Building a Better Business Case for Employee Health Software

good morning everyone my name is Jeff Donnell and I'm president of Enterprise Health and I'd like to welcome you to shining a light on occupational health and this is a webinar focused on building a better business case for investment in occupational and employee health initiatives and that includes an underlying digital infrastructure this is actually the fifth in a series of webinars that we initiated earlier this year in response to Coe bid 19 we've got about a hundred and forty five individuals who registered for today's session so we appreciate all of you making time to attend we also want to thank our friends at the Institute for health and productivity management for helping us to promote this event just a couple of housekeeping items we've muted everybody except our moderators and panelists on entry so we've minimized background noise we're also recording this session so we will email everyone early next week with a link to access the recording and we've put together a really outstanding panel for today and it's a group of occupational and employee health experts who include some of our clients advisors partners and we've asked each panelist to make some initial remarks about their observations on today's topic and then we'll open it up for a Q&A session and you could submit questions via the chat feature and WebEx and then we'll we'll get to as many as we possibly can and feel feel free to submit those along the way and then we'll love we'll open it up for Q&A at the end joining me today to help moderate is doctor Bhargav Chandrasekhar Bhargav is an occupational health physician at GlaxoSmithKline and he also serves on our advisory board and thank you Bhargav for joining us today before we turn it over the panelists I'm going to give some quick context on our organization and today's topic and if you were unfortunate enough to be trapped in an elevator with me and you asked me who has enterprise health this is what I'd say we're the only cloud-based health IT solution that combines occupational health and compliance clinical care and employee engagement on a single interoperable and certified electronic health record platform helping to equip our enterprise clients and their employees for a healthier future and we work with a mix of blue-chip global corporations government agencies as well as hospitals and health systems who both operate their own on-site employee health clinics and also provide employee health services to other organizations and a few weeks ago I was on a call with a prospective client at a large Health System in the Northeast and this health system is getting ready to deploy our koban 19 response capability as rapidly as possible and they'll then implement enterprise health in full and our contact they're made kind of an interesting comment and she said I almost hate to say this but I'm almost glad that Kovac came along because it's demonstrated to our leadership how hopefully inadequate our employee health IT infrastructure is and we now recognize the need to invest in better technology and we've we've heard this same sentiment from several other organizations in the last 30 to 45 days and in the in the considerable wake of kovat 19 there's certainly heightened recognition of the critically important role of occupational and employee health as organizations wrestle with widespread return to work and all the issues that go with that and actually as my as my co-moderator Bhargav recently pointed out to me people now realize that employee help does more than just tell you to eat less salt and it's certainly about time but in some ways you know there's actually never been a better time to make the business case for increased investment in occupational health initiatives however that business case has to be made at a time of great economic uncertainty that's also fueled by koban 19 so kind of your traditional return on investment calculus isn't really adequate so to paraphrase the boat captain from the movie Jaws we're going to need a better business case so in preparation for today's webinar you know we've worked with our advisors and some of our clients and other folks to put together a list of seven better business case elements many of which will be addressed today by our panelists and we're actually putting together some detailed content on this including a guidebook and a presentation slide deck and script that you will all be able to use to make your own business case in your organization's and we'll be sending that out to everybody who attends today but a quick summary of those those seven elements and number one is employee trust and it's no coincidence that that's at the top of the list this thanks to Copa 19 you know you've got employees all over the globe who were understandably scared to return to and remain at work and creating a safe and healthy workplace environment has never been more important second is protected and secure health information and we're seeing an unprecedented flow of employee health information again thanks to covin that's coming into the workplace but it's often winding up in the hands of individuals who don't really have the expertise Authority or tools to handle that data so securely managing information is essential to build employee trust and extend to stay out of hot water third is lost production or revenue and as we've seen most office workers can continue to operate remotely but you can't run a factory a processing plant a hospital or a lab without having healthy workers on-site and as we've seen a single day of lost production and revenues can be devastating and even reducing your run rates and impair your cost of goods sold fourth is risk mitigation and avoidance and historically occupational health programs were put in place for compliance purposes to minimize risk but today a lack of occupational health programming and a robust health IT infrastructure dramatically increases that risk and make no mistake law firms are already starting to advertise to generate class-action lawsuits against employers who they have determined don't have adequate protections and programs in place and that'll be with us for some time to come fifth is streamlined automation if you're going to effectively manage and interact with your employee populations you've got to have strong tools and especially in a socially distance world where technology can help to bridge that gap and without things like employee portals mobile apps telehealth digital integration with medical devices and secure health information technology you're in a tough spot number six is scalability and we found as we've interacted with with prospective new clients especially over the last 45 days we keep hearing the same thing but we tried to manage code with 19 employee monitoring and return to work on spreadsheets and it is a not humanly possible nightmare and that's on top of managing medical surveillance worksite injury and illness clinical care and of course as people have been off of work you have this backlog of required tests and exams that have stacked up and the final business case element is a best-in-class partner and when it comes to looking at health and health technology it's important to find a partner that has really a laser focus on occupational and employee health and that partner should combine both comprehensive employee health functionality with the ability to operate in an incredibly agile manner because this pandemic is forcing all of us to make almost daily adjustments to respond to this dynamic situation so with that as context what we'd like to do is hear from each of our panelists and leading off today is is kal Judi Allah and Kel is an industry analyst at furred antics and bird antics as a firm that studies the