ask here and really looking at really how your risk department acts, and if it’s part of EHS or part of our departments. This time, I’m looking at the interaction at the field level with the enterprise level. Do you work with your or enterprise risk management counterparts to report or communicate your risk or hazard assessment activities? Drop your responses in the chat, please. So perhaps you already have risk assessments, but why should you go deeper? Key questions to ask yourself and your team. Can you and your executive team view site level risk data across locations, departments, facilities, perhaps even within your jobs or roles or departments? Another question to ask, are your assessments linked to follow-up actions and training? Are you pushing for continuous improvement? Do you have plan, do, check, act processes in place? Another question to ask, is your risk scoring consistent across teams and tasks? And are you aligned on what really are the most pressing risks across the organization? Can you benchmark those across your locations? Another question, can you quantify the ROI of your safety program, and can you use insights from these risk assessments to drive further investment in key areas? And, also, are you identifying potential exposures or just tracking incidents after they after they occur? Are you being proactive? How can you leverage risk assessment insights to help you take a more dynamic approach to risk management and mitigation? This is really getting into the smallest of risk and seeing if it could lead to a potentially catastrophic event. So these are just a few questions you should go ask yourself. Really dig deep to see how your teams are doing in the overall health of your teams in terms of a risk perspective and risk mitigation perspective more specifically. The good news, though, most cases, mature risk assessment methodologies and best practices can help provide this level of insight from the data and trends captured across your organization. Much of it is being captured likely today. So now I wanna go into some common use cases, and there’s quite a few. Risk assessments do go across many, many programs, really across the entire EHS ecosystem. Some of these may resonate with you when leveraging your risk assessments. And quite frankly, this can be used in all facets of your jobs. One very common use case is looking at your job and your task risks. So this can get into things like JSA or JHAs, your job safety analysis, job hazard analysis, but also connecting these pieces to other activities, whether it be your safety meetings, your safety huddles, perhaps looking at risk that exist within your jobs and discussing that in those meeting settings. Can also be used for training. Right? You’re looking at your job and your risk, and how can that be used to further mitigate risk through training activities by lowering that risk, having those conversations yet again to say, hey. These are better things we should do to lower that risk profile. Using it to generate financing cap less. Looking at your jobs to see if there’s areas that could be improved and how you can have that continuous improvement embedded in that as well. And, also, having your JSA, JHA, and your evolve job risk feed into your pretest planning or your pretest plans. This is really critical, especially for contractor safety requirements, looking at areas where permits are needed, where risk exists, where risk can be mitigated to lower that exposure. One other really key example is a hazard or risk library. This is the core of why we do risk assessments. I really understanding what are all those really children risks that roll up to overall safety or overall risk for your organization. This is really the parent to any risk being observed or tracked across your operations. So this can be a running list of hazards. This could be done in many programs. This could be done through your inspection activities, for example. Could even be done through your investigation or the outcomes from your investigations. All these risks ideally, are rolled up and looked at from a risk register or hazard library perspective. And what the idea behind this is that this can be used to really prioritize and identify those top risks that exist across all operations. Speaking of audit and having that as a roll up, that is another key common use cases where you can use risk assessment. Many people, many processes can look at this from an observation perspective. So if you’re out in the field doing your site walks, your gembas, doing your five s activities, whatever it may be, you may observe something that may have a potential risk. Tag it, score it, look at a way to identify it and have that roll up to that overall risk level, and see if there’s trends that exist from those audit activities. The same applies to incident risk. So when you’re actually doing those observations, perhaps you actually identify an incident that happens in the field. It could be even a near miss. It could be, a simple observation. Maybe something hasn’t happened yet, but could happen. A potential potentially catastrophic event could happen. Identify those risk in that setting as well, and that’s a really key idea here. Serious injury fatalities actually has risk assessment embedded into it, looking at those different factors that gets into, is this indeed a potential set, for example? So I always encourage those to look at that in your investigation activities as well. If you’re doing your five whys, your fishbone, any kind of investigation process as