Risk management and safety management are often independent disciplines among most organizations. Although both seek similar goals and outcomes towards reduced losses and more efficient financing of these losses, these departments may not necessarily work together. These commonalities often lead to duplicate and overlapping efforts that may be inefficient and expensive. Risk managers often lack visibility into safety programs, which can impact workers’ compensation claims and insurance premiums. And safety leaders frequently don’t have visibility into the financial impact of their programs, meaning they may struggle with organization buy-in on safety initiatives. But what if risk and safety teams were able to work more effectively together? Watch this webinar sponsored by Origami Risk & moderated by Patrick O’Neill, President, and Founder, Redhand Advisors to learn about: The benefits of risk and safety professionals collaborating. How technology can facilitate that collaboration. Real world risk and safety technology examples from professionals at Cheesecake Factory and Corewell Health. Hello. Welcome to Better Together, the importance of risk and safety working together. I’m Patrick O’Neil, the founder and president of Red Hand Advisors and the moderator for today’s webinar. Today’s panel is being hosted by the future of risk, a brand of the institutes and some and sponsored by Origami Risk. If you have any questions for the panel, please submit them through the q and a widget widget. Before we get started, let’s review our agenda real quick. For today’s agenda, we’re gonna talk first briefly about the partnership the importance of the partnership between risk and safety, and then we’re gonna dive into two unique use cases that are gonna discuss the importance of both risk management and safety, and we’ll see how they they tie together. Joining me today on our panel is Nicole Aldridge from Corewell Health and Christian Iglesias from The Cheesecake Factory, two of Origami’s clients. Nicole is the employee safety team lead for CoreWell Health, a nonprofit health system that provides care and coverage comprising of over thirty one thousand members, fourteen hospitals, and a robust network of outpatient care facilities. Christian is the risk services manager for The Cheesecake Factory, a distributor of cheesecakes and an operator of hundreds of full service restaurants. The company was founded in nineteen seventy eight and is headquartered in Calabasas, California. Nikki, Christian, welcome, and thank you for participating today. Thank you, Pat. So you’re welcome. So let’s get started. We’ll make it make it easy to start off here. Just a quick question for both of you. Maybe spend a minute or so, providing your feedback of what is risk and safety? What does that relationship look like for each of your organizations? I can go ahead and take that Thanks. So our our two teams, safety and risk, they are two separate teams that have two separate managerial reporting structures. However, we do both roll up underneath of the same department, so the same executive leaders. K. Thank you. Christian? Thank you, Pat. So at The Cheesecake Factory, we have sort of a unique, dynamic. We we function as the same risk and safety team for all of our restaurants, including corporate. And but we also have two bakery production facilities where we have a separate environmental health and safety team. So we we kinda have to collaborate with them, which I’m sure we’ll get into here in a little bit. I’m sure we will. Thanks very much for for for that, for both of you. Before we dive into those use cases and the particulars, let’s just take a few minutes and discuss the importance of the partnership between risk and safety. So as we just heard, organizations can be organized very differently around safety and risk. Some organizations keep them within the same department, and others have them completely different as functional groups that are not collaborating or communicating very well. Even though under one department, I would say that that same issue can be true. Separate functions, both of them operate as separate functions within within the same department, can still have some of the same issues. In either case, risk and safety are likely to be using completely different technology platforms. This is actually very common because, historically, these disciplines had solutions that were much more narrowly focused to meet their needs and didn’t offer broader capabilities for their areas. Of course, a a separate or siloed approach to risk and safety comes with limitations. Safety, for example, may not be able to tie the success of their initiatives to measurable financial results, while risk may not have the visibility into how safety programs are impacting their loss experience. But there are obvious benefits too to working closely together even if you aren’t in the same department. For many risk managers, the importance of a strong safety or loss control program bolstered by a proactive safety culture is very clear. Having programs in place to reduce hazards means fewer workplace incidents and injuries, resulting in fewer claims and potential litigation. Risk can also show the positive results of their organization’s safety initiatives when negotiating insurance with insurance markets, helping them tell a better story and negotiating lower premiums. For safety leaders, being able to tie their programs to financial results, specifically the total cost of risk, can help increase buy in within the organization. Additionally, safety can prioritize