Making the Case: The Value of Risk, Compliance, and Safety Software

Welcome everyone to Making the Case, the Value of Risk Compliance and Safety Software. Before we get started, with today’s discussion, we have a few housekeeping items to go over. Today’s webinar is being recorded. We’ll be sending a link of the recording and slides after the meeting to all of the attendees and anyone who registered. And if you have questions during the presentation for our panelists, please enter them into the questions box. We will be going through them at the end of the webinar. And if we don’t get to your questions, we’ll be reaching out afterwards, to get everything answered. Alright. Now for introduction to our panelists. I’m Gina Rothweiler, very excited to be moderating the session today hosted by Origami. We’re joined by Patrick O’Neil from Red Hand Advisors and two of our origami clients, Neil Almond from Tesco and Paul Brandle from US Foods. Pat O’Neil is the president and founder of Red Hand Advisors, a risk technology consulting firm that produces the annual rooms report and tailored risk technology consulting services to help organizations select the right technology for their needs. Neil Allman joins us from the UK. He’s an insurable risk manager at Tesco, a leading multinational retailer with more than three hundred and forty five thousand colleagues and shops in five countries across Europe, serving millions of customers each week in stores and online. Paul is the risk manager at US Foods. He works at one of America’s great food companies and a leading food service distributor. US Foods partners with approximately two hundred and fifty thousand restaurants and food service operators with nearly twenty five thousand employees at over sixty locations. With that, I’ll kick off our discussion with a quick poll for our audience. All right. So everyone, if you see the poll, thank you. What are you hoping to accomplish with ROI metrics for your organization? Everyone could provide their answers. Alright. Looks like forty five percent responded to prove the value of risk management functions to stakeholders. Great. All right. Moving on. We’re going to preface this webinar with the understanding that every organization is different. We’re hoping that this session will help you get inspired by other experiences. And while we’re primarily focusing on our client stories with Neil and Paul today, Our topics can apply to many other use cases, including safety and compliance. So for the panelists, where and how did you get started assessing your organization’s needs? Neil, can you start us off? Thanks, Gina. Hello, everyone. It’s good afternoon for me and probably for the majority of you, good morning. Might even be a very early good morning. So in terms of how to start assessing the needs for a return on investment calculation, I mean, firstly, if I state that my bullet points on the slide are more of a more of a prompt than a than a how to list. But I’m sure many many of the people listening into the webinar will have already put forward proposals for projects like implementing systems, and and no doubt those were based on return to investment. And I’m sure you made a a better job of it than than I did. However, what I can do is refer to my experience of this situation as in rolling out a remiss at at Tesco. So in terms of identifying your current pain points, so for Tesco, we felt that the existing claims handling model, one where the insurer handles the claims for us, was wasn’t providing sufficient control and that we were we were missing a lot of opportunities. Also, there were issues with owning the data and getting easy access to it, and that was highlighted as a particular problem. And and, really, particularly, the loss of data continuity. And what I mean by that is particularly for claims where you move from one insurer to another, you can kinda guarantee that the next set of border row reports you get from them will be in a different format and have different fields, and you end up gluing spreadsheets together, and it all can be a bit of a bit of a mess. So we clearly stated our primary drivers, and, really, that was increased control over the process. You know, a real drive to reduce costs. We wanted greater insight into cost and the cause of claims. And, again, we wanted that continuity of data. So in order to calculate a return on investment, you gotta identify your current relevant cost position. So you’ll need a clear understanding of your baseline costs that you’re gonna compare the ROI calculation to. So in terms of claims, that’s going to include items such as administration costs, claims handling fees, and all the bits and pieces that build up into the the actual cost of the claims. Now you’re gonna have to state the financial benefits. And sometimes when we look at rolling out a remiss, it it can seem obvious to us why it’s a good thing to do, but there are, I mean, there are often clear benefits to to rolling these systems out. But unsurprisingly, the most powerful ones in terms of gaining approval will be those that have a positive financial benefit. However, you can still identify other benefits, and there’s often often they’re they’re less tangible as showing a, you know, a solid ROI results. And they and quite often, they won’t actually factor into that ROI calculation. So, for example, in terms of rolling your claims out onto your own claims management system or Rimis, you could have increased security of personal identifying information, which would help avoid regulatory fines and the associated liability claims, and that in itself could be sufficient justification for for rolling out a remnant. And there are other potential future benefits that that could be achieved. Certainly for us, we were looking for that improved reporting and analysis of our claim finances, the risk, hoping to identify opportunities to improve accident prevention. There were potential opportunities from consolidating other systems into it and further expansion of the system and benefiting through economies of scale. So rolling the system out as a claims management system, you know, we could see that we could add in risk and control functionality to it. And if you’ve roll if you’re rolling out the remiss on the risk and control side, you might like to take up the option of running your claims through the system as well. Back to you, Gina. Thank you very much, Neil. How about for you, Paul? Good morning, everybody. Well, my