broad environmental health and safety or EHS market and they recently published a great study projecting growth rates for occupational health software and he's going to share some insights from that so tell let me pull your slides up real quick excellent thank you very much for the introduction and I appreciate being given a platform to discuss our research and forecast covering occupational health after a 90 um so we recently published our global market size and forecast covering IH and word software and this report helps executives at software vendors EHS service providers and investors focused on agent software to understand the current state and size of the market before I discuss the impact of covert 19 with regard to fuel in the i/o charge software market at let I'd just like to highlight a few notable insights from our reports you could please go to the next slide um building from previous research covered in our global corporate survey 2019 covering budgets priorities and tech preferences we asked 403 EHS decision-makers the extent to which they intend to use EHS software in 2020 what we saw was that 34% intended to use I HOH and ergonomic software widely across all operations while 43% intended to use multiple facilities next slide please with this in mind I'd also like to point out that our recent market size and forecast report states that the global spend on ioj and old software is expected to reach 253 million dollars in 2020 and looking at the chart there North America and Europe will contribute 78 percent to this global spend with North America contributing 51% or 129 million dollars and Europe accounted for 27% or equivalent of 68 million dollars in spending next slide please with regard to this total spend of 253 billion dollars in 2020 that's a very high-risk industries will account for 48% or an equivalent of 121 million dollars and high risk and medium risk industries will account for 22% and 25% of this spend or I would say 55 million dollars and 64 million dollars respectively all know that from the total spend of 253 million dollars a hundred and fifty two million dollars or a sixty percent share of this total spend will cover occupational health software next slide please so overall we project that the iho where software spend will grow at a compound annual growth rate of 9% percent to reach four hundred and three million dollars by 2025 however the urania growth rate will vary during the 2020 to 2025 forecast period the years 2021 and 2022 are forecasted to see a growth rate of 6% and 7% respectively 2023 is forecasted to experience a rate of up to 11% finally : Aten and a growth rate from 2024 to 2025 of 12% North America and Europe will maintain dominance and market share in 2025 with North America accounted for 50% or an equivalent of 200 million dollars of global spend however economic uncertainties from the impact of Kufa 19 negatively affecting GDP will result in Europe growing slightly more than North America with a compound annual growth rate of 9% um but Europe is projected to maintain its 26 percent or a hundred and four million dollars of the global spend in 2025 now looking at the Asia Pacific regions the Gulf states and Africa these regions are projected to have a compound annual growth rate of 10% between 2020 and 2025 this high growth rate is fueled by increasing focus on work at health and safety and also uptake by first-time adopters of iho it's softer in these regions and Cove in nineteen is a projected to affect some industries in these regions like oil and gas industry negatively but we would expect to see a rebound and increase in adoption because of the quickly growing African market slide next slide please um so let's consider the driving forces behind this global growth rate previously the driving force is mostly due to emerge an original adoption and growing demand for occupational health software to better manage worker health and exposure but currently successfully managing curve in nineteen is a major factor in fueling this growth and it is important to point out that the pandemic will be a long-term positive growth factor for IH and which software demand and firms are now realizing the critical importance of a robust occupational health management system supported by a robust IT infrastructure because of the way business has to be conducted now firms a direct and effort on monitoring and managing worker exposure and health by our various tools including self assessment questionnaires travel management and PPE tracking tools just to name a few and in the past these are areas of occupational health usually seen as thickbox exercises to maintain compliance but now they're in demand more than ever to mitigate the proliferation of the pandemic and firms are adopting new techniques that have never used before to mitigate the pandemic some of these use cases cover contact tracing and telehealth proctoring we're seeing firms tying in which software capabilities with many aspects of their enterprise systems even firms within historically low risk industries with a say office spaces for instance I know of a firm that manages office spaces and over last couple of months have become very interested in implementing pandemic management tools to tie in with their business operations as people return to work and also while budgets are under intense scrutiny firms are postulating that invested in occupational health software with capabilities to help manage the pandemic is a requirement for business continuity and hence an important part of their strategy moving forward and it is apparent that any firm that does not invest in occupational health software to manage the pandemic and have a future pandemic response toolkit will lie behind um the pandemic will also have a long-term positive impact on the supporting IT infrastructure for occupational health software as firms increasingly desired tools that can you know easily integrate with different aspects of their management systems from HR to legal um so to qualitatively summarize the insights we can glean from the data we've collected our first one operational health is no longer tick box exercise for compliance and covering nineteen is driving firms to consider and adopt capabilities that fall under the remit of occupational health software firms within industries that give very little attention to occupational health software such as office based management firms that turn into the software because they've covered 19 firms are looking at how they can bolster the support and IT infrastructure for that or which software tools and make it work synergistically with all aspects of their management systems including like I mentioned before human resources and legal and software spending for each and which is projected to reach two hundred and fifty three million dollars in 2020 and software spending for ioj Energy's projected to reach four and three million dollars by 2025 and I'd say it's also worth keeping in mind the regions with high projected compound annual growth rates such as the APEC regions the Gulf states and Africa and one last thing before I finish Romantics offers several guides to selecting the appropriate software for firms for firms safety and operational needs and we have guides for selected occupational health software - I believe attendees will receive the guide as a follow-up to this webinar so having said that thank you for the opportunity to present today great thank you very much Kel wonderful job and that does a great job of really setting the stage for for the rest of our speakers and so with that next up is dr. Paul Gannon dr. Gannon is the global medical director for quartet agriscience where he's responsible for managing occupational and employee health for about 20,000 people in more than 140 countries dr.