their initiatives based on which programs that would have the highest financial impact. One way to ensure better collaboration, though, is be is between the two departments or two areas, is to focus on a single technology platform for risk and safety. Our experience shows that sharing a common platform that supports both risk and safety makes both groups more effective, And we’re seeing this in our own research. Our twenty twenty two REMS report survey shows that while only twenty five percent of respondents use their risk management information system for safety, an additional ten percent of respondents noted that they were planning to implement and s capabilities within the eight the next eighteen months. That’s actually the most significant jump we’ve seen in the future plans for Rimus in any other category. So I think a lot more collaboration is certainly on the horizon. Having an integrated and risk and safety program allows organizations to break down the silos that we’ve discussed and improve collaboration between these groups. There are many benefits from a single platform, but let’s just mention a few of those. Approved efficiencies and integrated workflows between the groups, such as notifications when events take place, is certainly one. Another example, a single system can eliminate duplicate efforts. In many cases, when each department’s using their own system, they’re doing some of the same things. They’re collecting claims information and incident reporting in dual tracks, and just eliminating that can be a significant improvement. So now that we have that in mind, let’s jump in with the discussion with the panel and understand how risk and safety working together has benefited each of their organizations. Christian, I think you’re gonna get us started up. You talk about how The Cheesecake Factory uses origami risk. Yes. Thank you, Pat. And now let me let me give you an overview of our company. So I’m sure many of you are familiar with our company, and, hopefully, you’ve had opportunity to dine at one of our restaurants. So here is The Cheesecake Factory by the numbers. We’re over a three billion dollar company in revenue. We have three hundred and seventeen full service upscale casual dining restaurants. We have about fifty five thousand staff members. We have two hundred fifty menu items, on The Cheesecake Factory menu. We have two bakery production plants. We produce about fifty thousand cakes a day, and we’ve been on Fortune’s top one hundred companies to work for for nine years in a row. In twenty nineteen, we acquired another restaurant company called Fox Restaurant Concepts, which added about another thirteen restaurant concepts to our portfolio. We serve about two hundred and forty thousand guests a day, which is about eighty seven million people annually, and we have one company operated restaurant in Canada and twenty nine licensed restaurants internationally. As I mentioned on the previous slide, risk and safety do function as the same team for for corporate and all of our restaurants. However, we do have a separate environmental health and safety team for our bakery facilities. So here’s an overview of our current use case and what that looks like. So as I mentioned, risk and safety are together under the same team for our corporate office and restaurants, and they do all roll up under our finance department. However, we do have our two bakery production facilities, which have a separate EHS team because as you can imagine, they have unique risk exposures that are different than those of our restaurants. We currently use origami for all of our GL claims, so all our guest incidents that are reported to our restaurants. So for example, we have a foodborne illness report that we that gets into our food safety team so they can do a separate analysis that helps us manage our liability claims that are tied to our two fifty menu items that are all in the Origami system. Additionally, all our workers’ comp claims, safety meetings and inspections, and our property statement of values are all in origami. We also have a fleet of vehicles. This is just one of the perks of our company. Every GM gets a company car, so the fleet of vehicles gets managed through my team. And things like VIN numbers, lease payments, etcetera, are all tracked through the system and reported to our insurance broker. So now let’s talk more about the benefits of having a single risk and safety team. We understand that having a single risk and safety team is a unique situation, but I think it really allows us and our team to do a lot more without much pushback, if any. Reporting up to finance as one team allows us to have a single seat at the table with our executive team, And it gives us a view into the financial impact on how our restaurants and core businesses are doing, especially in the restaurant industry where the current labor market is tough and profit margins are thin. I think having a seat at the table allows us to have more flexibility and collaboration across other departments. We also save time on getting buy in on safety initiatives, which ultimately has allowed us to be more proactive in our decision making when we see trends. And we were able to develop a comprehensive claims allocation program to drive safety at our restaurants. So now let me show you how that all works. Here’s a real example of how we’re implementing risk and safety through our claims allocation program. We wanted to apply consistent claims allocation model that really tied all our programs together. Because we were getting a lot of feedback from our