View our transformative webinar on the power of integrated risk management (IRM) for safety and risk professionals. We’ll discuss how IRM can be achieved via a culture of collaboration between departments and powered by technology. Discover the pivotal role IRM plays in bridging the gap between risk and safety departments, unifying data and strategies to drive meaningful impact across the organization and ultimately improving efficiency, reducing incidents and injuries, and decreasing risk and insurance costs such as workers’ compensation claims. Jeff Enzinger, Senior Sales Executive at Origami Risk, leads an engaging conversation between Jeff Emrick, Corporate Safety Director at Ozinga, and Jenna Bechley, Risk Program Specialist at Ozinga, sharing their real-world experiences in implementing an IRM strategy and how it benefits their business. Just a bit of an agenda before we get started. Here’s what we’re gonna do. We’re gonna talk a little bit about, just generally, I’m going to speak about what is integrated risk management as a whole. This won’t take very long. And then we’ll move into having, Jeff, Emerick, and Jenna speak about the safety and risk collaboration at Azynga. They’re going to talk a little bit more in-depth about, really how they leverage integrated risk management at Izinga. And then we’ll open it up for some questions and answers towards the end of the towards the end of the webinar here. Alright. Moving ahead here. So what everyone wants to know, why would you care about integrated risk management? Why would you care about a synergy between safety and risk? You know, I’ll just say in my experience, certainly here at Origami and, as well in in prior roles and capacities, risk and safety have always partnered together, has been my experience when clients that I’m consulting with or clients that I’m advising with or even on the other side of things, when I functioned as a risk analyst. Risk managers, safety managers, leadership from both organizations really do tie together. And, you know, the thing about, integrated risk management is it allows safety and risk to kinda connect the dots between, where things are happening in the organization or where the organization is headed from a mitigation perspective. When you have programs that have a strategic risk objective with a ultimate final goal or final impact, you get more investment from those various stakeholders in those two organizations as well as beyond other departments entirely when there is a collaborating, common denominator. Let’s just say, a common language that everyone’s speaking. That’s usually what manifests in in integrated risk management approach. Since I’ve been saying integrated risk management so much, let’s define it. So integrated risk management, it’s data sharing. It is something that has been defined by some of the industry analysts like Gartner as an organization agreeing that they’re going to utilize a set of practices and processes as a very a risk aware culture and, use enabling and supporting technologies to really allow the visibility of those, risk and safety performances in an effort to then measure and improve their decision making process, as a business. And we’ll get into what this really means in in coming slides here, but integrated risk management is ultimately a way for a company to take the data they’re collecting, put it into a platform that not only these two departments use but other departments as well, and get gain useful analytics out of it around financial decisions. That’s really what gets everyone’s attention is the is the financial impacts. Right? And then they use those financial decisions to help mitigate risks going forward. So in practice, in the real world, where have we seen integrated risk management in action? Safety teams are usually, measuring lagging indicators like incidents that are occurring, and they use investigations to, arrive at root causes for those incidents. Safety then puts proactive measures like corrective actions in place to reduce the potential of those same types of incidents from occurring again. Risk teams are analyzing the financial impacts of lagging indicators like incidents and injuries and using the cost of these incidents to establish a measure of the risk of the organization. Typical, you know, fall slip and trip claim that injures a specific body part. Well, most risk people can tell you exactly what their perspective on how much that’s going to cost the organization, as well as an insurance level cost. Through an improvement in the reduction of actual losses, stemmed from the safety team kinda putting into practice their implementations of enhanced safety practices, risks able to confirm a reduction in those financial costs. So it feeds they kinda feed each other as a cyclical process. This is a measurement, what we’ve been calling something total cost of risk. Right? The measure of the lagging indicators, the measure of the leading indicators, all of it coming together, and all of the finances that are used to really oversee the entire umbrella of risk. Risk is then confirming from a financial lens that the efforts of the safety team are having a measurable impact. So they’re giving that feedback to the safety team via a financial, a financial measurement. And that is what that allows an organization to really confirm that they are improving the the overall safety of the organization. Right. So with that being stated and that kinda being laid out as the introduction to integrated risk management, let’s talk, specifically about Ozinga’s approach to integrated risk management. And so what I’m gonna do is, ask Jeff Emerick. Jeff, why don’t you tell us a little bit about Ozynga? Sure. Thanks, Jeff, and everybody on the call. We are a ninety five year old ready mix producing company that started back in nineteen twenty eight in Chicago, hauling coal coal and oil type stuff back in the day. And, we now our main business is producing concrete, putting it in trucks, and delivering it to customers. That’s about the extent. But we also have, other affiliated businesses, including rail to ship aggregates boats and barges to move stuff. We have quarries where we mine aggregates. We’re involved in the cement part of the business as well. We’re currently in the fourth generation of ownership. We’re a privately held company, and, it’s come a long way since nineteen twenty eight. It used to be a very old school company, and we’re working our way into the modern age of safety and risk. In the next slide, you’ll see our purpose statements. The owners set a strong, set of values, and they wanna make a positive impact on individuals, their families, and the community for generations. So it’s a long term view of why we do what we do. It’s not just to make concrete and make money. It’s to have an impact on people. And the nice thing about that statement is that it ties directly into safety. We want all of our coworkers to go home safely. We wanna take care of our customers on the job sites, and we wanna take care of the community that we operate in as well. So that kinda keeps everybody pointed in a safe direction, and it helps us in the safety and risk world to guide our decisions as