Gannon okay well thank you very much Jeff can you hear me okay yes okay that's great well thanks to death for giving me this opportunity to talk to the audience a little bit about court ever agriscience it's a relatively new company how we went about building a business case for employee health in this new company and then how that organization has fared during the first year of court ever but then also how its fared during the the kovat 19 crisis so you'd be forgiven for not recognizing the name of court either agriscience hopefully you do but just in case you don't don't feel too bad but you probably do recognize the the parents of court ever and this was Dow and DuPont and back in December 2016 really quite a long time ago now it was announced that down DuPont would merge and then they would deem urge creating three companies the new day the new DuPont and then listen company made up of all the agriscience crop protection and feed businesses from both down dupont to form court ever and court ever launched on the new york stock exchange on the 3rd of june last year so we're literally we've recently had our first birthday with a lot of virtual celebrations we plan to do a lot of things in person but cove in nineteen interrupted that so so hopefully it'll be interesting for you to hear a little bit about this company if we go the next slide so as jeff says it's a fourteen billion dollar sales company with twenty thousand employees spread really right across the world one hundred and forty different countries so that's made it really quite interesting to handle this covert nineteen pandemic its headquartered in the u. s. in wilmington delaware many of our employees are based at two main business centers in indiana and also in iowa but we have a presence in latin america and very important region for as your Middle East in Africa also very important and Asia very much a growing region so as I say it's you know it's a global company it's an agriculture company and it was very important to take both those facts into account when we were designing our medical service so if we go to the next slide so agriscience it might be a new term to you might be more familiar with terms like agriculture but it's a it's a very good term because if we're going to feed the growing global population which is set to reach and nine billion by 2050 we really are going to you have to use science to help us improve yields in terms of our crops if we're not going to increase the amount of land that's dedicated to farming and reduce the amount of land dedicated to things like forests which nobody wants to reduce further so the science that court ever applies to agriculture is both in the seeds in terms of normal hybrid feeding breeding or a biotech it's actually on the seed these days it's not just the seed that goes into the ground but it's coated with with many different things to increase the chance that it actually germinates and then once the seed starts to grow and obviously we various products that a classes crop protection and also in a very new area which took me a little bit of time to understand is digital agronomy and if somebody wants to ask me a question about that later on now happily answer that but it probably would take up the full time that I'm allocated if I started talking about it now so forget of the next slide so I I was originally the chief medical officer for DuPont and I was getting took the opportunity to move to this new company because I thought it was a great challenge of setting up a medical service from scratch really from a clean slate or a clean sheet of paper for what was effectively a global aggregate global agriscience forcing a billion dollar startup company so it was really a very exciting time there was a lot of enthusiasm to take from our heritage companies what was good but given that both Dow and DuPont were over 100 years old there was also a desire not to bring over some of the things maybe that had collectors along that over 100 year history so in terms of making the business case for the new health function he was very important for me but also you know from the managers of court ever to understand you know what was good what did we want to keep but also what did we want to improve on in terms of what the heritage companies had in terms of organization but also programs that were offered in this area of employee health so certainly it was things that were necessary to keep due to local legal legislation a lot of programs related to occupational health programs related to our duty of care in terms of travel medicine and again thinking about that global extent of the company you know what of our employees are in sub-saharan Africa or visiting that region travel medicine is clearly very important to make sure our people who travel there stay safe and also for our local employees there I think everybody gets employee well-being both physical and mental in terms of you know why that's important for a company for in the productivity and absenteeism point of view but particularly for an agriculture company business support particularly to product stewardship is very important clearly there's a lot of care taken to ensure that crop protection materials that are released onto the market are safe and well tested and well studied and our employee health experience is a big part of those product submissions so working with product stewardship in the development of that was going to be very important for an agro science company compared to a standard chemical or material science company also governance was very important you know an agriculture company has some large locations but many of the locations are are would be considered small by other company standards in fact the site of a hundred people is probably quite large now for court ever whereas we use that as the definition of a small site in in Dupont days and therefore these smaller locations are served by contract health providers and so it's it's important that there's some way of keeping track on what sort of health services are being provided by these providers ensuring that they're either you know providing too little or too much we've had examples of both over the years very important part of a global organization and this was really one of the most satisfying parts of setting up the new health services it gave me the opportunity to hire some new people like you know with a long history within a large multinational it had been a long time since we were hiring people and not downsizing people so this was a really great opportunity and what I wanted to really make clear was that you know we shouldn't put all our corporate resources in the headquarters in an office building in Delaware and given that this was a global company it was very important that those resources where we needed them so our model really was to have two Health Resources usually a doctor and a nurse or a doctor in a more junior doctor in each of the region so we you know we have a doctor in the nurse in North America two doctors in Latin America two doctors in asia-pacific and working with myself in the Maiar region we have a nurse in South Africa so it was very very important and you'll see later on that really came into its own when we've been dealing with Kobe's having people in the right location in addition to that we knew that systems were going to be very important it's a small corporate organization so having the right systems in place including electronic medical records we needed us to to really hire us as specialists in systems management so not a doctor or nurse who liked to do that as a hobby somebody who really specialized and had a good track record in implementing systems from electronic ones due to other required systems so as part of that corporate organization we added a ninth role as a Systems Manager it was very important for us to have a global electronic medical record system this is something I believe weaved in for all my career it's not always being easy to get the necessary support to implement that but both our heritage companies had implemented electronic medical records to a greater or lesser extent so it really was a good opportunity to say hey you know let's build on what our heritage companies have done and introduce a thing simple off-the-shelf non customized electronic medical record system which will really help us in terms of providing metrics about the health of our organization but also you know support that governance process and in making that robust so we understand what is happening around the world which really wouldn't be possible other than using a good system looking back it might have been prescient but I was quite involved in living the pandemic infectious diseases planning process in DuPont and I was very keen to bring that across into court ever and again because we're of the global reach of the company and working in some areas where we had potential risks like Ebola or Middle East respiratory syndrome coronavirus Zika yellow fever in Latin