restaurant operations teams, we’re really trying to understand more about the claims in their specific locations, and we, on the risk side, wanted to have a way to charge claims back to the individual restaurants to drive down frequency and severity. Our focus is on injury prevention through innovation. I think we have very robust safety programs in place, and when we start to see trends develop, we have to get more creative. One of the ways we’re doing this is through incentivizing the restaurants to focus on safety by providing credits to reduce claims that get charged back to their P and L. We do that by rewarding prevention and post injury efforts. For example, we have a slip resistant shoe program through two company endorsed providers where we encourage our staff to order slip resistant shoes through payroll deduction at discounted pricing. We had a cut we have a cutting glove program. We have monthly safety meetings on specific topics. We have monthly safety inspections. And then on the post injury side, we look at the reporting lag time so that claims are reported in a timely manner. We wanted to make sure that our staff are utilizing our nurse triage program and our preferred medical providers. And we also reward return to work efforts. Ultimately, this can all impact a manager’s ability to bonus. So, for example, how this plays out in dollar amounts for our workers’ comp allocations. For a serious injury, our base allocation is ten thousand dollars. Now through a series of credits, the amount of that claim can significantly be reduced. So for example, utilizing nurse triage at the time of injury is a thousand dollar credit. The claim is reported within twenty four hours. That could be a credit between six six hundred to a hundred dollars. If one of our preferred network providers is utilized, that’s five hundred dollars. Safety meetings documented on time are another five hundred dollars. So the overall cost of the claim can be reduced to about twenty five hundred dollars as the base allocation. And then if one of our staff members has a slip and fall and they purchase shoes within this within six months, we will offset a hundred percent of the allocation and eliminate that charge to the restaurant. This allows us to reduce the overall reduction of our workers’ comp claims. A lot of this is still done primarily through different data allocation, and the goal right now is really to build that out in the Origami system. Like I mentioned earlier, we do have some challenges, though, that we’re still working through with fully incorporating risk and safety functions together, and we see this playing out in our bakery production facilities. One of our main challenges right now is we don’t have an EHS manager, and it’s difficult to have oversight over two sites and two different teams. That, I think, is what is really missing right now that will allow us to get to that next level. An environmental health and safety manager is a challenging position. It’s a unique environment where this where we need someone to be able to travel to both facilities regularly, and there are two very distinct cultures at both of our bakery facilities. It’s almost like a tale of two cities. The West Coast bakery, we have more tenured staff and a different culture. The West Coast team is a little more stuck in their ways, may have a little harder time with change management on the safety side. We also tend to see more cumulative trauma, injuries, and claims that have been building up for years, such as repetitive motion claims. We do tend to see, though, lower volume claims but at a higher value. On the East Coast facility, it’s a newer facility that’s been around for about fifteen years, and it’s a facility where we’re have been challenged with labor and higher turnover. People do want more recognition there because they do feel a little bit isolated being on the other side of the country. For example, I was just in a recent, property inspection at the West Coast bakery, and there were things that I thought the teams could definitely benefit from if they were tracked through the EHS system in origami. On the corporate level, we’ve had to take on some additional oversight responsibilities for the bakeries, trying to prioritize what’s most important and then collaborating with our bakery operations and HR teams more to reduce our exposures and claim costs. I do think that once we get this figured out, getting an environmental health and safety manager hired and on-site, our goal will be to leverage Origami’s environmental health and safety functions and enhance our processes. Thanks, Christian. Before we jump into talking a little bit about some of the benefits, I guess I just wanted to comment on the allocation that you just described a moment ago. In in many cases where I see allocations implemented, they’re typically implemented as a financial mechanism. Right? A mechanism to collect the the appropriate amount of money to to to cover premium. And while there are sometimes incentives in place, I think the the way that you guys have put together your allocation program to really incentivize the safety side of the business is so impactful and probably the risk management side as well. And it’s really unique, I think, in the way that that’s done. It it it it accomplishes both goals, would be my would be my guess. Absolutely. Yeah. That’s really interesting. Yeah. So that’s great. So before we before we transition to to to Nikki, I wanted to and talk about the safety use case. Just a couple of real quick comments about the benefits that safety