well. Good morning, everyone. Thanks, Jeff, for our lovely introduction. So why IRM at Ozenga? Ozenga has been viewed as a high value risk for many years. Essentially, we’re categorized into two risk exposures, being construction and heavy auto. We’re construction in the fact that our concrete is being used to as the very foundation, for buildings, warehouses, sometimes high rises, and we have these giant concrete trucks on the road every single day. When you’re a heavy transportation company in the era of nuclear verdicts, you you tend to scare insurers off. They’re they’re not jumping at the chance to to cover you. So with this in mind and after some bad losses and tough renewals, Ozinga decided to take a more risk aware approach. And what better way to do that than to put our own skin in the game? Ozinga’s deductibles are high, so high that most of our claim costs are coming out of our own pockets. We do see significant premium savings because of that, but what I think is most attractive about that approach is a better safety culture as well as more control over our claims. With the integrated risk management framework, accident and injury information is coming in real time. We can quickly learn from our incidents or auto accidents, and take appropriate actions in safety to make sure that they don’t happen again. And we’re also able to take a more aggressive claims approach. What’s key about that for us is knowing when we have liability. When you have liability, you can kinda take two different routes in being mindful of your costs and claims as well as your legal costs. In one scenario, you know, if we’re a hundred percent at fault in an auto accident, are we able to get all this person’s contact information, reach them right away, and try to mitigate it before we even have to get an adjuster or an attorney involved? The other avenue being if we’re a hundred percent liable and litigation is imminent, we wanna make sure that we get, a, the right attorney on the file as soon as we can and push for mediation and settlements. Ozinga saw some pretty bad claims where we didn’t have all the right information right away, and we believed ourselves not to be at fault. And we were driving up legal costs to a point for a defense we didn’t really even have. So why waste money in denial or preparation for trial, when you know you’re ultimately going to pay? I think the integrated risk management works fairly strongly for Ozinga. We we’ve seen many benefits there over the years thanks to our close collaboration of risk and safety departments, as well as our partnership with Origami risk in using their platform. Right. So now, Jeff and Jenna, we’re gonna talk a little bit about the integrated risk management style at Ozynga and, through a series of a couple of different questions here. And and, obviously, we’ll take questions from the audience when, when they have some. But first, let’s start with, just describe to us a little bit about how are your how are your different teams structured and and your reporting style there? Absolutely. So, in regards to the poll, Jeff and I are actually option two. We report through different structures, but we were very highly collaborative with each other. My department, the risk department, consists of three of us, and we report directly through finance. You know, as I kinda mentioned before, deductibles are high, so there’s great financial impact in what we’re doing. How are we funding and what are we spending? My boss reports directly to our chief financial officer, and then myself and our in house claims resolution manager report to her. Yeah. On the, safety side, we have a VP that’s my boss. He reports directly to one of the owners, for safety. He’s in charge of, the EHS function. And then, myself and I have, full time safety reps in each of our regions. We’re currently in five states and placed in all those different locations and other affiliated things around, the country. So we’re kinda spread out, and each region has their own safety reps that kinda report to me. But we are very collaborative, as Janice said, with the, risk team. Yeah. And I would just comment that, it is not uncommon for me to see that kind of a setup at organizations where the treasury or financial arm kinda oversees the risk, risk and insurance side of things, and then the operational side kinda oversees the environmental health and safety things. And then what we what you get is that collaboration, not only across your two teams at these levels that you’re at, but also way high up in the c suite. Those, those leaders will have to kinda communicate with each other, around initiatives that operations wants to put in from a safety perspective or the resulting costs, etcetera, from safety. Right? Moving ahead here. Tell us, how did you collaborate to get into this integrated risk management approach that we’re talking about today? What what spawned that, and how did you work towards it? I think we collaborated to achieve IRM, in a few different ways. One of them being including Jeff, in our insurance renewals. My boss came into her position around twenty seventeen, twenty eighteen. And up until that point, none of our insurers or more specifically, underwriters had never met Jeff. And let me be the first to tell you that underwriters want to meet safety professionals. They’re the ones in the field every day putting in policies and procedures to prevent losses. So every year, we have, a few different strategy calls with a ton of different underwriters on the call, and Jeff gets a safety update every single time. He’s there with us in the process from start to finish. And when we wrap up the results, we let him know, if we made any premium changes, if we took on a higher deductible. It’s it’s highly collaborative. I I think it was kind of eye opening for him when he got brought into this to see, like, what we were spending, all strategy that is involved in how much what he does impacts how we insure. And it was actually interesting because when Jeff’s, boss, our executive vice president of environmental health and safety, he came from a previous employer where risk and safety didn’t work together. And he was a little unsure how that works and I think almost a little bit uncomfortable. But, as soon as we brought him in on the fold, he was able to see why we collaborate and how important it is that we do collaborate. Another thing that we do, and I’m not sure if many others do this on the call, but, we have our claim reviews together. Our claim process, especially workman’s compensation, is it’s very collaborative. We get together once a quarter with, risk, safety, operations. Some of our executive leaders are in the calls as well, and we talk about each open workman’s comp claim. We’re all working together to make that employee whole. What, like, duties options do we have? How do we wanna go about this with settlements? They’re able to get the full extent of an injury. They’re able to see where this starts and where it could potentially go depending on how we handle things. Another way too is with, using the origami risk platform. When we took on the Remus or the risk management insurance suite, we worked collaboratively the