well, make sure risk is always at the forefront. Speaking of risk, we look at exposures. So in the world of occupational health, in the world of public health, looking at any kind of exposure in this field is a common area where risk assessment can be tied to. So this is common for industrial hygienists, for ergonomists, really key in looking at the health risk rating. Risk assessments naturally have matrices, naturally have scoring methodologies that look at occupational exposure limits, look at permissible exposure limits, PEL, STELs, ways you can look at reducing those exposures in the field. Now this can be obviously from an economical perspective that’s gonna also be from physical hazards as well, things like noise, for example, with things like ergonomics as a physical hazard as well. So just be aware of that. That’s a really key area where you can look at trends you’re seeing from an exposure perspective, how it’s affecting your people in the field and the environment as well. Related is chemical risk. So risk assessments are very common in this realm as well, obviously, from an exposure perspective, but also looking at in the world of what your products are made of, is there a way you can use less hazardous or less dangerous chemicals, for example, or substances? So manufacturers are looking at this from that lens, from a product stewardship perspective. We hear about Forever Chemicals as well. This is another area where risk assessments can be used to look at substitute substitutions for things that are less hazardous. A key area is contraverse safety risk. So something that I am very near and dear to is this area, an area where you’re looking at overall safety and EHS for any contractor, but using risk assessment methodologies, whether it be for their processes that your full time employees are doing, JSAs, for example, but also looking at the risk of those contractors working at your sites. A very key thing here is looking at, you know, do your contractors what’s their incident rates like? Are they experiencing gaps in training? Are they experiencing hazards that may pose them to being a contractor that may or may not be suited for the site? Really looking at grading, in many cases, your contractors, but you can use risk assessment methodologies, roll ups, and really different metrics from across your processes to identify, are my contractors actually at risk in the field, or should we look for other contractors to bring in to be less risky? Related is management and change. So an area where contractors are deeply involved with many times, especially in the collaborative sense of changes to your programs and processes, is management and change risk. I’ve seen this quite a bit where you can do risk assessments to identify the effects on the environment, for example. Let’s say you’re bringing in a new asset or perhaps a new, process in place, wastewater treatment, for example. What are the effects on the environment? Is there a risk assessment being done to identify if permits permits are needed or if there needs to be some type of blocking of areas or is egress at risk? There’s a lot of things to look at. This is where risk assessment can really be powerful and really give you an idea of is this change truly gonna be for the better, or is it gonna actually increase harm in some cases? And the last common use cases I’ll mention is just overall safety management systems or SMS. So an area that’s really focused, deeply in the government side, especially. But you think about FAA requirements, you think about the SMS needs across businesses in aviation, for example. Risk assessment is one of the core pillars to identifying risk and having continuous improvement as a forefront for everything in safety. Very common for aviation, rail, other industries as well, but safety management systems at their core utilize risk assessment for prioritization and ranking. So just a few examples there. Lots of other examples. Again, it can go across all facets of EHS programming. I wanna give you some kind of highlights there. So now I wanna go into what does it look like in action. I’m gonna give you a few examples here, And you can start seeing here. This is actually using technology to kinda capture some of those risks. So this is just an example, of kind of EHS side of technology of where you can track risk. And in this case, tie it to your incidents and your root cause analysis. So here’s just quick example here. You can see here there’s an environmental incident that’s being investigated here. It relates to chemicals in this case. And in some cases, these types of classified chemicals in terms of corrosive and flammables, you can see these may have a risk ranking that gives your overall incident or the results of the investigation a score. So you can see in the top right there, you see some inherent ratings as well as residual ratings. There There were some controls put in place in this case as well to lower that risk. This is just one example of where you can use a program like incident management, even investigations and root cause analysis to capture your risk, tag them, score them, and intimate controls and look at the effect of those controls throughout your programming. The next example I wanna present here is around the audit side. So we talk about auditing. This is what I mentioned earlier. But, essentially, you this could be in the realm of doing your routine inspection activities. It could be a daily observation event, a gemba, for example. It could just be one of the your corporate audits. Right? You