perspective is the way we’ve been using origami is a little nontraditional use. You know, we were looking at, we already had the system in place. And, as there’s a cost to to have a Rimus system, as pointed out before, you know, how can we use this differently? You know, we have the system. Let’s keep it in place. Let’s expand on the Rimus system and, educate the value of the system, within risk and even outside of risk management. And we we look at the, how can we make things more efficient? What are we doing from, looking at, requesting bonds, certificates of insurance? How are we tracking payments? And and looking at that data and cutting down on the email traffic, phone calls, between risk management and other employees in the field when they need something from risk management. So we’re looking at the task of how can we make things more more efficient, getting rid of emails, spreadsheets, and doing more online through portals and, you know, making everybody’s job easier overall, and data collection as well, working with, say, like, real estate and collecting all the property information for renewal purposes, collecting a cope data. So we we’re looking at system is in place. How can we expand on the Rimus system, working with Origami, coming up with different ideas? Here’s how we’re currently doing a process. How can we make this more efficient? How can we make it more streamlined for, basically, people in the field, but also getting that data easily, you know, where where our payment’s going, and be able to see that live live data. So, really, what we’re trying to do is work with other departments and, overall, making things, easier on everybody. And we that’s how we’d be able to build our case to keep the system, keep it moving, renew it at each contract, and just showing that we’re just not using it for a claim system, but look at all the other benefits it can have, moving forward. And when you do that, hopefully, the other departments can replace their systems, or they don’t have a need for going out for an RFP to get their own system. So overall, you’re you’re gonna have a financial impact on the company as well because, the more more use you get out of one system, you’re not paying, you know, origami, system for, you know, whatever the case may be for that department or their systems are. You’re you’re eliminating some of those and building all kind of an all in one. That’s kinda how I’ve been working with work on being the the the traditional use of of claims data and getting the feeds from the TPAs and, things like that. So that’s how we’ve been moving along, and we continue to do that throughout throughout the year. We’ll discuss, as items come up with our departments or internally. Our first question is, you know, can Origami help us with this. And we reach out to them, and and we try to build something. Great. And for you, Pat, I know that you consult with a lot of risk practitioners. What are some ways you recommend to your clients to assess their organization’s needs? Yeah. So that’s I it’s gonna sound kinda funny here. I’m gonna say you gotta start at the beginning. Right? So we’re talking about ROI, and I think a lot of cases, organizations don’t think about that part until they get to, oh, it’s time to go get approval. And it really should be at least part of the process. And I think I think Neil and Paul described some really good examples of where I would suggest starting. Right? So this is all gonna it’s gonna have kind of tangible benefits in all aspects of the process, but you gotta start by figuring out what you’re actually trying to do. Right? What are what are what are your requirements? What are your objectives of the system? Again, involved in a number of processes where the an organization is kinda halfway down a path. They’ve done demos. They they’re excited about things, but they haven’t really identified what they need. And that’s great. And it probably can fill in some gaps as you see those demonstrations. Yeah. That would be a great tool. But they really haven’t taken a step back and say, what are our priorities? And I think that’s the place to start. And it’s important for the ROI case because and we’re gonna get to that in a little while. When we start to measure the ROI, we’re gonna look back at these use cases, these business objectives, and that’s where we’re gonna be able to identify the savings and the opportunity. So it’s gonna have a lot of other tangible benefits by starting, by building that out and not jumping right to let’s find a system. Let’s let’s implement it, etcetera. It’s gonna help with getting a much better, understanding with the vendor, that what what you’re looking to do and how they can accomplish it. It’s gonna help during the implementation process. So all of those are important. The other thing I would suggest, and I think it leads to, Gina, what you said at the beginning about, you know, while we’re talking with your two or your two clients that use use it for Remus, is looking at broader view within your organization. Right? Who are your who could be the key stakeholders? Not just within your department, but who else does this potentially touch? Other parts of the organization that you may request data from, other parts of the organization that might be able to use these tools, right, a safety or a compliance department where there could be a opportunity. And that that certainly can lead to, helping with the business case that we’re gonna talk about in a couple minutes. If you have a system in place already, looking at what things it doesn’t do for you, you know, what are your pain points, what are the deficiencies. And then I can the last step, and sometimes overlooked, is organizations just assume that the way they do things today have to continue to be that way. Right? So what manual processes do you have in place right now that can be improved upon? Where where are there bottlenecks in a process for approvals, etcetera? So two really good examples of things we see that typically aren’t in organizations that have more legacy systems in place is claims intake, so how the claims get reported. Right? We talked about that as an example just a moment ago, and value collection during, say, a renewal process. Those are two things that can be automated, can be improved upon, but identifying what those are, how they would work is a big part of it. Like, what’s the use case? What’s the use case to make that work? I think those are are the things you have