America or even avian influenza in Asia Pacific obviously that really came into its own and I was so glad that I've made that decision when Cobras 19 right all this was developed with a journey partner and I think we'll be hearing from Samir who represents environmental resource management erm they were of great help in putting this strategy together and as you'll see later on introducing our electronic medical records globally so if we go to the next slide gents so this is just a very nice graphic which shows the range of services that are offered within court ever and all the way from the left hand side which very much focuses on prevention where we all want to be focusing but realizing at some occasions we do have to get into the treatment area and occupational disability management so just a nice spectrum of the services we provide so next slide so where as I mentioned as part of this set up of the new Health Service we introduced a new electronic medical record system neither as the heritage companies really use this system and one of the heritage companies use something completely different the other one did use a foreign avenge myself but a very customized version of it and I think you know one of the key learnings about electronic medical records is if you customize it's very difficult to upgrade to the latest version so we found that that particular heritage company had a much older version of it so we really made that decision with the help of erm to go with the off-the-shelf version of the product to make sure that we could keep that updated obviously there was a whole project plan and I'm so pleased that we were able to have an external journey partner in erm to help us with this and particularly Samir who's on the call today you know I can't thank him enough for the help that he gave us in terms of coming up with you know things like the project plans that you can see there on the slide to allow us to implement the electronic medical record system you can see it's not in a hundred and forty different countries obviously we were working against a very fixed timeline of the company separating off from it its heritage parents of the Dow and DuPont so there was the the date of the third of June 2019 was a hard and fast one we had to have systems up and running so these were the countries where we have most importance and most employees from the court ever perspective but also where the heritage companies have been using electronic medical records so we focused on these countries and now we have a little bit more time to consider where else we might implement Enterprise Health so it was complex but we did achieve the objective so if we go to the next slide so where I've been working in multinational occupational health for 25 years and one of the things I've always wanted to do during that time is get to the point where there was a health metric on the scorecard that the CEO used on a regular basis and it has been such a challenge something it sounds so simple to us and there I'm preaching to the to the choir with the people on the call but establishing the electronic record system has actually allowed me to fulfill that goal and I'm so happy about that you can see on this scorecard that our CEO uses regular leave and usual injury illness process safety motor vehicle under the red arrow it's actually security but now you can see we have the fifth metric for health and this is going to evolve over time at the moment we're starting off relatively simple we're just telling our leaders and the rest of the organization how much our services you are use there and what we see here is for three months data from enterprise health for the three key regions where were live at the moment us Latin APEC representing nearly 10,000 consultations also very interesting to our managers and particularly our direct manager our executive vice president was you know are we supporting people with their day-to-day issues and helping them stay at work and we were able to say that yes you know as always should be the case the majority of our consultations are directly related to occupation that 42 percent are personal health and and the percentage of personal health consultations obviously goes up when we're dealing with countries in Asia Pacific left in America where primary health care is not developed the same extent that it is for example in North America so we're so I was very pleased to achieve that objective and I'm sure any of you who've been trying to to get a metric like this displayed regularly by your senior management will understand the pleasure that I felt in achieving that objective so if we go to the next slide so you know how is this design said you know generally speaking you know I think I've covered that with achieving the metric on the previous slide but how is it fared through the test of kovin well obviously the fact that we had a good pandemic an infectious disease process in place was extremely helpful and just by coincidence I'd worked with the rest of the health to update all those documents that would come over from heritage DuPont to you know be caught as we call court ever eyes and we've done that just before the end of last year and over the Christmas period really we started seeing the reports coming out of China about this new virus and that process of you know monitoring infectious diseases risks allowed us to give an early warning to to management at the beginning of January 2020 there was a little bit of so what you know but once I explained how this could be a potential issue because it's a new virus we don't have immunity to it it could spread quite rapidly and they were very quick to get on board as the potential risk so this not really enabled us to not only source supplies to protect our employees but to achieve business continuity without early warning as I mentioned we had a whole range of pandemic and infectious diseases guidelines all designed to meet the needs of an influenza pandemic clearly this was a corona virus pandemic but in actual fact it was very easy to change those straight over to meet the needs of coronavirus and also obviously what we learned really on a day-to-day basis as we got to know more and more about Cobras 19 very important as I mentioned earlier was the position of our Health Resources this really gave us on-the-ground information we had a a doctor based in Shanghai in China was able to give us good on-the-ground information understanding the local cultural restrictions and politics that was really valued by management I can't say how much that was valued but also by the local managers and also the local employees it was much more important for them that they had somebody local they could trust who understood their position rather than well we're from Wilmington and we're here to help type situation which doesn't always go down too well from an electronic medical records point of view I you know I still think we're in the infancy of how we can use the system to help us but it was certainly important to help us assess the global impact of coach cobras 19 on our work forces the virus progressed around the world and that was especially important for an agriculture or Agra science company because we were class was essential so most of our factories and seed facilities actually continued to operate even in those countries that were very locked down because obviously being considered as part of the food chain is really essential so it was you know we wasn't a matter of let's close up shop and all work from home we had to keep those manufacturing locations open and I think it will also be very important and helping us monitor the health of the workforce as we go through this return to work site as Co bid 19 wines and different localities you'll notice return to work sites we were all very keen not to call it return to work because of course all of us have been working at home has been working very hard so it's not that we're returning to work it's just we're returning to work on our science so I think the next slide is the final fight if I remember correctly so this is the final slide then so we're you know I think it's very important to you know when you are sending either modifying or proposing a change to a Health Service on particularly when you're setting up a new Health Service that you build a multi-faceted business case it's not all about money it's about value as well and I think the most important thing from a management perspective is they see that you're proposing something that is specific for their company and certainly an agriculture company is not a standard company and a global company working in some really quite challenging parts of the world is not run-of-the-mill so we we needed to design fencing specifics for that particular needs and seasonal needs in an agriculture company and have people in the right place around the world and showing as we have done over the first year of court ever that the design is fixed for purpose on a day to day basis metrics has been