could be looking at your forklift safety program such as this case and saying, hey. How are we doing? Is there any noncompliance? Are there any risks that exist from our observations? As you can see here, this is one really key area to track it. If you’re actually going through your daily activities, whether it’s your routine or your ad hoc activities, you may observe something that you wanna tag and then ultimately rank and score and compare to other risks you’re seeing in your organization. You can see here, this one was identified for bad labeling, and you can see the risk that exists related to that from a noncompliance perspective, product issue, legal issue from a compliance issue as Gen. But these are just areas you can really start tracking. And the idea behind this is that you wanna start capturing all these risks in all these programs because you can get trends whether you’re seeing, let’s say, noise risk, for example. Perhaps you’re seeing noise risk across your activities. Oh, by the way, maybe we’re seeing noise risk with our jobs that we have assigned for our JSAs. Oh, by the way, maybe we had someone have lessons learned that came out of a an event that they said noise was the ultimate reason for that said Internet. This can just give you more visibility, trends, insights into what really are your highest risk across operations. And then this is, again, one last example I’ll show you in terms of it in action, but this is JSAs again. So I mentioned this earlier, but this is really getting at the core of the at the tax the task level, the job step level. What are those risks that exist? Those risks may be related to lockout tagout, line breaking. They could be related to noise, whatever it may be. Right? But the idea is that you wanna lower that risk by your task. This is a really good tool to use to identify those jobs that are the of highest risk. But also, generally speaking, how are your people what types of things are they doing to lower that risk? What controls are being implemented? How can you show the result lowering risk and then have that as an investment case for putting more into safety programming. So this is just one clear area to show the lowering of risk and also controls that are put in place or actions put in place to lower that risk. Alright. I got one other poll here I wanna ask the audience here. And, really, this gets into, you know, what your team are conducting risk assessments on. So we talked about examples right before. We had JSA incidents audience. Maybe you’re not doing risk assessments directly today. Or if you have other examples you like to bring out. Let’s get an idea from the audience in this. Please put your ID in the chat. Alright. So here are some even more examples here. Again, risk assessment can go across all the EHS programming. I do wanna call out a couple of the ones shaded in royal blue right here. Those are ones that I will go into a little bit deeper in the following slides. These are areas that, again, I’ve been deeply involved within my my past as a safety leader. But, you know, pretest planning, MOC, industrial hygiene, ergonomics are very key areas, especially in construction and manufacturing environments, but, really, any environment has a a risk assessment component to it. I do wanna highlight, though, some other areas that you see in the lighter shaded blue areas here. We talked about JSON audits and incidents, but things like bow tie methodologies, for example. This gets into the higher hazard or even oil and gas and those types of areas. But this is an area where you can start using it as a visual tool looking at risk and outcomes, scenario based risk assessments to see what is the outcome based on controls being implemented. So an area that I think is a really good area to use risk specific methodologies. And, again, this can be a thing you can showcase to your leadership teams as well of what’s gonna happen as a result of putting in some controls in place. We talked about country safety earlier. The big one here I wanna talk about is AI. I mean, this this is everywhere these days. But looking at AI, predictive analytics as well, there’s a lot of use cases that get into risk assessment and really starting to use generative AI in many cases to identify through findings, through pictures, through, video evidence to decipher what indeed is the risk that’s being observed. Us as safety leaders can obviously pinpoint a lot of that in the field through our observation events, but, also, it’s getting to the stage now where you can streamline some of this and help kind of be a an agent in many ways to tell you, hey. This is something that, you know, we we identify as a risk. Is it indeed a risk based on what we presented for findings and the evidence? Lot of tools are helping kinda support that today, and it can help you through your inspection activities, can help you when you’re in the field using your mobile device, for example, as well. This can be applied to ergonomics as well if you’re doing assessments in the field where you can identify risk through movements using a lot of the AI and computer vision technologies out there as well. So lots of, leading edge technology being used to do risk assessment today. Some other areas I’ll call out is generating jobs and JSAs, for example. Right? Generating these for contractors, for example, based on maybe types of job titles, but also maybe evidence again or just kind of programs and roles that you can feed into a system and help generate maybe even corrective actions that need