to do up front. I know everyone has kinda jumped to the decision and getting the approval, but you gotta do the homework up front to make every all the other steps more successful. Gina? Thank you, Pat. You’re welcome. So to that point, let’s talk now about how to build a business case. I’d love to hear if there were any specific calculations or cost categories you you considered to help justify the spend. I spoke with a company recently who shared how they put together a summary of the hours that they spend on various job tasks, so collecting their renewal data, processing invoices, reviewing and consolidating claims from multiple TPAs, reviewing certificates of insurance, and ultimately preparing their insurance renewals takes a lot of time. They actually calculated the hours to dollars and the ultimate savings that they would, produce if they had a REMS. Paul, would you mind sharing how you built a case at US Foods? Yeah. Originally, we had, two systems in place and wanted to consolidate into one. So as far as that building out a case for that, we we determined origami was the the better fit with the functionality and being able to customize a lot of things. We built out all our locations in it, the cope data. You know, you take things from the risk engineering visits, from from your insurance carrier, you can add, items in there that they’re looking at, start collecting that. So future future renewals, future visits, you have that stuff, ready to go, and you’re able to provide that to the insurance carriers at renewal and ahead of risk, engineering visit. So it saves, not only time for the, risk engineer visit on-site when they’re looking at your location. But your people in the field that are have to spend time with those risk engineers, they have that data ahead of time, look at them electronically, and cut down on-site visit time, which, helps both sides. Invoicing, you know, manual process, able to, you know, customize that with an origami. And not only does that, you know, save time because it’s all there in origami, but you you’re able to look at your payments for your risk, whether it’s TPA cost, premiums, different service vendors you may be using. Everything’s right there. Categories that percentage of you know, you categorize a percentage to work comp, percentage to liability, percentage to, property. So you you have your all the invoice data available at your fingertips, versus going through files or spreadsheets, or if anybody else outside the department is asking, you know, what what your current spend is and ultimately look at your total cost of risk. The, building out portals, as I mentioned before, requesting bonds, certificates of insurance, anything to make things more efficient for, you know, as I like to call my our customers, the other employees, you know, for US Foods is, you know, we’re, we try to make life easier for them and and service them where they can. So make anything easier for them for there’s less emails they have to work with or wondering who who does it go to? Where do I send this request to? You can have that all all in the background in origami, so they don’t have to worry about it. Does it go to the broker? Does it whatever’s management? You know, that employee will they submit everything they need. They get a confirmation email with that attachment showing what they requested, and they don’t have to do anything else. And with that fact too, if you make changes to your broker, you make changes to your documents, you don’t have to have, track down those documents or people use them like, hey. We we updated this form. Use this one instead. So you you kinda eliminate older forms, outdated forms, you know, by using using a portal system and making things electronically. So when you make updates, everybody gets the updates. You know you know, when we work with a TPA, we also use we built out a audit system. So, you know, if you’re in there reviewing a file, you can five, seven questions, and you can see how the, your claims adjusters are doing, your claims offices on whatever, however you wanna grade them. So, you know, I know the TPAs do audits. Brokers can do audits for you, but you can also, you know, customize that and and do quick audits on files and and get your own grading system going and see how everybody’s performing. So building that case, as we go through it, you know, we’re working with other departments and, you know, making sure that, we’re making their life easier, but also, you know, how can we help them, you know, their pain points of of working, you know, with risk management. But then as we we find any pain points of, boy, this could be more efficient for us internally to allow us more time to work on something else, that’ll make an impact for the company. You know, we’re we’re always looking to expand and and, you know, move that next step of, making things, easier for everybody and have data at your fingertips. Very good, Paul. Thank you. What about you, Neil? Thanks, Gina. Well, I guess in building the business case, what we’re what we’re doing is putting flesh on the bones of the of the business case and and getting into the into the detail, really. So you’re gonna need a a clear idea of what the cost of implementing the system will be. And, certainly, you’re gonna have the the one off cost to implement that system. Now some vendors might enable you to smooth or amortize that that cost over the the term of your initial contract, or you have the option of of paying it separately, but there’s no hiding for it from it. You don’t get something for nothing, so you’re gonna have to pay it. And, clearly, you’re gonna have an ongoing cost as well, and and that will be broken down in into items such as software licenses, user licenses, data hosting fees, support costs, etcetera. So, really, you’re gonna need to engage with your preferred supplier or if you’re if you’re running a tender or your potential suppliers to to get those ballpark figures wherever possible, try and try and arrange it so that you can compare like with like. I would point one thing out, though. If you’re moving away from a existing system supplier, you need to be prepared for the overlapping costs that you’re gonna incur whilst the new system is being developed and configured for you because, clearly, you’re going to need your existing system running, and you’re not gonna be able to stop using that system and then develop the new system. So you you will have overlapping contracts at at