very important and well-received but having an organization that can rise to the challenge of a crisis is even more important and clearly as we we heard from the previous speaker you know occupational health is front and center now I don't think I've ever had more compliments from my management for myself and for the team that support me as I've had in the last few months where it's not a great thing and we wouldn't wish it to happen but you know it's really brought to the forefront you know what having an effective employee Health Service can bring to a company in terms of supporting new employees but also in maintaining business continuity so back to you Jeff great thank you thank you very much Paul that was that was excellent and you're really helpful to get to get some insights into you know into how a global organization you know is dealing with all of this so much appreciated okay next up is Sameer Menon and Tamir is a partner at erm and erm as a global environmental health and safety consulting firm Sameer works with organizations around the world who are right now wrestling with how do they keep their employees safe and healthy in the wake of koban 19 so take it away Sameer thank you Jeff can you hear me yes again giving me the opportunity I'm gonna be I'm gonna be one of those or one out where consultant without any slides so just see what that what good 19 makes us do so so I'm gonna I'm gonna probably speak on a couple of couple of key areas but some of these passion by Gail and I Paul earlier three areas I really want to kind of focus on is one is to see the changing company perceptions of both EHS and occupational health and you heard Paul outline it brilliantly in terms would just be the impact on operations and and and we and the the enhanced in profile I also want to talk a little bit about the ideas of developing the business case and again you can see you can see how the current environment is impacting the light on occupational health is Jeff Gordon but the need to really be multifaceted and and how do you kind of balance these sometimes diverging forces and then the last part is I want to talk a little bit about some of the support that we've been asked to provide you know some of our kinds of working through it as Paul identified I started working on tracking some of these activities with some of our clients using their individual EMRs or other dashboards and systems you know in January and I think it's been really interesting just to see what has helped certain organizations be more successful dealing with the challenge and I think you know that's going to be an important factor for people to consider and keep in mind as they think about the business case so I think in you know just with kind of really moving three areas that I just mentioned never kind of focus my the key themes I've already talked about are one I believe digital or being digital native is really the next normal for occupation we have I think if there's one thing this this this pandemic is really demonstrated is you know trying to do this by spreadsheet I mean forget about the superhuman strength aspect but it's just it brings a level of the risk for the company so I want to talk a little bit about just the importance of digital the the second theme I want to kind of refer to baby is when none of these business cases are based on what I call cost or risk avoidance that just makes for a challenging business so how do we kind of rethink of how we you know structure the playing field almost or structurally perspective so that's second thing and then the last thing I wanna really talk about is as we deal in with this and you know we're looking at you know new technologies and new ways of doing things and moonshots I think we're forgetting some of the fundamentals and so I think I want to kind of leave you with that third theme which is you know sticking to the fundamentals especially when you're on the Iowa storm it's probably really good advice so so let me start with the first one which is you know digital kind of being the new normal I think you know as kind of identified earlier be the word should worker got just got very real I mean that's a it's a new reality that everyone is facing obviously there were essential workers who were to continue to do what they do but you know in a number of cases you have flexible locations and then there are implications that come with that I remember we were working with this massive economic it's assessment exercise for their global facilities and about three months ago they essentially stopped it because there was nobody in the facilities anymore everybody was at work was a competition for them they you know they had a few factories with you're not considered essential so a large percentage is working from home but what they found was with the increase in in some of the you know work related muscle skeletal disorders they had to restart the er-2 assessment was now focused on a home office perspective because in a number of cases as a number of you are familiar of the Sun on those the setups that were done and the home offices were far from economically you know poor so so you know there was there was a whole new set of things that enterprise health and safety and critically occupational health had to think about psychological well-being was another one Employee Assistance Programs and how to fund them and keep them you know consistent and effective will always be the challenge with a lot of the occupational health programs but now this became front and center in terms of helping organizations deal with some of those new realities and new challenges the other thing that was kind of you know clear was also just you know better visualization of the data would just allow you to make more effective you know key decisions and I think the driver of this kind of digital impact was HS and occupational health as all understand of highlighted got a seat of the table and and it's not just the temporal receive that happens when a when a disaster was a disaster planning anymore this was this was time to become more potentially permanent in my mind because it's impacting you know the occupational risk management is impacting business in dignity it's impacting how the organization will work we've always spoken about a healthy work of being a productive worker but this was actually proving the fact and I think what was really interesting in our minds is the organizations that hadn't fully embraced the digitalization of somethings critical functions were really struggling to respond to some of this rapid change and I think again global pharmaceutical klein who were looking to you know put in the track trace and contact tracing activities in place and the fact that they already had an existing in this platform that we were able to leverage to build this allowed us to do it in a way that was security compliant GDP are compliant privacy compliant but still allowed them to achieve their objectives but if it didn't have that system in the first place it was going to be almost impossible to achieve that that result the second theme that I kind of talked about was just the whole you know developing of the business case and you know in a number of cases occupational health and H s business cases are sometimes driven by some of the cost of the risk of violence so the risk mitigation aspects that that you know Jeff mentioned right at the beginning employee trust data security lost production so these are all you know you know be if we don't put this in place then this might happen and and sometimes that becomes a difficult business case to make and we typically find you need to have a trigger either way a transaction or a transition or sometimes a transgression which actually then allows you to make that case more effective and it allows you to point to look if we don't have the system in place here's what here's what might happen and I think in the current environment we're finding a many more winning years just as Jeff I like to really coat that he he referred to a lot of great initial conversations where they say look this is really providing us the the the appropriate points to make that conversations make the business case but you have the opposing force of the economic conditions that may be the final business case difficult to do so you know we have great initial conversations I'm not always translating to two full implementations and I believe a couple of things that I think are critical to help you know make that you know effective business case is pretty starting to look at some some peer or sector comparisons so so you know being able to point to either something that has gone well or something that hasn't and appealing to that perspective you know to really demonstrate the value of the business case of your action put it together the second one I think is referred to a little bit of the faceted money to value it's really thinking about expanding the scope I think the amazing thing that has happened in the last six months