to be assigned to ensure lower risk profiles. So just some examples I wanna throw out there. Risk assessment, again, is used pervasively throughout our programming and our needs. So I do wanna go into prepass planning a little bit deeper. This is an area that, as I mentioned earlier, has been utilized quite a bit in construction and manufacturing. It really does serve as an effective risk assessment tool by proactively identifying your potential hazards before work begins, very closely aligned to the permit to work and even control work areas of our world. I’ve personally used this as mentioned in several roles from a variety of programs from decommissioning projects. Use this in fab environments, for example. Looking to looking at the risk from, you know, if there’s nasty chemicals or waste products being disposed of in different areas, looking at what needs to be done to ensure there’s no noncompliance or NODs, but also things like critical lift plans. I’ve been involved in pretest planning in that sense from lifting HVAC components over large buildings. Not safe, obviously, but we had a lot of controls put in place to identify permits needed, for example, lift plans needed, watches, and etcetera. Pretest planning is at the end of the day, it is a risk assessment tool on steroids, used for all assets to identify and really mitigate anything that could potentially happen during that project’s work. It involves essentially looking at specific text, even form, the environment that it’s occurring with, and also the tools materials being involved as well. So, this can even kinda go into MOC as well as that we talked about of, you know, if there’s gonna be a new project site or a new process being put in place. Likely, there’ll be some MOC request put in there as well, and that’ll be used from a risk assessment approach as well if that should be implemented or not. But, essentially, here, this is a really good way to identify any kind of controls in place. So we talk about, you know, hierarchy controls. This is a really good way of identifying or we could do an elimination of controls, perhaps substitution, perhaps an even engineering administrative controls in place. This is where you wanna highlight those. And, again, risk assessment can kinda give you an idea of, you know, how’s my project stack up compared to other products being done from a risk exposure perspective. So I mentioned MOC earlier. And, again, just as a reminder, this is a structured process in many cases used to evaluate and manage your risk associated with modification, your processes, equipment, personnel, or even your procedures within an organization. It is a risk assessment tool at its core and ensures that all your potential hazards introduced by proposed changes are systematically identified, analyzed, and mitigated before implementation. It really does start with that request process and really documenting the change that’s being proposed. I did this quite a bit in aerospace, in my past, and worked with a lot of different groups on the contractor side as well as building operation sides, quality sides as well. We all had a say in what the risk outcome was of change request. But a lot of times you’ll be using risk assessment values like HAZOP, what if analysis, for example, as well. Really looking for likelihood and severity of your potential incidents that may occur. By in true in by having your risk assessment in your change management processes, you’re really minimizing the chances of interesting unforeseen hazards, particularly in high hazard industries. You know, it could be chemical manufacturing, aerospace manufacturing, gas generation, for example, as well, or power generation. But, really, at the end of the day, this is, again, having a conversation. We had a this was typically a meeting setting for us when we did an MOC, talking about all the risks that we identified, stacked rank them, and looked at, you know, who has safety and accountability of trying to mitigate those risks before changes were either accepted or denied. So really about protecting your people at the end of the day. One area that I will mention as well, I mentioned earlier is from an exposure percent of industrial hygiene. Industrial hygiene has a lot of risk assessment, you you know, common methodologies and frameworks that are already in place. A lot of things we heard of in terms of, like, health risk ratings, for example. So a lot of people are using risk assessment for identifying if maybe further sampling is done, for example. I’ve used this a lot for identifying stressors, looking at things like noise radiation, whatever it may be, right, and saying if there indeed is there ways we can implement controls to lower that risk? At the end of the day, we’re trying to reduce those exposures to keep from those illnesses or injuries from happening. But, really, again, risk assessment frameworks are embedded into things like even similar exposure groups. So when you’re doing industrial hygiene activities, you’re looking at jobs and roles. You could be using JSAs in this case as well, which again is a risk matrix in many ways. But using segs to identify common risks that may exist within your job roles. Looking at even deeper, looking at perhaps qualitative and quantitative exposure assessments, which again have risk assessment backbones to them as well, and really identifying which areas do we need to follow-up sampling for. So if there’s areas that you identified that may pose a risk, what is that data that supports you doing further ups, follow-up