some point there. For me, that was somewhere between three and and six months. You’ll clearly detail how the financial benefits will be achieved, and you’ll need to provide evidence estimates of their magnitude. So upfront for Tesco, there was a very clear and obvious, well, for us anyway, benefit. But we were incurring about seven and a half thousand EL and PL claims at the time. So shaving off fifteen pounds from the handling fee of each of those claims would save us well over a hundred thousand pounds. And we were planning to to make that saving by passing the claims handling away from the insurers and onto two third party agents who had already provided quotes to back up what their their claims handling fees would be. And to be honest, that was a compelling justification in itself. But on top of that, we could see and with discussions with the TPAs, we could see that the increased focus on average cost of claim from the motivated TPAs with tight KPIs on average cost and life cycle of claims, etcetera. That enabled us to forecast savings, which were factored into the ROI calculation. And I can’t go into too much detail there, but over the the the next three years, we effectively reduced our average cost of claim by twenty two percent, which had a very significant benefit to us. And then you you you can get into the detailing of the the other benefits that are probably a little bit less tangible. So increased claim claim admin efficiency could reduce the size of the admin team needed, and it and it did for us. The system will enable a much more detailed capture of claim related information. So we had a lot more insight into accident types, the the causation of those accidents, very detailed financial breakdown of of the claims. We were able to monitor the performance of our our TPA claim handlers and the impact on they were having on the claim life cycle. And really all of that together was used to reduce claim cost, improve health and safety, and also help us tweak our insurance and claims financing strategies. And, again, as we’ve mentioned a few times, there are potential benefits through expanded usage of the system and potentially decommissioning other systems and moving that functionality into into Origami or Eurimis. However, if possible, providing testimonials from other companies that have been through this same process and hopefully have achieved the the the benefits that you’re aiming for is quite powerful. So if you can if you can get hold of some of that information, you’ll you’ll find it very, very valuable. Thanks, Gina. Great. Pat? Yeah. Before I before I jump in, I just wanna I wanna kinda key off of something Neil just mentioned, not just the, when he was talking about the, overlap of of your previous system, and I know this is a pet peeve in our industry, but the other thing to keep in mind is the cost of the data. That that seems to be, an ongoing discussion when you’re moving from one system to the other. Obviously, the the the new vendor is gonna tell you exactly what it takes to to to convert the data, but, sometimes you’d be surprised at what you get charged to get the data, whether it’s from the third party administrators, or or a previous legacy system. So just I just wanted to throw that out because it wasn’t in my in my comments. I thought it made a lot sense to talk about. So, so building the business case, I’m glad we’re kinda asking that question and not just ROI because, Jean, I think the, the survey that we just put up at the beginning, I I guess I wasn’t surprised by the results that the top choice was for you know, to it was after the fact, was doing an ROI after the system’s in place, not for a new purchase. I think I think the second highest was for additional, for an additional spend, which I think makes a lot of sense. But the whole ROI process is pretty interesting. Right? It’s hard to I think I my slide says, you know, it’s hard to measure something that hasn’t happened, but the ROI process in general is an estimation. Right? It’s it’s and you and you can make it you you know, you can you can make it really tight and tangible, but it’s still an estimation of what your potential particularly on the savings side. The costs are probably a little more straightforward. So I guess I’m not surprised to see that more people are interested in doing it after the fact and maybe proving their worth, proving the worth of the system, and maybe then, of course, helping with we wanna do more of these type of things versus I really need it for the process for the approval on the business case. Because, I see a lot of examples where I bring it up all the time and have clients who tell me, we’re not actually gonna go through that process. Our leadership doesn’t value ROI early on, again, because of it being estimations and guesstimates. Right? But I think you can you can work around that. Right? So this is where that homework that I talked about comes into play. If you’ve done the homework that that Paul and Neil have talked about and I and I talked about at the beginning in terms of, you know, building your way to this point, you should have a list already of the things you’re gonna accomplish and be able to put dollars towards that, whether it’s, Gina, in your example, right, of someone saying, these are the hours and then putting a calculation to that on the value or the salary, etcetera, on where you’re gonna save. So that’s one way to even though ROI may sometimes be not the not the strongest case, if you can show how you got there and you’ve really done the legwork and it isn’t just a a quick exercise of, I’ve gosh. I’ve gotta fill out this spreadsheet. I think you’re gonna be in a much better place. The guys talked about a lot of the about a lot of the opportunities. I wanna talk a little bit more about some of the costs. I mean, some of them are obvious. Right? Some of them are, you know, the cost of the system implementation as we talked about, but there’s others. There’s internal costs. Right? So, I don’t I I sometimes am the guy who gets you know, people don’t wanna hear me say it when I tell my clients, you know, we’ve gotta have a line for that. But that’s where I see these things get kicked back a lot of times when you don’t include all of the potential costs. Right? And so when a CFO is looking at your ROI calculations and you haven’t put, well, we’re gonna spend twenty five percent of our time in the next nine months doing an implementation, that has to be captured somewhere. In