entire process. We designed the incident forms, claim forms, dashboards, reports. Anything that went into it, we discussed it. And this worked so well that Jeff actually brought me in on when they purchased the environmental health and safety suite. And then most importantly too and then Jeff kinda touched on this earlier, but I think we’re unified by our company’s purpose. You know, we wanna make a positive impact on people in our communities as well as our coworkers. At at the end of the day, we want everyone to go home safe. Yeah. Yeah. That’s a great story. I I mean, I am certainly seeing and have seen a lot of, more underwriters, going out into the field and witnessing for themselves, you know, the safety, the safety features that are in place, the safety programs that are in practice. And as a safety person, Jeff, I’m assuming you’re more than happy to promote that. You’re more than happy to kinda speak and have those kind of people come in and and witness for their with their own eyes, like, what’s actually happening so that they can be, more objective and not subjective when they’re going back to underwrite and do their job, which really, you know, really consists of spreadsheets and all that kind of stuff. Looking at past trends, when they have some perspective, some story around safety, it really helps them know that an organization like yours is moving in the right direction. That is that fair? That’s absolutely true. Yeah. Yeah. Having, where I when we were smaller and I started in this position, I was kinda just managing safety and then the financial people did the renewals. They’d come into my office and they would tell me, okay. Here’s our new deductible. It went up again. Here’s our new premiums. I had no idea how they came up with those numbers. And then once we started collaborating, I started meeting the underwriters. We’d show them our trucks because what we do is kinda unique. There’s not a lot of people that understand the ready mix concrete business. And we’d sit them in the cab of the truck. They could look around. They could climb the ladder. They’d see our plans and see what we do. And then they’d see the additions we’re making on our trucks, the improvements we’re making on things to make them feel comfortable that we’re not just reacting, we’re being proactive, and we’re not just sitting around with that the safety guys understand how a claim can go bad and what a lawsuit looks like at the end of the process and how to avoid that. Yeah. Underwriters are definitely looking down the road. Right? That’s the that’s their job is to look ahead. And if they can see some of the enhancements and improvements that you’re making, I think that certainly gets factored in. Okay. Great, great story there. Let’s move ahead here. So tell us, Jenna and Jeff, what are some ways that you recommend since you’ve already broken down those silos, those barriers, what are some ways you can recommend other professionals, your peers to do the same? Yeah. Well, hopefully, it won’t be the way we kinda got motivated to deal with some bad rules. And, so when I we started having our file reviews, I got finally invited to those to see what was going on. I realized that the guys in the field need to hear this. And we’re not a publicly held company, so a lot of this stuff is internal. The numbers we have, the dollars we spend, The owners kinda kept it themselves. And I asked them if we could start bringing the operations guys to these file reviews to see, and the VPs started coming and seeing. And one of them actually took me out to lunch after the meeting and said pulled out our book of claims and said, how do I stop this? I’m embarrassed. My division has the most claims. And then he started to make changes in his group, but it was because he went to a risk meeting he’d never been to before. He started to see the value of that. And then it’s easier in safety to get stuff done when the people spending the money see that repairing this piece of pavement in our yard is a lot cheaper than repairing somebody’s back. Those safety decisions get a lot easier to justify. So once we had the openness about the claims, it was a lot more impactful. And then the whole time I started getting involved as well in the mediations of some of our lawsuits and getting involved in with the comp claim resolutions, And sitting in a room with a mediator and your attorneys listening to the other attorneys telling you what your guys did wrong, and you know it’s not true, kinda gives you an incentive to find ways to avoid getting there. And if you do get to that point, having as much on our side as we can. So it it kinda closed the circle. If something happened, we did a bunch of stuff in the meantime, and then we got to this bad place. What can we do at the beginning of the claim to move ahead? And a lot of it is using the software that we have with origami where we put everything in one spot. Something happens, all the pictures go in there, all the notes go in there, all the interviews go in there, the video from the trucks, video from yards in one place. And then we have one place to look at that, and the risk people are able to see it right away too. They can start to assess how bad is this gonna be, what’s gonna happen down the road. And because of that, we also started to have Monday calls. Every Monday, we discussed the incidents that happened the previous week, and Origami makes that really easy. I created a dashboard that shows everything that happened the previous, week. It goes out on Friday to all the people on the call to see what’s coming so they can prepare to talk about their regions incidents. And then Monday morning, another one goes out that’s updated with anything that happened over the weekend or happened on Friday afternoon. And then we discuss every incident on that call, and we’ve got so many operations people on there that are the ones making the decisions in the field. Jenna and her boss can decide what we wanna do for risk. I can decide what I wanna do for safety, but if the guys in the field aren’t conveying that message to the workers, none of that matters. So having this one place where we can put all the information, people can access things like photographs, not just for insurance purposes, but for training purposes. We’ll take videos from our trucks of an accident, and we’ll put them out for training to our guys so they can see and have it not happen to them. And the other thing is, since we’re spread out across the country, something might happen in Indiana that people in Wisconsin would used to never hear about. And now they have that information, and they can make this, hey. We don’t want that to happen up here. What can we do? And, the renewal and the marketing involving safety with that, like we talked about, was huge. Now I know what kind of things the insurers are looking for. And now, the risk people know what we can do on the safety side. And if we ever run into an issue where we gotta really push something here, it’s nice to have insurance people come in and say, you know what? It’s gonna cost us this much more in premiums or this much more if we have a bad lawsuit. We’re working together as a team to get stuff