can have on risk. I’d say, first, you know, an effective safety program can have very positive impact on reducing incidents and claims, which in turn reduces an organization’s cost. I think Christian covered that very well in his discussion, as well as premium, as I mentioned earlier. I think the impact that that safety programs that you can that you can show the results of can really have a strong impact when you’re going through a renewal process. Another benefit I think to consider is the alignment of the goals. And I think we heard that loud and clear in our last in the last use case, the alignment of goals between the two groups, having people focused on really what’s working, making the right investments, as also focused on where the biggest impact can be within the organization. So I think there’s some real benefits to to collaborating, whether it’s on the same platform or just working more closely together between the two groups. So thank you very much. And now we’re gonna turn over to Nikki and talk a little bit about how, let’s get the slide up. Sorry about that. There we go. How the use case for safety at CoreWell Health works. Thank you so much, Pat. Hi, everyone. I’m Nikki Aldrich. As previously mentioned, I am the employee safety team lead for CoreWell Health. Our team implemented the Origami Risk software platform and developed a program we called Safety Pause. I am one of the two dedicated system administrators for Origami Risk within our organization. CoreWall Health is a newly integrated health care organization consisting of two health care systems, formerly known as Spectrum Health and Beaumont Health, which are both situated within the state of Michigan, but recently merged. So currently, our organization is now divided into three different regions. We have the east, the west, and the south. And currently, the Origami risk platform or as we refer to it internally as safety pause is being utilized by the west and south regions at this time. So prior to the implementation of the Origami risk platform in October of twenty twenty, our organization had no electronic software system to track our team member related safety events at all, and absolutely no way to intake general safety concerns at all besides word-of-mouth. So you can imagine how hard that is to understand what’s going on in the front lines. So our goal and our opportunity with the ins with the utilization of this platform is to understand and learn more about the team member related safety events that are occurring across the west and the south regions, which will, of course, then help us along in our journey in promoting a better workplace safety culture for all and understanding opportunities where we can improve as a system. So as a result, the software system itself could potentially be used, of course, in multiple different ways and by many different teams, by many different departments. But current state, we use it as our front door to intake safety events, injuries, exposures, again, those general safety concerns that our team members are experiencing. We create dashboards to track and monitor our data, and we have built a multitude of different, audits or surveys to track compliance with a variety of different processes that we’ve put into place. At the same time that we launched the usage of the Origami Risk software platform itself to intake the events, our organization also went live with a program that we call safety pause. It’s kind of one in the same, I suppose you could say. So through the safety pause program, we have built a platform for our team members, again, to share their safety stories. That’s how we refer to them as their stories. And leaders now have visibility to safety events occurring in their space in real time, again, which we did not have access to before. So, ultimately, the greatest opportunity of implementing the software is also the cultural program that we embedded along with it to learn more about events after they’ve been submitted even. So leaders are encouraged to conduct follow-up, what we call caring conversations, to make certain that our team members receive resources after they incur an injury as soon as possible, and that they have that support and that guidance throughout the process. So this could be in anything from ensuring the team member knows where to seek medical treatment, the the closest location, or even how to access other employee assistance programs that we have available. So utilizing the capability and the functionality within the software itself, we then built in different workflows. So when a safety event report has been submitted, a confirmation email is sent to the team member along with a PDF copy of their report that they can then print off, and they can take with them to their medical appointment. But in tandem, of course, we have automatic notification emails that are being sent to their leaders, to share, again, that real time notification of the injury that took place, and also automatic notifications that are looping in other departments, like our claims management department, occupational health, and risk management, of course, along with a whole host of others depending upon the type of safety event that was shared. But, ultimately, our program helps build more of the supportive relationship between team members and their leaders and just really helps us to continue to build a better safety culture overall, which is something that we’re really proud of with this this program and that we’re proud of with being able to utilize the software platform to help us along in