sampling, and really identifying how can we mitigate risk and communicate what’s been done to mitigate that risk to our employees. So this is a a a big part of risk, gets into risk characterization as well. Again, looking at severity and likelihood of adverse health effects. But, yeah, big big area of industrial hygiene does have risk assessment embedded into it. And then related to industrial hygiene, you could argue this is a physical is a physical, perspective of industrial hygiene, a physical stressor, but in ergonomics. Right? Ergonomics, again, is a risk assessment in many cases. Right? You’re valuing your people, looking to whether it be for workstation redesign, lowering the risk, maybe there’s bad postures, maybe there’s repetitive issues that are happening that could cause things like carpal tunnel syndrome, for example. But this is an area that really is one of the most preventable risks out there, and we really can do things here to to lower that risk. Things like doing your assessment activities. There’s things like Rulonreba. Those are common methodologies that you may have used already that are risk assessments at their core. Stream index, for example, NIOSH lifting equation. These are all areas that have some type of methodology that gives you a ranking or score that tells you, hey. What are what is my risk based on the job, the lifting, the posture, the angles, the torque, whatever it may be? This is also a key thing. I like to bring this up in terms of a collaborative approach too. Right? Because this is where you can really start driving productivity gains when you are implementing, why we’re reducing risk, or why we’re trying to reduce risk from an ergonomics perspective. This can really help the bottom line. This can help your workflow. This can help overall operations and supply chains. Workstation redesign does a lot of benefit from a quality perspective as well. So this is always a key area if you’re looking for why you invest more in certain areas in the safety realm. Ergonomics has a very clear ROI, especially when you tie it to total worker health and also just overall productivity gains that you can experience from these. So I’ll bring them up. Alright. I’m gonna give you some key strategies and best patches that are can be experienced in the field from this. So it really starts with establishing consistent scoring frameworks across the organization, which which can lead to consistent assessment of methods and scoring to align on the highest risks. You should also look at risk from all angles for better insights and decision making. This doesn’t have to come from safety, but can also come from unlikely sources such as your quality department. I mentioned that earlier, but I used to work deeply with the quality department along with safety. We had joint initiatives that really went to lower risk. So that’s a really good group to work with along with others. Related to that, you’d be involving your key stakeholders. So you mentioned quality as one, perhaps unlikely source working on your safety initiatives and your risk assessment methodologies. But, also, don’t forget about your legal teams, your HR teams, enterprise risk, as I mentioned earlier. Also, just overall risk management and claims teams as well. They can all take or have a perspective on where your risk exist and have some you know, help give you more influence and buy in from their top leadership. Always continue to focus on continuous improvement for better performance and a lower risk profile that is near and dear to my heart as an industrial engineer formerly as well. But that’s always gonna be a key process to safety overall and really risk assessment and risk policy. You always wanna have to just prove it first and forefront. I will recommend also focus groups such as that for key industries or programs to provide unique insights into risk and even risk assessment methodologies. This is something that I have done as well in the past, thinking about things like aviation or rail groups, for example. Right? There’s groups that may look at human factors approaches, how you can lower risk from, you know, piloting, and how you can lower even the the people that are on the planes from being exposed to certain risk as well. Getting in aligning on frameworks in many cases has been really, really influential. This can be applied obviously to groups like ASSP or other groups as well, manufacturing, maybe even automotive. Right? There’s lots of focus groups that have kind of even deeper levels of where can we have continuous improvement and really start aligning to lower risk across our different departments and our different companies. Have visibility at all levels as the smallest risk can lead to a cash out event. So this is related to the SIF potential that we talked about earlier. Really try to have a twenty four seven eyes in the field. Right? That’s that’s what we’re really trying to go forward here, if possible. Obviously, we’re doing our observation events. We’re doing a lot of activities, whether it’s routine or ad hoc. But if there’s ways we can identify risk even when people are not directly in the line of sight, this is where some of the computer vision may come in play as well or, alerts or whatever it may be. Right? Having those those means of communication and visibility are key. And having an integrated risk management approach, so our IRM approach. This is really kind of bringing all the groups together. Talked about EHS, obviously, in safety, but, your groups, for example, your your risk