done. The other thing we do is, we invite them to our, safety Christmas party last week. We had the insurance for them because, they know how to party. Yep. They the the insurance people usually spice up the holiday party. That’s that’s been my experience for sure. It’s great. And so, Jenna, I think, correct me if I’m wrong, but you can also collaborate with, Jeff, witness what they’re doing from a safety perspective, and then come renewal time, make a really educated decision about, Ozinga’s appetite for risk in in the terms of, deductibles or retentions that you feel comfortable, taking on, knowing that the safety knowing that safety measures are in place to fix and prevent incidents, that might have happened in the past. Just just as an aside, is that fair statement? Oh, I I mean, you took the words right out of my mouth, Jeff. Abs absolutely. And I think we break down those barriers by getting a seat at the table and giving all the right people a seat at the table. It’s it’s shared learning and, you know, yes, this is more pertain to risk. But, you know, there’s certain elements too that Jeff is always willing to educate me on, like OSHA, whether something’s recordable or not. I think we just we share knowledge, and we help each other grow. Yeah. Great. Okay. So, you know, would would all of the would all this be possible without, obviously, a platform in which to view data and make decisions? What your thoughts on this? Why would you leverage a technology? Yeah. I think having technology for your integrated risk program is key, and it’s it’s about having the right technology that’s best gonna serve your needs. You know, I meet a lot of people, and this used to be once us too, that everything’s done in Excel. And I think we’re to a point, with technology that it’s it’s gotta be beyond Excel. You you need a platform that all the right people have access to. It needs to be able to collect a lot of data and store that data, with, you know, with a Remus like Ozynga has in the EHS suites. It just better helps you prepare for your risk strategy, because you’re getting that data in real time, and all of the right people are able to access the information. I know from risk, we are in a data driven, time. You know, we can certainly go to our CFO and say, hey. I think we had to buy this more coverage, or maybe we need to take a higher deductible on this piece of the program, but you have to have the data to show why. Yeah. I think, it’s an interesting point. Both of you have been making is, not only, you know, the the technology you’re leveraging, but how is it being utilized in an IRM strategy? I mean, Jeff, you mentioned, some of those reports that you can sit down in a meeting with that are being generated for for you to have these discussions. Tell us a little bit more, Jeff and Jenna, what what this looks like from an integrated risk management perspective. Sure. So as Jenna mentioned, my boss came from another company that used origami, but only on the Remus side. And he used a separate platform for tracking the safety stuff there. And when he came on board here, we were just looking at getting the EHS. So we looked at several systems, and the thing that made it easier for us to go with origami was we’re already using it on the Remus side. We already had our people in the system. We already had our locations in the system. And the biggest thing was it happens to be the same software that our TPA uses to download their claim information to us. So that made it really one package to fit everything in there. So when we go from an incident to a claim that goes reported to the insurance company, we literally click a box on our, our claimants internally, and it sends up all the information goes up to the carrier. So we don’t have to retype stuff or reenter stuff. It’s all set up so it goes up there. And then every week, they download our financials. So we have weekly updates on how the claims are costing us, and they can see that and, other people. And that all gets reported, easily within the company because it’s all in one place. The other thing we’re using with the technology in the system is our ability to get better at following up on corrective actions. In the past, something bad would happen. We’d be like, yeah. We can’t let that happen again. We gotta do this and this. But there wasn’t any follow-up. And the EHS function of this is so customizable and so nice. We were able to create corrective actions off of our own custom made investigation report that sends reminders to people that, hey. This still hasn’t been fixed. This still hasn’t been fixed. Get on this. And we can see reports of what’s still out there to get done, what’s been done. It’s really, really customizable because the way we do things at our company is a little different than everybody else, and we want it just right our way. The other things that it does is that, investigations are better. We created our custom form so that anybody could sit down and just go through a whole bunch of stuff and come to the real root causes that we feel are important, and then we can report on those. What are our most common root causes, Where are things happening and what are we seeing as well? So that that type integration has been really nice to the point where we’re gonna add on the environmental stuff here too because we just saw the benefit and the risk. We saw it in the EHS, safety part, and now we’re gonna add the environmental part to it also. Yeah. I advanced the slide on you a little too quickly, but I, you know, I wanna point out that, where the incidence and where risk occurs, generally in the field. Right? I mean, that is, usually something where, it all starts. And so, having a technology that it’s gonna allow you to capture that information and work from it, reducing lag time, certainly one lever you can pull on getting in front of those, of those claims. Yeah. So with the mobile stuff, is that if that’s where you’re you’re headed on this, we really do use that a lot with the phones. Everyone’s got a phone, and that’s what my boss’s previous company had. It was that it was all app based and phone, but we decided not to use that because it didn’t tie in with everything as easily as we have. So Origami was able to recreate stuff he was familiar with in Origami and kinda make it our own, job site audits where we deliver our concrete. We’re not in control of the safety there. Some general contractor or some contractor is in charge of making sure the site is safe. We just show up, deliver the concrete, but sometimes we’re put in unsafe situations. And we want our drivers to be able to report that. We want our safety people to go out and see the jobs maybe before we start so they can see what things we can make it changes to before things get going and make it safer for our guys. So we created job site audits that are real simple. It’s just a few questions on the phone, but list the things that we think are important to safely deliver the concrete. My boss’s previous company was really big into behavior based observations and being able to go out in the field, see a worker doing his job, and then praise them for what they’re doing or, give some helpful tips to how to