with EHS and particularly occupational health is it's not just an occupational health question anymore it is impacting operations it is impacting sustainability it is a patent supply chain and so it's important that you know you become entrepreneurs a little bit with organization to look for what those alternate sources of funding might be because you're providing is service which is not just to be in to the employee and ensuring that they stay healthy and you're you know maintaining compliance but you're actually providing strategic services to a broader cross-section of the business and it's important to eat demonstrate that and be make sure to get the appropriate the Coalition of the Willing almost to be able to expand the scope of your budget to really you know get some of you know gets get the business case improve the other thing is is again that you know don't don't jump to the final step in in the first one this is refer to this again when I come to my sticking to the fundamentals the idea really is to make sure you have a phased approach which is demonstrating value at each step so that the business is essentially asking for give me more and why not rather than wah and I think it's critical to you know do that expectation management is done the last point under the kind of mention here is really that the last aspect I was speaking to the city for the fundamentals I mean you know the moonshots are critical and they're important and it's really great that you know we have people who doing that we need to make sure some of these fundamentals are in place things like you know the importance of privacy and security which again Jeff highlighted initially the importance of simplicity simplicity is the ultimate sophistication the need for that integrated team the importance of good data and I think the last one which I referred to in my earlier point is and making sure you're reaching your goal in rapid but incremental steps you're not going to go from 0 to 100 in 60 seconds that's that's not gonna work but by demonstrating the layer of the phased approach I think you you you you build more converts to your side and and you get you're more successful and actually you know implementing you know what we're trying to do so I think in conclusion I think you know we really have a rare opportunity proactively she what I call our next normal or risk having it trust upon us so I think I think those those are those are some of the things of fundamentals that I would think of as you look at developing and getting your businesses yeah thank you that was great and and then last but certainly not least is Eric Zimmerman and Eric is actually the chief innovation and commercialization officer with COO manu and Kumaon who works with organizations and their employees to build purpose and they've developed some really unique ways to understand and act on employee sentiment so let me turn control over to you Eric you can bring up the slide super Jeff thanks for that yeah I figured just author as Minister slides I will bring those up presently awesome well whoever be happy to kind of bat cleanup with this auspicious crew and bear with me while I do the WebEx dance Jeff is that showing up okay yes beautiful okay I think I'm going to begin this with kind of a an ode to Monty Python now for something completely different but I'm going to connect the dots back to these concepts of occupational health employee health surveillance and I really want to kind of pick up the thread of what Sameer just said about value creation in a broader view and measuring at each step and in particular the fact that we're in a situation where the issues of kovat are not just the issues of covent in fact some have talked about this second wave and I don't just mean a second wave of kovat infections but this tsunami of the emotional and mental health issues coming right behind and how do we really understand what's going on in the hearts and minds of our people so I'm going to talk really briefly about three things and then allow us get to the Q&A part of this webinar session the first is is this a thing you know I come at this with the lens of a behavior scientist we are a health care company dr.

Bob cars our chief medical officer he's you know a luminary immediate past president of the American College of Medicine we really do have a serious health lens on this purpose I will pause it is probably the single most important risk factor and health determinants that you're not measuring and I'll explain why in just a minute secondly I'm going to talk about surveillance at an additional level that goes to the substrate of what people are feeling and what they're doing and in that context I'll say that I think one of the biggest issues we have is that getting our way out of this situation obviously will require great diligent health care services and surveillance but it also requires focus on human behavior and as as has been said by a good friend of mine at Stanford human behavior is not rocket science it's actually harder you know we're not always rational so how do we create the desired behavior so we're gonna touch on these three topics today and so purpose you may remember from high school or college reading Victor Frankel and this man search for meaning and this amazing story about you know medical care in a setting that's just horrific and how do you find your way out of that with that said fast-forward to today you may be surprised to learn that there have been actually now over eight hundred peer review studies where the independent risk factor being measured is a sense of purpose now what is that can you quantify it is it a thing in fact it is and if you were to dip into that literature you would find that again if you could take this constructive purpose this sort of psychosocial idea of having a sense of determination a life goal something you're moving toward you would find that that is highly predictive of things like better sleep better diabetic management actually antibody production laundry ebony DNA repair there's amazing Nobel prize-winning research about the telomeres that protect our chromosomes as well as reduced likelihood of various kinds of health outcomes ranging from cardiovascular disease to things that are more important in the moment cognitive conflict fear response am I going to wear a mask am I going to wash my hands and I'm going to do the things I need to do as an individual now this community so we're very interested in the impact of this construct and how we can surveil it as well as how people are doing in this moment so what are the pathways we're not going to do a semester-long course but I'm going to simplify it down to four pathways if you're interested in how the heck could this concept like purpose be associated with these health outcomes first of all there's a resilience effect that I'm going to describe we really are a translational neuroscience company at KU Manu and I'll explain how we do that secondly when people are focused in a certain way they are going to be more open to change less conflicted and from a kind of discipline perspective around their behaviors they're taking a future orientation so we won't dig any further than that other than to say there are some pathways and so here we are you know in today's new reality and we've got this virus and instead of being in the workplace you've got people in buildings that are not your worksite and you're trying to figure out how to get those humans back into the worksite what is it about purpose that's operating in this moment and so this is some quick surveillance that we've done with different organizations if you were to get to the bottom of what are people feeling in this moment and let's all be real it's these the feelings that are behind the behaviors that are behind our ability to deal with this pandemic this is not surprising it's frustration it is sadness it is worry it is uncertainty this is the backdrop for everything we're doing right now and I'm going to talk in a couple of minutes about how we go deeper than that using some interesting machine learning in AI to understand and then act on that so let's start with the individual a lot of the work we do I mentioned translational neuroscience if you were to put a person into an MRI machine and this is in fact what we do in the labs that inform the technology we build you can find something really interesting that there's a dance between these two parts of our brain that impact our behavior the first being this vmPFC the ventromedial prefrontal cortex you think of that as kind of your guru brain it's right up front it's very human and then you've got that fear response coming from the amygdala and so the dance that is on when we're facing something fearful like a global pandemic or thoughts of going back into a workplace and becoming infected that fear response kicks in very naturally it is innate response we have the reality though is are we going to be leaning in toward hoarding sanitizer 12 paper and buy guns or are