this. So at the time that the leader has their caring conversation with the team member, we ask that leaders document specific additional information in what is called the care and learn discovery section of the injury report. So more specifically, we’re asking for those leaders to document any contributing factors that may have led to the event occurrence, potential preventive techniques to help with future mitigation. Anything, basically, that caught their attention even throughout that caring conversation. Again, we have an area at the bottom section there where it’s just a free text area, but our team utilizes all of this data to then intake and decide how best to use for improvement in the future. So as we are constantly optimizing our workflows, our processes, We are working with, all sorts of different teams across our organization. But more importantly, right now, we are building out, a new set of discrete fields to capture some specific, supportive actions that were taken, like connecting the employee with, a particular employee assistance program. Or, if we did have a follow-up that was conducted by risk management or I by some of our other departments, you know, being able to input all of that into this report. And then, of course, the idea is is that we can then collect all of this data to determine how often are we connecting our team members with particular resources and utilizing that data for the future, but also how often might we be connecting with particular departments within our organization for different ways that we can then allocate resources. So in addition to automatically connecting those injury reports to our claims management department and the team members’ leaders at the time of submission for that real time notification, as I had alluded to earlier, there are a whole host of other teams who may be notified depending upon the safety event type. So one of our top collaborators, as you can imagine, is risk management. They are one that we reach out to quite often, you know, no matter what type of safety event that has occurred. And as health care systems across the nation continue to see an increase in what we refer to as workplace violence, our organization is working to ensure we have processes in place to support our team members after they have experienced a workplace violence incident. These incidents may have been anything from a a verbal, altercation with a patient, a a family member, or a visitor, or it could even have amounted to, physical abuse that happened to our team member. Again, it it could have been an altercation with a patient, a family member, or a visitor. And so at at those times, then we are routing those particular safety concerns to particular departments for assistance. So in particular, we are notifying our risk management partners that this event has occurred. We may be alerting security services if they have not already been involved to assist with the altercation. We might notify our employee relations team within human resources to, again, just make certain that that team member has the support that they need. And and even if the team member does not, you know, incur a true physical injury, we know that the lasting effects of the emotional harm caused by these events may lead to team members seeking counseling in the future. So, again, just trying to utilize or capitalize on this software system and the capability and the functionality that’s built in to then collaborate to the best of our abilities with a whole, you know, host of different departments within the organization. Our team’s partnership with risk management has been, I would say, one of the key points to build out our safety team’s processes to further investigate, perform cause analysis of events. So our risk management team has worked hand in hand with us to build out best practice guidelines, what resources that they already utilize to conduct patient safety specific investigations, and they have helped us to then recreate those resources in a mirrored approach for employee safety events. So trying not to recreate the wheel because what they have, you know, put into place as a program has worked really well. So how can we take their good learnings and and basically recreate to the best of our abilities and utilize that and capitalize on that again for our employee safety initiatives. So as we identify action plans for improvement, our team then partners with nursing and operational leaders to build out those next steps. But as we continue to mine our origami risk dataset to identify more targeted approaches for improvement opportunities, you know, we we are constantly reviewing our data and whether it be, you know, performing common cause analyses or whether it be just really digging in and trying to figure out different ways that we can enhance the current safety programs that we have in place. But we’re really excited to launch our next project, which is to stand up a system harm collaborative council. So this will allow our team, the the safety team, but as well as our our risk team and many others to more effectively partner with our executive leaders across the organization to spread awareness of safety events that are happening, but also, you know, awareness to those that have been identified for further investigation, action plans that action plans that the safety team has drawn up as a result of those investigations, and, again, just assist to engage our our executive leaders in the further development of preventive programs, which we know will drive toward successful risk and harm mitigation