do the job better or safer. But we needed a way to record that and see are people really doing it. And we created our own custom behavior based observations. One question that leads in other questions. You can attach pictures to it. You can attach other information. You can assign corrective actions from it. So if if they’re on a job site and they see something unsafe, they can assign that to somebody to follow-up that gets tracked, and all that just kinda lives to the system till it’s done. Yeah. You know, we’re, we’re actually seeing an uptick in the number of organizations that wanna track near misses. And, really, that does require, you know, being right then and there when a near miss or a near hit or what whatever the nomenclature is when that occurs is having that quick ability to just whip the phone out. Right? Take snap a quick picture and take a, you know, take a footnote on why was it a near miss and those kind of things can have tremendous results, flowing into the the overall safety to risk chain, just kinda understanding, something that almost happened. Alright? Jeff, I thought we would just go and maybe tell us a little bit about these these weekly safety reviews that you do and and some examples there. Sure. So we wanted to have this call, but I wanted to have information that would be useful to the people on the call, not just for the actual things we’re gonna talk about, but how we doing as a company. So I created this dashboard just on my own, took a few hours of work, and, it comes out on Friday. Like I said, it comes out on Monday. And that number twelve was the week, we had twelve incidents in that week. And we report everything at the company no matter how minor it gets reported so we can see our trends. We don’t punish people for reporting incidents. We wanna know everything that’s going out there so they’re not afraid to report. The number one in the green there is our it was a near miss. We had a near miss that week, so we talked about it. I made it green so it didn’t look bad. I can change the colors on stuff because I think that’s fun. The total incidence at that time, we had six hundred seventy one across the company. And then below that, the three was injuries that week that they’ve had. And then the zero and zero were OSHA cortical and lost time, something we never used to really be able to track till the end of the year here. We created some data inputs from our payroll to show the number of hours we’re working every week, and then they show the number of people working. And we have almost live OSHA logs going because of the integration with the TPA and the way we track this. So we can see our rates every week that we wanna see. Fortunately, that week, there were no lost time ROSH recordable on there. And I made that green because that’s good. Okay. Yeah. And I think, this was another kinda look at some of your weekly safety reviews on on the incidents telephone number. Is further down that a dashboard that gets out and sent out as a PDF attached to an email every week. And on that call, we not only have ops people in the field and safety people, we’ve got the risk people on there. So when they hear an incident that’s happened, they can start asking questions like, well, did you do this? Why did you send them to the ER instead of the clinic? Or, hey. We need to really get on this one. We need more pictures of this or we need some more interviews. So risk is right there at the beginning hearing what’s going on, and they’re anticipating the long term impact. But not only that, but the questions they ask are helping our people in the field learn what they gotta get early on in these to keep it from going bad. We also have some senior drivers on the call that are the ones training our other drivers. We want them to hear what’s going on across the company so they can incorporate that into their training with the other people. Vice presidents that run each region are on the calls as well. And this charts here that you see with the donut grass show who had the most incidents that week, and our VPs are very competitive. Yeah. When they see they’ve had a lot, they kinda put their head down and try to get better. And when they don’t have a lot, they praise their people for that. So it kinda tells us where things are happening in the company for that week. And then you can kinda see that number eight down there. That shows, the number of people who are currently off work in the company. They’re off for work comp reasons. And covered up by that other little box shows people who are on medical restrictions, the number of people. So we have a live update of how many people are currently not working in our company. And then that little pull out box there is actually what we talk about for an incident on the week. So it’s got the date of the incident, how long it took to get reported, the lag time I put on there. So if some regions are taking longer to report stuff, we wanna know why. Tells us where it happened, gives their name, how long they’ve worked here. That’s kind of people wanna know, was it a new guy or was it a senior guy that had it? What what kind of coverage it hit or did would hit if it became a claim? And then, when they complete the investigation, the narrative could show up on this report too if they’ve done it in time for the call and then some other information about if it’s a medical claim. And then, just analytics galore. I mean, some of these analytics are great, and people love analytics. Tell us a little bit about these. Sure. So this is, like, our history for the year to date at the time of this was how many incidents we talked about on the calls. And we’re in the Midwest here. Chicago area gets cold in the winter, so our work slows down and the number of incidents kinda go down as well. And we can see that when we get busier, the incidents go up, so we have to focus more on that. Those kind of trends are in there. But in the box with the four pie chart is kind of interesting. We had seen in that top left one, where it says where incidents happened year to date, we saw about an even split between our job sites and in the yard. But then below that, where injuries happen. I broke it down, like, where are we hurting people? And we found out the way the majority of our injuries are happening in our own yards. So we can’t control safety in the job site as much, but we’re we’re seeing that our own yards, our home court, we’re having a majority of our injuries happen in there. So the ability to break down the numbers in a way that people can understand kinda open some eyes. We know our job sites can be risky, but we didn’t realize our own yards were that risky as well. And then the typical stuff in the bottom right of that that one there, like, what’s our top ten injury causes? Of course, you could all say slips, trips, and falls. This just verifies that it’s true. And, we could see if there’s some that sneak up that aren’t what you’d normally expect. Those are the ones we kinda focus on as well. Yeah. I mean, what’s the number way number one way to prevent false slips and trips? Just nobody move anywhere. Right? Just lay down the rest of your life. Right? That’s the that’s the only