larger projects, you might be involving IT resources and program you know, and and product project managers, excuse me, on your own side. You might be using an internal resource like or external resource like me. Those all thing all those have costs, whether it’s a hard cost or even internal soft cost. So you’ve gotta make sure that you identify all those costs. And then one thing, Jean, I know this doesn’t happen with Origami, but, you know, the the the the industry averages out there is that system implementations have overruns. Actually, close to fifty percent of system implementations hit some type of overrun. And I kinda I look at that and I say, yeah. That’s probably true, but some of that’s because it isn’t because there was, oh, well, that cost more than we expected. It’s usually the clients not identifying how they wanna use the system. And when they’re in the implementation, they’re like, oh, we gotta do this and, oh, we gotta do that. So I think if we’ve done that homework up front, we can be we can feel a little more comfortable. But I always suggest that you build in a percentage of costs just like just like Neil suggested building in for the overlap, building in that there’s probably gonna be some additional costs on top of what you already know from the vendor or from your tender process what the costs are gonna be. So that would be what I cover on cost. Let me flip. We talked a lot about kind of the savings, but I wanna kinda maybe just touch on two of them. Talk about maybe program costs. And when I think about that, think about is there a way that the system can eliminate things that are already taking place? And I think we heard examples of that already, whether it’s changing the way the claim process works that may change things. I have an example just recently where a client’s gonna be able to eliminate kind of quarterly updates on their on their actuarial study. They’re gonna be able to actually do the quarterly updates themselves and only do an annual process with a third party actuary. That’s gonna save them actually a significant amount of money. And so that’s a cost that wasn’t originally contemplated. This the second is on the staffing discussion, and this is another one of those little tricky things when you’re when you’re doing the calculations. So you can maybe identify efficiencies and ways that the system is going to improve processes. What are you gonna do with that time that’s recaptured? You can’t technically claim it as savings if you’re not going to either eliminate it, which is unlikely, or you’re gonna put additional things into that. Right? What are we gonna do with that additional time that we capture? Maybe we’re not gonna make the next hire as soon as we can. Then that’s a great thing. We we can adjust for that. We can account for that. We can consider that part of the savings. Then there’s obviously all the other things that that that Paul and Neil both touched on. Right? How can we reduce our costs? Again, if you can get those examples from other organizations that are further along the process for you, I think that really can help build that business case. Very good. Thank you, Pat. You’re welcome. Alright. So we’ve kinda covered this a bit throughout the discussion topics, but, really, how do you get buy in? Can you tell me about a time when you had to expand a UK use case beyond claims and renewals? I know that’s a a big topic. What were some lessons you’ve learned or maybe some advice you’d give to someone, for what not to do? Paul, you wanna start us out here? Really is one ways we get to buy is, you know, risk management touches a lot of departments. You’re you’re working with at least in my past, you’re working with HR operations, finance, work people in the field, is really building those relationships and understanding what you know, over time, what their needs are and bring this bringing it up and developing that rapport, go you know, hey. We we have a system here. Are you would you be open to looking at it, what capabilities are, and, getting their buy in. You’re you’re not forcing them like, hey. Your system’s not working well. You need to improve this. It’s I think it’s building those conversations over time and being able to, discuss with them on different topics. And and you you bring this in and, you know, hey. We’ve been using the system. It’s working great for us. Can I get you a demo? Like, what are your pain points? What’s not working for you? You get those, and, you know, I I take that to origami. Go, here’s what this department is doing. Do you think there’s a way to make it more efficient? Work with them. And and we set up a demo. You know? No, you know, no strings attached. There’s no obligation. And let them review it and talk things through, and and and either you get to buy like this is great, or it’s not for them. And and they appreciate that, you know, the effort you’re putting in to make to, to help them out. Getting the data, working with them. You know, we have a lot of data already. We have all you know, if you’re doing the property aspect of it, you have every location. You got all the real estate information. You got all the scope data. RiskManager’s paying for that that cost, and that’s a cost they don’t have to budget for in their system. So it cuts down on on what they’ve been purchasing through, let’s say, their software system. So now they’re just paying for the the the modules they need because we’ve already built it out. It’s in our contract. So, you know, sharing that data, and you realize, like, all these departments are really collecting a lot of the same data. You’re collecting, you know, whether it be, the property data, employees, and, you know, everybody’s using different systems, and everybody’s paying for those data feeds. As mentioned before, there’s a cost to it cost to get that feed from company aid or origami and vice versa. So if if if everybody has their own system, everybody’s incurring those costs. So that’s another way to, you know, to look at getting their buying because it’s gonna save not only with one of the departments at cost, but also, the company as a whole. And the the other, it’s not on this list, but as we’re talking here, the other department you really need to get involved in this day and age is is the IT department. Tell them what you’re looking at and what kind of data you’re collecting. Just do with, you know, cyber cyberattacks and, data breaches and because they’re gonna have a list of