overall, which ultimately then will lower the cost for our organization. So that is our safety pause program at CoreWell Health. I really appreciate your time and the opportunity to share the processes that we’ve put into place and how we truly are better together when teams work collaboratively toward, creating works workplaces that are free from harm. Thank you. Thanks, Nikki. Thanks very much. Couple things. One, I love the idea how your organization has branded both your I don’t know what the right thing to call it. Your process around safety as well as the system itself. Right? So everyone thinks of it as I I would guess. I’ve seen this done before. It everyone thinks of it it’s one thing. Right? Whether you’re capturing the data, going through or down to caring conversations, but then actually recording those in the system. Really interesting. I’m sure that has an impact. You know? Again, Origami Risk is a great product and a and a well known name in our community. Right? But outside, probably within your organization, wouldn’t be as known. Right? Oh, I’ve gotta go to that system and put in the data, whereas you’ve here, you’ve branded it with the with what your process is, which I think is fantastic. Absolutely. Thanks, Pat. Yeah. We we are really it it may sound cheesy, but when we launched the usage of the platform for safety pause and launched the the program itself from a cultural standpoint, you know, one of the the taglines that we had utilized was take a moment and pause for safety by entering in a safety pause. So yeah. Well, yeah. Well, it may be a little cheesy, but I think that it makes people think about it. Right? I from the minute I’ve heard it from our discussions, you know, safety pause. Take a moment and and pause and and keep safety kind of at the top of your mind. That’s what came into my head. That isn’t something I’ve heard you say. That’s just that’s how it came comes across to me. So I think it’s probably embedded within your organization. So that’s fantastic. I think you you discussed some really interesting use cases within how you use the system that I think are pretty unique, and I hope people get a lot of value out of capturing those conversations. I can imagine that then the that the the wealth of information you can that you can glean from those, not just documenting them, but as I looked at the at the the screen capture that you showed, they’re actually categorizing the responses so that you can you you can run reports on it. You can do analysis and see where the focuses are. It’s fantastic. It’s really good. So thank you very much. Thank you. But you but you’re not going anywhere. We’re gonna have a little more discussion between the two of you. So let’s let’s just jump into a couple of questions, and I’ll I’ll see who wants to to jump in and and answer these. So I think we’ve had some really good discussion here today around how how your programs are organized and how you’re using you’re using these systems and how you are collaborating together. Are there some examples maybe of how organizations that haven’t gone down this path yet and are collaborating maybe as well as I’ve as I’ve heard today from your organizations, where they could start? Anyone wanna take a crack at that? Sure. I mean, I was gonna add, you know, I think it’s it’s important to start to start start to look at ways to collaborate with each other, you know, understand each other’s pain points both on the risk and safety side. So maybe, you know, set up monthly calls or meetings, You know, get your safety team involved in understanding the importance of casualty and property insurance, the underwriting process. You know, what does that mean for your organization? And I think that’s really important to to get that, you know, start start talking. Right? Get get start collaborating, because I I think that’s that’s ultimately what what will make you a stronger, better, more efficient organization. Don’t operate in silos. You know, just kinda bring everybody in, you know, together and and understand, you know, how you can help each other. I couldn’t agree with that more, Christian, for certain. At at our organization, we do have what is called a daily check-in. And and, again, I know that we’re a health care system, so a little bit different than your general industry, but it it the daily check-in is exactly the platform what you’re talking about. So it’s a conference call that occurs every single morning. It is led by our executive leadership team, but all of our nursing and operational managers must report out on the safety status on behalf of their unit or their department. And also on the call are folks from my safety team, from risk management, from human resources, and a whole variety of different departments. But the point is is just for those managers to be able to have a time and a place to share any safety concerns that they have for that day or anything that occurred in the last twenty four hours that they need assistance with. And then you have everyone on the call to then be able to raise their hand and say, I can help you with that. So that’s been something that we have seen really great success with. Nikki, maybe, are there some some things you can comment on on how maybe safety managers can can showcase their I’m looking at the second question in our discussion. Kinda showcase their value to leadership. I think You know, one of the things we see a lot of times is safety being more operationally focused and not maybe getting the right attention from executive leadership. What are the things that you