way. Yeah. Bubble bubble wrap too we’re thinking about. Right? Right. Okay. So, you know, I’d like to know a little bit more, and I think everyone else will everyone else would. Tell us about the results. So tell us you know, this is really the full realization of integrated risk management after it’s been in practice for you for some time. You know, how how is this quantifying, for you? So let’s let’s hear a little bit about that. Sure. The most obvious being, as you can see on the thing on the screen, is, reduction in claims. If it’s a little hard to see, our workers’ compensation claims are highlighted in the light blue, and then our auto liability claims are in the dark blue. As you can see, since twenty seventeen, our claims are trending down. A couple of things that you can’t see on the graph, for example, in twenty twenty, that is the year that we integrated, integrated, using origami risk. I believe which year do we install the cameras in the trucks? The original cameras Yes. Were in, twenty seventeen. Yeah. And then what about the forward facing? The forward the driver facing ones, we started in twenty twenty. Twenty twenty. Okay. So in twenty twenty, and I’ll let Jeff kinda add a little bit more later, but, we installed forward facing cameras in our caps. This allowed us to better see you know, we had a lot of accidents where we didn’t know what the driver was doing. So with the forward facing cameras, we’re able to see, is this driver distracted? Was he taking a drink of water? We’re and what we do is with all of Jeff’s safety pros, they sit down with the drivers, and then they coach him on it. You wanna talk a little bit more about that? Sure. So we were able with those cameras to have our senior drivers or our safety people, depending on the region, actually review the videos with the driver to see what they could have done to improve, and we’ve seen a huge improvement in our drivers because of the coaching. We also integrated Smith system training to help them talk about ways to improve their driving, and we were able to see the results of that already. So as Jenna said, the dark blue parts of those bar charts were our auto claims. And in twenty twenty, we started implementing the Smith system and the smart drive and the coaching, and we can see that that part of the charts got smaller. And this is just for our Chicago region here. I pulled up Chicago because that’s the urban environment we drive in where it’s the hardest to drive. It’s the most traffic, the most pedestrians, the most bicyclists, there, and we actually have seen an improvement in that stuff. So we were able to justify, hey. We spent this money on the cameras. We spent the money on the training, and look. It’s paid off. So sometimes safety people don’t just spend money. Sometimes we can do things that help save money as well. I think another area too where we’ve seen some really good results is, we’ve had some very successful casualty renewals. We actually just came off one this past spring. So, back in kind of the twenty seventeen to twenty nineteen time frame, we we had some very tough renewals. We had a lot of carriers say no to us, which, was very stressful and very hard to get coverage. Fast forward to twenty twenty three, we have such great data. We we brought the underwriters out. Jeff did a really good presentation on what we’re doing safety wise, and we had at least three carriers practically falling over themselves to ensure our program. Another beneficial thing we’ll see to this too is with your casualty insurance, I’m not sure if everyone knows, but it’s your auto, it’s your GL, it’s your comp, and then it’s your lead umbrella. Usually, our umbrella underwriter won’t come in with a quote until the main casualty has provided their quote because they wanna see, is the GL and the auto going up? Should we go up also? This year, because we had such a successful meeting with them and we went to dinner, we had several calls. They were able to come in with their quote before the main primary even did. So with all the actions we’re taking, we’re seeing a lot more, success with pricing as well as, a quicker casualty renewal process. And then just another example to give is, with the data that we had, we we actually made a very big decision a couple of years ago in regards to the week of Thanksgiving. After running some reports through Origami, we were able to see that all of our, really tough claims, specifically the injuries, were happening the week of Thanksgiving. And, you know, kind of what we inferred is drivers are probably stressed. You know? They they’d have to get everything ready for their families, and then they’d have to come right back at it on Fridays. So after discussing it with safety insurance as well as our ownership, we decided to have all drivers off the Black Friday or the Friday following Thanksgiving, and some of our customers actually followed our lead. And the nice thing about that is the drivers didn’t have to worry about, well, can I make plans? They could buy plane tickets knowing they weren’t gonna be working on that Friday, and they could take a long weekend, which they’ve never been able to do before. And that hovering over their heads in the past, I think, led to the possibility of distractions, not being able to focus on the job because they’re worried about, I won’t know till Wednesday night if I’m gonna have to work Friday. The owners make this announcement in October so people can make plans, and we have seen a really significant reduction in our, that time frame of serious claims as well. That’s amazing, because it’s already anxiety riddled to drive in Chicago as a twenty year Chicago, and I’ll just tell you that alone as as you’ve already commented. So that’s an that’s an amazing story right there. Just giving those, drivers the ability to kinda see ahead and let them function that week without having to have that extra kind of, worries around them. Anything else on this, or should we, should we move ahead with some questions and and get to the next slide here? No. We can move ahead. Okay. Alright. So before we address some questions, just kinda summarizing where we’ve seen things. True partnership, Jenna and Jeff, you guys definitely even sitting in the same room for the webinar. I mean, it’s, it’s evident. Going to the holiday party together is certainly something that speaks volumes there. The business results, you’ve definitely shown us how Ozinga has really turned, itself around from a risk perspective, improved the safety. All of these things are really, through the collaboration of your two departments and and you guys spear spearheading a lot of this. Technology using the technology to really, bring other leaders in your organization into the knowledge of where things are lying from a risk and safety perspective and helping them help make decisions around how to, reduce your total cost of risk. And, just pointing out, Ozynga’s success story here is just one of many that we’ve seen where this is something that, can be done. Let’s move ahead, with some questions. Before we get into questions, just mentioning that, you know, you can learn more about, this integrated risk management as a as an entire topic, simply