teams as well. Really trying to prioritize the highest risk across your organization. And just going a little bit deeper here as an example of establishing that consistent scoring framework, you can see an example here from a JSA, for example, or a JHA. This is a common five by five matrix. Right? But the idea is that this is a a pretty standard probably severity matrix. The idea here is that you ideally wanna align on what is at the highest level for your organization. What is a common scoring methodology or risk ranking methodology, even prioritization framework you have in place that when you are tagging, when you are identifying risk in the field, when you’re ultimately scoring or even implementing controls, is that being looked at the same way across all departments and roles across your organization? That’s really what it comes down to. So if you do start seeing lots of noise risk out in the the field from a a variety of your processes, is it being brought up to a level of, okay. I’m in the executive leadership position. I can decide on what we’re gonna invest in to lower risk moving forward in the next year. Okay, noise is definitely at the highest level if I’m picking my top five risks across my organization. That’s where it really comes down to the consistency and alignment across your different frameworks. And related to that is alignment, as I mentioned. Right? So a critical piece to this, right, whether it be working with your your quality departments, security, legal, whoever it may be. Right? Making sure that everyone’s aligned on what really is your top risk across your organization. Again, bringing groups outside of safety is really key here, whether it be quality, whatever it may be. Right? But this was, you know, this is really getting different perspectives at the end of the day. Right? You can see kind of how others may view risk as well, whether it be your field or operations or even the executive levels. They may view things a little bit differently as well, but really getting in a room if possible and kinda discussing what’s being observed in the field and then ideally having the data and trends and insights that you’re gathering to support those conversations. And here’s just an example in action. Right? This is where you can really start showing, you know, if you’re using technology to kinda showcase what is indeed your highest risk customer organization. This is one way you could actually showcase this. In this case, you can see the parent level might be overall safety risk in our in our realm, right, in our in our, where we typically do our our risk assessment. But you may wanna, you know, start having some data to support what indeed is supporting that risk level you have, what is making it inherent versus residual, you can see in this case, we might have a bunch of child risks, which might be noise, slips, trips, and falls, vibration, temperature extremes, right, heat stress, whatever it may be. These are things you can start tracking as I talked about earlier. You can track across your incidents, your investigations, your audit activities, your observations, IH assessments, and then rolling that up at the parent level of safety risk. And then ideally use that safety risk with the data supporting it to really drive those investment discussions moving forward. So this is a this is it in action. Don’t need to belabor on this, but continuous improvement, always try to relook at your risk assessment methodologies. If there’s ways you can improve, get more visibility, plan to check at is key to our roles, and really, hopefully, lowering those incident rates over time by continuing to iterate on those risks and ideas and best practices. So to wrap up here, I wanna give you a few key takeaways about risk assessment and really how you can start using those for your conversations. Hopefully, got some valuable insights on the best practices today, and you may have many of you are probably already leveraging or can utilize this in the future. So, really, a few takeaways here are that risk assessments are strategic tools. They’re not just check the box exercises. They help you prioritize, communicate, and act on what matters most. Prioritization drives impact. A clear view of inherent residual risk enables smarter allocation of time, budget, and resources. And visibility leads to buy in. When executives understand the risks and the potential impact, they’re more likely to support your safety initiatives. Technology enables proactive safety. Digital tools streamline assessments, things like I showed you earlier, enhance your reporting, and connect EHS to enterprise risk strategies. It allows you to have that really deep conversation and have evidence of why you’re pushing for certain safety initiatives. The goal here is simple. Send your workers home safely. Think about total worker health at all times, and everything we discussed today supports that mission, reducing incidents, preventing cysts, and protecting your people with clear visibility of your risk profile. Thank you again for your time today, and feel free to check out our website for more information. Great. Thank you, everyone. We appreciate you being here. Just as a quick reminder, we will make this webinar recording available on our website very shortly. Please look for our follow-up email with more information on this. Also, for those who have attended the webinar, you will receive your CEUs. You’ll find this information in our follow-up email as well. Thanks again for joining us today, and we will see you next time.