we going to kind of allow the resilience effect and this goes kind of straight to that issue of emotional health and well-being we all have that resilience effect to kick in and maybe we're starting to think about our role in helping others our role in creating a safe workplace our role in being a positive member of the community because we're kind of all in this together there's no way out of a pandemic without addressing these issues of human behavior and there's no way to get the human behaviors aligned without getting people focused on doing the right thing so what happens actually and this is a composite brain scan that shows when you can get people focused and I'm sure you've heard the term mindfulness when that mindfulness is focused on a purposeful thought and by extension core values you get this self-transcendent effect and so people's willingness to lean in and do the right thing and be part of the solution is in large part a function of the ability to activate that part of our brains and that really is the work that we do now interestingly let's step back from that at the individual level if we can get people activated we can get them calm we can get them doing the right things we can get them part of the solution how do we step back from that and look at that at an organizational level and that's a lot of the interesting work we've been doing lately with client organizations and so this is kind of a clumsy grafica if she could put your company into that same MRI machine what would you see and so I'm gonna share with you an analysis that actually we could not share before we're actually about to share with the client this afternoon this is machine learning on the surveillance we've done through an app we call purposeful that people use day in and day out and it ties to a larger information platform and we wanted to look at the ability to detect what's going on at a deeper substrate across about 7400 data points and these are not asking a person an explicit question what emotion are you feeling this is quite literally plucking out of textual data where they're sort of doing some light journaling and doing some you know self behavior modification and they're doing mindfulness exercises we're pulling on an anonymized basis these insights using Google's lexicon to try to detect what's going on and then layer upon that moves that management is making as well as events going on out in the environment to see whether we can see what the patterns look like and so I'm going to share this with you I think this is what kind of hooked Jeff and team in terms of the work we do as another dimension of surveillance and you can see on the left-hand panel here this is the inference of anger and I'm gonna read because it may be a little hard for you to see what's at the top of this graph but we did a time series analysis and you can see this sentiment moving through the population cutting moving upward as we get into mid-march and suddenly it's very clear that we're in a we're in a bad situation and it's potentially spinning out of control you see at the peak that first mountain peak a CEO called that was the first time that the leader of that organization got on an all-hands and said here's what we're going to do and so very immediately that anger drops back down and then it starts rising up again and they get clear with their organization here's our strategy for reopening here's how our approaching that anger goes down again now here's something that you can't control as an organization suddenly we have George Floyd and we have protests in the street and we have this social unrest and you can see anger going way back up again again some of these things you can control some things you can't but here is a way to see where is the sentiment of the organization similarly you can track this sense of burnout and in many ways this constant living in WebEx and zoom and this always-on video is leading to quite a bit of burnout and you can start modulating and seeing the effect of moves that management is making that leaders are making on those emotions similarly though there are positive sentiments being expressed and connectedness obviously we're leaving the office setting things are going badly and connecting that this is going down but it turns around there something interesting is happening you know by the beginning of May and I'm not clear on what that is but clearly there's a turnaround effect and similarly now gratitude is moving up and down and so these are the analyses we're doing at the organizational level to try to put people who are making decisions for the organization in the shoes of their people because just to kind of echo what's been said by the the other speakers you kind of have to step back and look at this in connection to the to the whole system to kind of put a - put a bow on this as you think about how do you make the business case for a deeper level of surveillance I think you do have to look holistically at the experience of employees and begin connecting the dots between the maybe the narrow view of health and surveillance and our response decoded and the broader arc of how we're going to build kind of that authentic experience and I think at the top of Jeff's list was trust part of it is that authenticity with which you approach the employee population hopefully this was interesting for you I look forward to getting into the the Q&A part of this but I appreciate the chance to share a little bit about what we've been up to at a kind of a deeper level of surveillance with employee populations it's back to UK great thank you very much Eric and a nice way to really bring things back home and then come back to that one of those early points we made about the importance of employee trust and you guys kind of have a new way to look at look at sentiment that's very interesting okay well we've we've covered a lot of ground here in a pretty short period of time but we do have a little bit of time left for questions so I'm going to turn it over it's a Bhargav to facilitate Q&A with the group and remember you can pose questions using the chat feature in WebEx then we'll get to as many as we can here over the next 15 minutes or so so Bhargav hey good morning every thank you to all of our panelists that was the incredible set of presentations and a lot of information we've covered um so let's just get right into it we've understood the importance of an occupational health EMR I'd like to start with Paul could you talk a little bit about it from a global perspective what has been the learning curve for you know providers to start using an occupational health anymore if they're not familiar with an EMR and they've been used used to using paper or I think a lot of people on this call may be using traditional ambulatory EMR that are not designed for occupational health so maybe you can talk a little bit about learning curve and what role does it play in addressing employee fears by returning work in this covert world sure well I I think you know in terms of the first part of the question getting people used to using EMR when they've been used to using paper is a challenge without it without a shadow of a doubt and I think having a good Systems Manager on board as part of the integrated health services team has really worked very well I think erm did a good job up and to the point of spin but then we were sort of on our own and you know some things were picked up straight away and other things we've had to go back and pick up again and you know where even one year down the line we're doing you know regular online trainings for the different regions that are using the EMR to make sure people are familiar with it we're also evolving the way that people are using the EMR so we're starting to produce more interesting data so for example as I showed on my metric slide you know the most basic use was to record the total number of visits we've had but now we're developing that into you know what are the reasons people are actually coming along to be seen in the clinics and particularly that's proved useful when we think about covert 19 consultation so you know I would say it's an evolution it's an iterative process you can't you know say here's the training manual have a quick look at that and I'm expecting you to completely new those yeah doing things electronically by next Friday and that's certainly not going to work you know it's the whole change management process and making sure you know that were answering people's questions and going back and revisiting areas that were probably you know it's probably for our occupational health staff everyone thing was done under this timeline as the spin-off of the new company was probably a little bit like drinking out of a fire hose so you know they would have picked up the basics but not some of the more interesting ways to use the system and producing more interesting data which ultimately helps them in making the business case both as a global level but right down to the site level for the work