questions for you. So it’d be important for you to get those in quest get those questions ahead of time from IT. You bring it over you know, private to Origami, all the security questions, and and start that dialogue as well. Because if it doesn’t pass your IT department’s requirements, it’s gonna be very hard to get that buy in from everybody else within the company, the stakeholders who are gonna approve it. So it’s important to get them involved in the process sooner rather than later, because you don’t want that to be the the last hurdle and and, make sure we put all that work in. And like I said, before the cost savings, just just combining that data and and sharing that data within the company with all those feeds is is there’s gonna be a cost savings there, but as a whole. So I think those are some of getting the buy in from the departments is is just sharing show them what they show them what what you’re collecting from your company, that they’re probably already collecting too. And, some systems just aren’t customizable, and, they can look at everything you can collect or add to. And the it’s usually a pretty good buy in from, from the different, departments of, say, safety for one or real estate. So it’s, just making that those connections and and and, have those conversations and not trying to you know, hey. You need to use our system. It’s better. You know? It’s, just working with them and and see how that path takes you. Paul, it’s interesting you mentioned safety. I’ve I’ve been at a number of industry events recently where, the the big discussion is around the hardening property market right and even getting insurance and and premiums that that companies are paying. And so much was discussed about the benefits of being able to tell the story, right, and for the risk manager to go to the the underwriters, to the their brokers, and market their program and be able to say things like, wow. We’ve integrated our safety into our risk management information systems. We’re now, you know, measuring the audits that we’re completing and, automatically following up on corrective actions and managing safety trainings, and all that tells a story to the markets that really makes your risk look more appealing and and ultimately can reduce insurance premiums. So that just came to mind as you were mentioning that. How about you, Neil? What can you talk tell us about? Well, what I thought I’d do is just throw out some some additional justifications and examples of things that we’ve done at at Tesco. Having an in house team that is able to expand the functionality of the system themselves as as the needs of the business grows, changes, or, you know, you need to align certain processes to the to the new business wants is is incredibly valuable. And we’ve done a number of things recently, but just to say, Origami haven’t just left it to us. We have availed ourselves of their support when timescales have been quite tight and we needed extra resource to get things done. But we’ve we’ve been able to onboard our serious reportable incident process onto Origami. So that’s those are incidents that basically need to be reviewed by executive committee and senior directors. Serious stuff. So that’s on on the system now. Our property fire impairment notification and reporting process has been brought on board as well, which has improved the reporting and reduced admin on that. And, basically, what that is is where we’re gonna impair the safety or fire facilities or fire prevention and detection facilities in our stores and distribution centers. That’s fine. We just need to make sure that all the stakeholders are aware, including our insurers. And probably more importantly, did we switch everything back on when we said we would and confirm that? So that’s on the system. The compliance and control effectiveness assessment campaigns now run through Origami for anti bribery, anti corruption, competition, and data privacy. They’re all running through Origami, and there’s there’s more elements to come. And somewhat randomly, we’re we’re in the process of migrating our gifts and entertainment reporting and approval process onto origami, which which which is proving interesting. In terms of having the collected data in the system, you know, it allows for a lot more complex analysis, particularly on the finances. I mean, claims cost is broken down into all the financial layers, all the relevant cost buckets, so general damages, special damages, third party costs, etcetera. And we do an awful lot of analysis on that to make sure that our average cost of claim is in the right position. It’s having that data in the system is reduced to our reliance on brokers for renewal information gathering and the formatting and checking of that information. There are numerous automated reports that go out, border rows that go to the brokers and insurers and actuaries. And certainly, the ability to to model the data that’s in the system has helped us analyze and and tweak our claims financing options. And the the self insured layers and the the captive layer in particular have have changed recently because of the analysis that we’ve been able to make. And certainly on a personal note for me, being able to run live triangulation loss charts and tables direct from the system saves me an awful lot of time. Previously, I expended a lot of effort using separate database tools to keep that point in time data to one side so that I could run the triangulations, and I can do it straight straight out of origami, which is which is great. But the value of owning your own dataset versus only what’s given to you through other parties is just immense. If one of those third party goes down or you need to swap one out or causes problems, you know, you’ve got your data. They might have specifics, but you know what your claims cost. You know what your risks are. You know what your controls are. You’ve got control of that data, and that’s that’s really important to have it independent. And it’s also enabled us to swap out one of our TPAs for another one because we weren’t happy with with the the original’s performance. So that was very valuable. Thanks, Gina. Wonderful. Thank you, Neil. And Pat? Yeah. You know, it’s funny. Both Paul and Neil touched on a couple things that I see as kind of best practices. And so that’s I it’s reassuring to hear people kinda think in the same way. So, you know, if you’re at this last stage of this process in getting buy in, you’ve done the