by going to our website at this address or even using the QR code here. Great. Well, I want to thank our presenters, Jeff, Jeff, and Jenna. And as Jeff mentioned, we have about twenty minutes for Q and A here. And to our attendees who have not yet submitted a question, go ahead and do that, in the q and a box. It should be around the bottom right of your screen. We have, as I mentioned, about fifteen minutes to go through those and any we do not get to today. We’ll make sure our presenters respond to you by email and keep that conversation going. I also wanted to point out that this presentation will be available, this afternoon at after about four o’clock eastern in its recorded format, and you can watch it as many times as you like. Just log in using the credentials that you used to join us today, and we certainly encourage you to to share the the link and the credentials with any colleagues who you think might also benefit from this topic. Okay. So let’s let’s jump into some questions. Jeff, are you ready? Sure. Okay. Great. So someone wants to know what kind of data integrations are powering the dashboards that you and your you and the presenters shared today. Yeah. So the system, you know, nowhere no integrations are necessary. System relies heavily upon, you know, the data that you capture in the field and then work data that you enter manually. But, certainly, it makes things a lot more seamless, and a lot more automated to have integrations with other systems that you might be using elsewhere. And so we know with Ozinga, they’re integrating origami with their, human resources information system or HRIS or HR system, whatever you wanna call it, as well as an ERP system to help them get some of those rates. Right? So when you’re calculating trends, it’s like how many losses per mile driven or how many, you know, how many dollars we spend per employee. So in in this scenario, what Ozinga is doing, those are the only two automated integrations they have. They’re also manually uploading or manually importing, carrier. That’s one that we actually see quite commonly as an integration automated as well. Fleet information is something that’s easily, uploaded via a spreadsheet, or a CSV file, etcetera. And then, like, their project sites, their locations are something that they’re manually entering or or or manually uploading. We commonly see integrations around those as well. Really does depend on the client and the volume of that information. You know, we also feature a REST API for client driven, integration. So if you have a Power BI or you have a data warehouse or other systems that have their own, API and you wanna pull data or push data in and out of origami, you can do that. We also quite commonly set up origami to call other systems’ APIs. And, really, that’s that’s innovative. That’s, current technology, but we also I mean, it it hasn’t changed, since I’ve been here, for over nine years now is that really the the most simplistic and, secure way to do things is with a flat file. Alright? So, one system dumps it out to a flat file, encrypts it, puts it on a secure FTP site, we pick it up or vice versa. Due to the nature of the data, a lot of this stuff is not necessarily real time sensitive. So that’s a a very simplistic approach and a very Common one that we see. Great. Okay. Someone else wants to know, why did you decide to adopt dash cams and who risk or safety was the key driver of that decision? Yeah. You know, so at Atozinga, I think what you heard was, a culture of safety kinda coming through all the way from, their kinda starting in the nineteen twenties and then building up into, like, their leaders and their owners really do, like, personify this culture of safety and getting the, you know, the workers home safely every night and protecting the community. So, like, you know, if you’re, you know, the con concrete truck is driving by, you know, they they care about not, injuring you or or damaging your property. So the decision to adopt the dash cams was part of that, culture of safety. It was something that was initially requested by the drivers. And I think the drivers saw that as a way of ensuring that they weren’t being put under unnecessary scrutiny for their safe driving practices when I mean, in Chicago and a lot of places I’ve driven, people are driving erratically. But, you know, eventually, what we heard was an incident did occur on a snowy road, and the Ozinga driver was, not at fault. And the dash cam proved that. And so following that, leadership paid attention and said, You know what? Tru, cameras in every truck’s kinda, you know, dash cams. Right? Over time, leadership then saw I think we even heard Jenna say, like, you know, driver taking a drink of water or something like that. The driver saw the need or Ozinga saw the need to have the driver facing cams as part of the practice to to really bolster that observation, the behavior based safety approach in terms of whether it was risk or safety leadership, above them. Both was the one that recognized, like, the partnership and decided it was an easy operational investment to make. What we know is that for safety at Ozynga, having cameras really made sense from a training perspective. The coaching, pre loss observations, you know, when an incident occurs, it’s not the fault of the driver. The risk team has the facts to approach opposing counsel as well and head off any lawsuits. Right? So, hey. We got a dash cam. Your guy Yeah. You know, was driving all over the road and hit our truck. So Yeah. And the the data that they shared as well in terms of all the analytics that you can that you can, call out of that and as well as just the results. I mean, the results are pretty pretty, stellar just in terms of the sheer volume of incidence decreasing. Okay. So let’s jump into another question. What are some other examples of situations or places where risk and safety teams are bringing together their data and teams? Yeah. It’s it’s a great one. It’s a good story for a a lot of our clients. A significant number, of our, you know, a thousand thousand clients is, safety and risk partnering together, and they do it in a variety of different ways. No two companies, even in the same industry, no two companies are exactly the same from an operational perspective. It’s really a reflection of their maturity. Right? Where they are from an a maturity perspective on their risk and safety, you know, different collaborations based upon the industry. One example, just jumping completely to a different industry is I think most people are, knowledgeable about a, a restaurant called The Cheesecake Factory. They measure, risk and safety working together. They they measure a a they have a practice of measuring, alignment with policies and procedures in each restaurant. Each region has its own set of restaurants. And so in each region, they they they will use origami to measure how well a restaurant has aligned with the safety policies and procedures that they put out, and then they’ll give them a financial incentive, you know, based upon how well they perform there. That’s a that’s a motivator. That’s a carrot. Right? The data they track and origami is used to establish