that were actually doing to support the organization as part of overcoming fears you know I think it is very interesting to look at people's reactions to the sort of coming back to work obviously you have one group of people who can't wait to get back to work and another part of the organization and a substantial part of the organization who is really fearful of us coming back to the workplace and quite often you find you know they either got somebody at home who lives with them who are in one of these chronic disease categories where cozied can be more severe or indeed they themselves are dealing with one of those chronic diseases so I think you know the approach was taken in court ever is to you really have a transparent and data-driven approach so our you know our communications team has done a very good job over the past few months and you know we've had a number of CEO town halls which I believe has had the effect that Eric was demonstrating in terms of putting people's mind at ease so we've been very transparent and that's included our approach to return into work you know we've distributed in detailed information to all our employees and that what were monitoring in terms of you know the trends in Kovach cases and the locations around our workplaces you know how are we going to monitor those trends over time you know are there cutoff levels below which we say it's safe to come back to work but not not only just stopping at there you know do we have enough personal protective equipment for the employees to return to site how the hospital's able to cope with anybody who does come sick or they become sick are they back to you know working out of crisis mode being able to do elective surgery for example is a good indication that they're not overwhelmed and finally you know taking advantages you know any tracking apps but also you know local public health needs to be in a position where they're going to track any new cases I think if you combined all those together it starts reassuring people that we're you know really creating a workplace that is going to be safer for them to visit the nor most any other place outside their home you know where we've talked about this at many points because obviously we had workers coming in during lockdowns and they wanted to know they were safe and you know wouldn't it be safer to just close the factory and stay at home you know emphasizing the important part points that we were part of the food chain was helpful that you know really reassuring them that you know they were safer there than for example going down to the local food store where people haven't been trained on social distancing people haven't being provided with the right sort of masks you know what face coverings do in terms of protecting people is anybody's guess you know so in a workplace they're either socially distancing or using an approved mask and I and I think to come to the the part of your question that you asked you know how does EMR help with that it helps with the transparency so all throughout this progression people have been interested in the number of cases we've had and I think the electronic medical record system has helped us provide that data but it will become even more important as we go forward that you know we're reassuring people with the steps were taking but then we're actually proving that we've got a very low rate of cases within the workforce in helping and to reassure in that way so hopefully that answers the two parts of your question yeah what I think what we're seeing is employees want to know what information they give you certainly in the u. s. there's no armed to disclose medical information to their employer but if they do disclose they want to make sure it's protected and siloed away from like Samir mentioned some of the other systems in the company so the information is protected I think sometimes companies do get stuck in pushing information and maybe not pulling as much as they should and having sort of check-ins on how the information is being a landing with their employees which is sort of where Erik comes in I'm Eric the really fascinating stuff can you talk a little bit and this might be I don't know if you can do this but I noticed you have a webinar tomorrow on Camano on sort of AI driven heat maps of sentiment and so what what do companies or how should they be approaching this to see just going off of that fear of coming back to work depending on the company they may be it may be a completely voluntary or a little bit more stronger of a requirement to come in so how companies be doing this in a sensitive way you know it's a really important question and I think it may have been Paul earlier said if this is not about returning to work right we've all been working incredibly hard it's about returning into a physical space together and I think it's quite frankly going to be a fairly individualistic decision I I our offices in Ann Arbor Michigan I actually live in the San Francisco Bay Area very close to the Silicon Valley and I've observed that a lot of organizations particularly here in the Bay Area are taking a go-slow approach and realizing that the nature of the work may not require people to be face to face and it's actually going okay and let's not you know press on the gas too too fast I think it has to be evaluated situationally and I can just speak for our own company we've taken the approach that we're not going to push people beyond our comfort level the reality is we all have a personal story you know I may be well and and resilient and I may have someone in a home who isn't immunosuppressed so it's you have to sort of be very sensitive to individuals and flexible in this moment so I don't think there's a one-size-fits-all solution I do think having good data can be helpful and I think that data needs to include both things like infection rates but also sentiment thank you and just going off that Samir if we could switch to what you mentioned about the I think we all agreed 2020s become the year of the virtual worker and employees are finding it and employers are finding it even harder to stay engaged with their employees Paul mentioned that the CEO scorecard and how he's happy and I think a lot of us had that sentiment if we can get on that on that scoreboard in your experience what has been a successful approach for clients you've worked with get on that CEO score board demonstrating or value your choice of occupational health in particular has to the broader business and and I think you know the way to kind of balances are this one all about you notes because when you take that risk avoidance route sometimes it becomes a little bit like it just is being the worst case scenario here every time we talk to you and the idea is no it's about it's about all the other things it's just like every kind of identifier you know even as fallback and demonstrated you know you've got the more we can do on that left-hand side of the screen to be prevented it the less you're gonna have to do the right-hand side it spins which is you know having to address an issue that's that's already amah so I think I think the way that's work most effectively for us is really to connect what the occupational health of Ages who does with the broader strategic value of the company so you know whatever is a really interesting case in point just because it is a it is a a key science company be the impact that that healthy product the water has in that space is is is different the impact the sustainability has for whatever is it's different than another company so again ensuring that you are alarming some of the things you're doing with the business and the corporate strategy because I mean that's what the that's what the CEO is trying to do the CEO is trying to identify the to find metrics that actually tells him or her what the health of the businesses it's it's like it's like driving a car right so you'll have those you know four things on your dashboard you don't put a random thing up there just because it's interesting you do it because it actually tells you how your car is running and you know what the performance of your of your of your vehicle isn't that's exactly what has been successful for us really demonstrate that that metric actually has an impact on performance and the health check of the organization so that's been the most successful way for us to do one so when you talk about cost and risk avoidance I I imagine you're pointing more towards then please correct me if I'm wrong injuries and sort of hi hi pretend you know high-potency bad sort of events that happen in the company what about for for large self-insured employers especially in the United States that are spending hundreds of millions of dollars on health care costs both you know in the personal medical as well as the workers comp and I'm sure just from lost productivity might sometimes hard to be harder to to measure but these are all real medical costs that's not necessarily avoidance it's it's happening and the u.

s. you