calculations, hopefully, you’ve done all the work leading up to this, I think there’s a couple of pieces that are that are really important. One, first of if you’ve quantified the ROI, that’s fantastic, right, that you’ve got back up to, like, how you got to it, and we’re not just making up numbers of, yeah, I think I can save this somewhere. I can save this here. But I think so if you look beyond that, I think the key stakeholders are huge. Right? If you look beyond how you’re gonna use it within your own department, but what other parts of the organization you’re gonna touch, whether it’s they’re gonna be direct users of the system, which we’ve talked about, or they’re gonna be just they’re they’re down the line they’re downstream. They you collect data from them. They don’t really think about needing a system like this. But if they could report claims more efficiently or you could collect values from them on a more efficient basis, that’s a benefit. Right? And having, you know, having a larger part of the organization kind of behind the recommendation for a system, I think, has a much higher chance of getting approved that you know, I think most organizations are trying to break down silos, and this is one way that that can be accomplished. Right? So if you’re putting a system in that’s just for you and it only accomplishes one little thing, probably doesn’t get looked at as strategic as something that has a much more broader application across the organization. The other thing, even though there may not be direct you know, initially direct savings considered in the ROI or in the initial use cases, those other organizations, departments might have use cases that can be implemented in the future. Right? So if if you’ve talked to safety and you’ve talked to compliance about the potential of the system you’re putting in place, they can start considering it. Is it is it something that could potentially replace the system that they have in place that isn’t considered now but can be considered in the future as the system is implemented and goes live and kinda what are the next things we’re gonna use it for? So that so that’s a big piece. And I can’t I think it was Paul. It might have been Neil that touched on on, you know, third party or outside feedback. So we you know, I hope most organizations make calls and check references. Right, Gina? You’ll give us a list, and we’ll call back clients. And I I tell people, call your own clients, nothing against the ones that you give them. But, you know, use your own use your Rolodex. Use associations that you’re part of. Use other people that you know within the industry. And when you call, you’re normally calling to say, you know, I’m looking at Origami, and how how did they how they done? How did the implementation go? You certainly should ask the questions about about how they got approval, what results have they seen, because they’re gonna be further down the road. Right? What cost what things what things surprised you? What things did you not expect to have a positive outcome that did? Those kind of success stories, I think, can go a really long way. And, again, checking more than just kind of the initial list of users. And the you know, my my last my other favorite question when I talk to a to a reference is, who else do you know that uses the system? Get that next person you wanna talk to. Who did they talk to when they were looking for the system? You can actually you can cast a pretty wide net in that process, and it helps you in so many ways. That I think that’s if I was thinking of a theme of some of the things I was trying to say today, is that it all works together, right, from building those use cases on the front end that have an influence on what system we’re gonna purchase and what we’re gonna implement, but also help on helping us make the make the business case for this to talking to a reference and finding out how did they what did they say? What kind of what kind of reduction in in claims costs did they have? Right? What, what things could they eliminate? Those are the type of things that I think are really beneficial that you if you’re thinking about this kind of from day one with that I have a process to go through, and it’s not just, oh, I saw a demo, and I think that system’s really cool, and let’s go see if we can get it. I don’t I don’t see those. Gina, you probably know have had examples of that where it sounds great, but they really haven’t done their homework yet. And the reality of then getting it approved is, is probably much less likely than when they’ve done their homework and say, this is how it can help us. This is how it can save us going forward. This is how we can be, you know, more efficient, and how we can break down silos within our organization. So that’s, that’s kinda how I think the the buy in works, in my opinion. Thank you, Pat, and thank you all, for your wonderful insights today. Really appreciate it. We are gonna now move to q and a. We have a few questions here that came in. So how do you currently work across silos in your organization? How did you overcome any hurdles? Who wants to take that one? Shall I take that one, Gina? Okay. I could be glib and just say badly. Tesco is a very siloed organization. We’ve got insurance, risk, resilience, and health and safety all in separate groups, all with separate directors that report into our executive committee separately. It’s tough. However, these guys do all report together. So we have a group risk and compliance committee where they meet up and discuss where everything overlaps and risk in general. But the the real tough bit is when it comes to sharing data and systems, because I think there’s there’s an issue in terms of knowledge is power. Your knowledge comes from your data. So if you’ve got your own system, you’ve got power over that. And letting someone else so so in my case, maybe health safety accidents run through origami, which is a distinct possibility. I think that’s perceived as giving away a bit of control over that data. So it’s it’s hard. Things are improving. And I think the way the the the way we’ve been able to to improve the situation is by identifying new opportunities to come into Origami. So in terms of our serious reportable incident process, that was being managed on spreadsheets. So that was a that was a fairly straightforward win there. So we brought brought that on board. The control risk assessments again were being done fairly manually, so we’ve