these incentives. We see this commonly. It’s not just in in that specific use case. This is something that we know happens, in a lot of different companies is, allocating the actual costs of safety or or actually the losses back to a specific region head or a specific individual location. You know, I’ve seen a lot of situations. I’ve talked with a lot of, safety and risk leaders where they have a monthly leadership call to discuss the losses that have occurred and talk about the corrective actions that they established to mitigate those losses. And then other safety leaders are encouraged to take those, countermeasures and apply them in their regions to prevent those, you know, similar losses from occurring. This, you know, this really does ensure that risk and safety teams, as Jenna kinda even said, have some skin in the game To to make sure that they’re, aligning the overall workplace safety for employees and then the community or the guests, etcetera. Great. Thank you for that. Another question. Why do you wanna see all of these near miss reports? Does it just clog up the system? No. Not at not at all. So, you know, I I mentioned in the in the webinar that, you know, we we hear from a lot of people that they want to really they don’t have they don’t even have a mechanism to capture near misses. Sure. Like, incidents that result in some sort of an injury or a loss, they they track those. But, you know, the good catches or the near misses or the, you know, the, those are things that, they really don’t don’t have a lot of. And what we know at Azynga is that, they embrace the policy of no matter how small a near miss, it’s something that should be reviewed. Yeah. Jeff was telling me there’s a there was one Monday meeting where they were discussing near misses, and, they were talking about a driver who backed into a trash can. And on his phone, Jeff was getting a bunch of texts, like, from people that were on the call, like, why are we talking about a trash can right now? And Jeff’s response was, well, it could have been a human being. Right? So that is, insight into a near miss. I mean, it’s obviously in the name. A near miss is valuable in the sense that, could have it could have been a loss that you’d be talking about in a courtroom five years from now. Right? So no matter how small, they wanna collect the data. Now in terms of clogging up the system, not not really not really something you have to worry about with solution or a platform is because you can set up, severity. You can set up workflows to help you understand, well, what should I be focusing my attention on? Did we have a bunch of, you know, low value near misses that we can review some other point in time? But here’s a more high value or a more severe near miss that really does require, you know, fifteen minute, stand up with some people to make sure that it doesn’t happen again. And, again, it goes back to that that journey that clients are on. Right? You might start out a relatively low volume or or analyzing every single near miss, but then over time as you evolve and and start getting that volume, the system, the workflows, the categorization of those things can, evolve with you. Another thing we heard at Azynga is that, not all the workers are allowed to have their phones in the field. Obviously, there’s a law here in Illinois, I believe, and and a lot of states where if the copy even sees you with the phone in your hand, you’re getting a ticket. So a lot of times, what they do is they’ll write things down on a piece of paper, give that to a supervisor. The supervisor would then input the near misses just so that they can become part of that review cadence. And, it goes back to that idea of, like, no matter how small, everything should be reported, because, again, you don’t wanna you don’t wanna overlook something that blossoms into, a more, you know, significant incident down the road. So Yeah. And we’re we’re in an age where all of everybody’s talking about debt data, but it’s really about the insights that you’re getting that data. So These are all extremely valuable points in terms of better decision making, as you evolve in whatever your your customers’ journeys are. Alright. Okay. Yep. Sure. Another question is how do you leverage safety data with brokers in renewal conversations? Yeah. So I loved how, Jenna talked about, you know, the you know, at first, they were kinda like the, the non welcome people at the party. It was Zynga when it came to, you know, the the no no carrier wanted their business, and then it kinda flip flopped that and turned into, like, okay. The you know, the carriers are falling over themselves to talk to them because they made such a traumatic improvement in in their, in their loss ratios. You know, when risk departments are talking to brokers, they can paint this picture of safety, talking about the policies and procedures, data and trends, the dashboards that we showed. Those speak louder than practices that are put in place. Insurers, you know, they tend to focus on metrics like, numbers and and, numbers of claims and numbers of employees and miles driven square footage. Underwriters also can stump you. They can put those tough subjective questions out there that could be kind of ambiguous to answer. A good example is, like, what are you doing for the safety of nonemployees? Things like that. At Azynga, what they’re able to do is show the safety data that they’ve captured, like near misses, audits and inspections, corrective actions they put in place. Gives them a view it gives brokers the ability to go to the carrier and say, here’s a view even into the subjective measures of safety at a company that an underwriter, would wanna know. And then at renewals, underwriters and brokers can track the investments that, Zynga and other companies can make in safety. So we, you know, we we definitely talked about, like, attaching costs to everything. Like, for example, like, dash cams and driver cams. I think, you know, Jenna pointed out, a dashboard showing a bar chart of, like, hey. When did we install the, driver facing cams? And you could see that Yeah. The curve just went straight down, right, in terms of the number of losses. So all of those things having this, presentation layer to be able to give to brokers, to give to the carriers and shit say, look. They’re safe. Or they’ve demonstrated an increase in safety over so many years by doing x, y, and z. All things that, you know, they can track inside of a a system like origami and report on, pretty easily. So Great. Well, I know we’re we’re coming up on time, so I I certainly wanna, take this moment to thank Jeff, Jeff, and Jenna for that conversation and sharing those really tangible examples. I think it’s so valuable for our attendees. And I also wanna thank our attendees for for tuning in. We hope you found the content valuable, and you’ll join us again soon. And until then, please remember that SME and SME Media are here to help you stay up to date on all things manufacturing. You can get you can find links and and get information related to our podcast, additional webinars, publications, and news by visiting us at advanced manufacturing dot org. Take care, everybody.