do to to keep safety front and foremost in the organization? Sure. We do have different collaborations as I was referring to earlier from a a patient safety perspective. And and so the the creation of the the harm collaborative that I referred to earlier is something that I’m really excited to launch because I think that that will be a great way for our safety teams to be able to showcase what is happening to our frontline workers on a day to day basis, what types of safety events are happening at all of our different locations, and how that’s impacting the bottom line. Right? So how that’s impacting, our teams overall, but how ultimately it’s also, impacting patients. Because we know that if our team members are not feeling safe and well cared for, that definitely transitions into the the care that’s being provided to our patients. So if we are trying to establish a good overall safe work environment for team members and patients alike, we really need to start with the root, and and that’s making sure that our team members feel safe to come to work every day and do the things that we need them to do. So one of the the ways that again, I’m really excited for the launch of this harm collaborative, but we have a a whole host of different committee meetings in which we are able to share safety specific data with operational managers. So that is a way that we can get the information to them, you know, first and foremost, and then as real time as possible. Again, that was another functionality of the software system and not having that paper process anymore that we really capitalized on. So I’m just looking forward to all the different ways that we can continue to grow with this program. Thank you. Christian, I’ll put you on the spot. You know, you mentioned a moment ago that it’s important not to be operating within silos and and collaborating across across the entire organization. But I would guess that there’s probably some challenges in that process. Can you talk about maybe some of the ways when you first started with those breaking down of silos, how you overcame some of those challenges? Yeah. I mean, it’s it really, it’s it’s about setting, you know, reasonable goals and expectations. I think sometimes, you know, corporate risk management, you know, we we wanna do all these great things, and, you know, it’s it’s sometimes we just like you know, we we maybe overshoot the mark, and we need to understand that if we’re gonna collaborate with other departments on an initiative, everybody’s gotta have the bandwidth to do that. And so, for example, you know, I rolled out a first aid and CPR training to all of our operations teams. So all of our managers have to go through a first aid and training course, through the American Red Cross, and they do it through our LMS system. But to implement that, obviously, I had to get operational buy in. I had to get our training department on board. I had to work with the American Red Cross on that. And, you know, I, you know, I had to be I had to be understanding that there were other other projects, other initiatives going on. I had to you know, I I couldn’t push too hard, but at the same time, I needed to get this out rolled out to operations. So, you know, just understanding understanding what that timeline looked like and making sure that, you know, they understood what we were trying to accomplish, why we were doing it, and and, you know, kind of meeting halfway and allowing everybody to, you know, to to have input into that into that decision and ultimately into rolling it out so that it worked for everybody. So, again, I think it’s the collaborative approach. It’s, you know, it’s it’s about, you know, understanding the bigger picture and sort of maybe setting, again, setting reasonable goals. You know? And and I think that’s ultimately gonna get you, you know, get people to work with you and and start to kinda move the needle. And and, you know, that that’s one example of of one you know, of several times that I’ve had to partner with other departments to roll out some of our our big initiatives. Yeah. I think, you know, walking before you run is something that jumps into my head. Right? If you’re just starting this process down the road, just having the, let’s say, two departments, just understanding what each other’s you know, what you’re trying to accomplish, what your goals are, and it it it starts to make you think about, okay. How how does what I do impact your organization? And then then you can take those those next steps, right, how we can actually work hand in hand together to accomplish probably some of the joint efforts that you have for the organization. Because everyone’s really trying to row in the same direction. Right? They’re They’re trying to get the same thing, although they have very specific responsibilities. So, yeah, I think that really helps. So yeah. Thank you. Well, I wanna thank everyone for participating today. First of all, big thanks to Christian and Nikki for participating on the panel and sharing your experience with Origami, and and I think some of the unique ways you’re using the system. So thank you very much for that. Also like, again, to thank the Future of Risk for hosting today and for Origami Risk for sponsoring the the webinar. If you’d like to find out more information about our discussion today and and other information that can be shared, you can find it at origami risk dot com slash better together. I hope everyone enjoyed the webinar. Thank you very much. Thank you. Thank you, Pat.
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