managed to bring those in. So I won’t say we’ve solved the problem yet, but we are building up a little bit of momentum just by picking off the low hanging fruit of unsystemized processes. And I’m hoping now that that ball’s rolling, some of the other teams will come on board. Thank you, Neil. Alright. Next question. Are there any ways to work with vendors to plan and consider ROI? Might be a good one for Pat. Sure. Gina, I’m gonna throw this one back at you. I actually just saw this happen with a client. I think there’s lots of ways. I mean, we so I see a lot I see a lot of ways that organizations have identified savings. Right? So I think that’s one way. When I go through that process, I’ve got a pretty standard standard process I go through to help an organization identify the cost, identify the potential savings. But I had a client the other day who threw it back at at the at the vendor where they said, so you see dozens and dozens of, you know, you you make dozens of sales. What are your clients seeing as savings? So I think there’s a way to work together collaboratively, particularly if it isn’t you know, if you’re you’re pretty far down the path and have made a decision on which system you’re going with, working directly with the working directly with the vendor on, like, what have some of your clients seen? What are some of the potentials? Because you’re much more familiar with how your particular solution works than anyone else. Or even just pointing them to my to my point before about pointing them to the right people, not not for the reference check process right before you might here’s a client who implemented values collection, and you could you might get some benefit for having with them. So I think making this process collaborative, I think, can be can really help that process. So, you know, I always like to give the vendor some work in the process too, Gina. Make you work a little harder for the for the deal. Sure. Alright. Great. Thanks, Pat. Another question. Can any of you speak on how origami has helped you maintain better inventory and data on your vehicles or fleet? How has this helped you with tracking changes in the inventory and communicating those changes to carriers as well as advantages during renewals of auto policies? That’s a great question. I don’t know. Are you guys doing anything? I know you’re more on the retail side. We’ve got lots of transportation clients. Do you guys have any fleet or inventory data, Neil, Paul? We don’t run our fleet through Origami. Although, I would say this this question’s fairly analogous to renewals collection and property property data, which we do. Having that having the information in in Origami does enable us to do the well, in terms of renewal to to identify where the where the changes are, whether our property portfolio has gone up or down in value. And there’s been a lot of changes lately because we’ve sold or we’ve retracted just back to the UK, Ireland, and Central Europe. So we’ve lost Asia, Korea, Turkey, and some time ago, America. So so it has helped us keep a track of of those changes, but it’s it’s analogous to to fleet, but it’s not the same thing, I suspect. Wonderful. Great. Thank you. So I think with three minutes left, I can maybe there’s one more question. Any intangible benefits besides financial impacts? What are some influencing factors you’ve seen when it comes to risk safety compliance software? Jump in. I guess, first. It’s something I was gonna point out earlier that I didn’t. I think as we think about and we’ve all talked about this collaboration across different parts of the organization, I think there’s some real, not just the collaboration, oh, they can use the system, but I think there’s some intangibles there that we don’t think about. Right? So when there in many cases, there’s duplicate work going on, and so it may not be truly duplicate. But so when I think about safety and risk management, sometimes what you see is they’re collecting the same data on claims. They’re going through their own process. The safety department goes through that same process when a claims take place that the that the risk management department may do when reporting a claim. So there’s duplication efforts right there. There’s benefits that I mean, we’re really getting into intangibles, but, you know, the the idea of cross collaboration within an organization can have a pretty significant benefit to to the way a business operates. And so I think hard it’s probably very hard to to measure, but I think it’s one of those. Typically, when I when we outline intangible benefits in a in, say, a business case, we typically stand those alone and and don’t include them in the calculation because it’s so hard to to quantify. But pointing out that the they and they could be the most significant. They truly could be the most significant, but hard to put a dollar amount on. And one one other, maybe less intangible that I wanted to point out is, you know, we think about replacing a current system, but you gotta think about all the other components. Right? Is this gonna eliminate any other systems? Right? Neil talked about, I don’t know what he was using. It might just be spreadsheets, but that he’s, was doing his, actuarial work or his, his value valuations at his triangles in a separate program. Got many organizations that have third party tools to do reporting. They may have other tools within their organization that may be able to be eliminated in this process. So it’s not just the, oh, I have a legacy system, and I’m getting rid of it, and now I’m putting in the new system. What are the other things that could go away? Maybe there’s a reporting system down down the line that’s used for claim reporting that could be eliminated. So I think thinking about what are those other other systems that might currently be touched upon or are being used in a manual way that could be, replaced are some of those things, to consider. Thank you, Pat. And we’re at the top of the hour. I just wanted to thank everyone very much for joining today. Our panelists, thank you. Will be sending out an email with the webinar recording, the slides, as well as an ROI checklist. Any questions that I didn’t cover, we’ll send out responses to those as well. And then finally, the session will also be sending out a quick survey after we finish, and we’d be so grateful if you’d take a few minutes and fill that out. Thank you everyone again very much for attending today. Have a great day.