Let's all look our management system again, I was trying to integrate risk perceptions within our company. We look at the environmental aspects of our programs, the health aspects, the safety aspects, [INAUDIBLE] quality aspects as well. So our management system really becomes how we execute the work. It's not a safety thing, it's not an environmental thing, it's really how we get involved as early as possible in the planning process. And the bedroom, and the design room, and really having those risk factors leader on the table systematically with that system and process in place. Again, If we can identify those risks early and come up with innovative ways to solve those risks, that potentially becomes a differentiator. Potentially wins more work, because we're being more efficient, because we're getting people home safe every single day, and we don't impact the environment and the communities that we work in, in a negative way. So let's have a look at out unified health and safety program just been deployed in Scotchgard right now and how the automated aspects on technology, and data analytics has really playing a part in how we move forward. So we look at our management system, really at corporate level, we have policies, procedures that we have prescribed to be our ultimate way to resolve any potential exposures relevant to environment health and safety issues on our projects or within our company. So we've developed a program called Planet. So we really, we have the opportunity to engage but stage, we have the opportunity to be involve and design and efficiently and effectively develop rest mitigation and control programs as early as possible to give us that potential advantage. So again, corporate level moving through the developing a project scope through a risk selector tool. Where we identify environmental risk, health risk, safety risk. We take that through to the project SHEMS program. The safety, health, and environmental management system. And how we're gonna mitigate and control that risk profile that we've created through the automated tool and plan it. And we take that right through to task specific risk. So, again, identifying the triggers, identifying the material or tools, the equipment that might trigger a sudden situation during that specific task. And then we're gonna automatically develop, a controlled program that mitigates at risk for the crew and workers on the front liner. The same goes with their sub contractors. Again, we've want a one unified approach, one set of expectations for a subcontract under self perform. Everybody is treated as an equal. And the expectations are the same for both. And taking it right down to the front line, where every single day we look to continually improve. We assess the risk relevant to the work activity, relevant to the work environment because the dynamics in construction that means that things change every day, every hour, every minute. So, we must have a dynamic system and flexible system that can be adopted to accommodate those dynamics. So, thinking it right down to daily process where we daily hazard analysis relevant to our construction work plans are developed for each activity and have a review process every step of the way through the system. So as we do that and we continually feed information backup through the system, we build a refined and continually improve repository of programs, controls, rules, and policies. So how do we do that? Again, if we look at the process here, we have a daily review, so any issues that are flagged up during that daily hazard analysis, is fed back up into the construction work plan. So the construction work plan itself, is amended to accommodate the changes in conditions to the dynamic situations that we come across on a daily basis. So the construction work plans, we then must engage the review effectiveness of those plans. So we engage executives through executive site safety visits and crew reviews. So we have systematic process to measure and make sure that every plan, and every project, and every crew has been reviewed twice every single month. So again, not planned do check that process, making sure we continually improve at task specific planning level. Thinking about the project review. So every month, we have a sham's review, where we must sit down and actively engage in the fall project team, including workers on the front line. We must review that management system processes. Review how effective they're being. How impactful are they and what the end results, what the engagement levels and where do we need to improve as we review a process. We can take corporate level involvement, so we have pass holders project assessment systems. So really analyzing the core concepts, the drivers and the dashboard that we looked at earlier. How are we doing at project level? How are we doing at regional level? National level? Business unit level? And again compiling that information to enable us to identify the gaps. Again, looking at correlation between the leading and the lagging indicators, again, we've formed that data we can extract really powerful information that allows us to mitigate risk that maybe is unforeseen in the design stage or the proposal stage. Taking that right through to regional level, where we roll up all of the projects within operating unit or a region. How's that region doing with regards to performance? Where are the leaders at corporate level? How engaged are they, taking it right to the national level. Again, we've combined and unified our systems from our billing division and heavy civil infrastructure division. So again, to spill on some of the myths that the business models are completely different in managing subcontractors versus self perform it's a completely different animal. And what we're finding as we've unified our process, risk is risk, safety is safety, an injury is an injury. The process is to mitigate those injuries or situations are exactly the same. So, we've created a systematic approach to really address risk in general and feed information as we come across a dynamics backup into the system. And again this follows the desire and need for analytic functions potentially through to the point where we predict potential outcomes through observations, through historic data, and engagement levels through the leading indicators. Again, following the plan do check out continual improvement cycle. The interesting part of this system is that every part of the process is automated. We are using mobile technology even through to the daily hazard analysis, where that information is automatically fed up and the inspection guide gearing is met and automatically loaded into the system. Again, making that system process efficient. Making it easy to use and easy to extract the information from to lowest to continually improve and mitigate new risk as we move forward. The predictability aspect, we're already linked in with regards to fractal reality, fractal reality overly on the models. So again, when we engage in this planning process, we have the potential once we process that analytic data and extract that the leading lack lag and indicators enable the potential to predict. We can automate the animation. So, we can virtually build the project, we can see the risk right down to activity specific level, identify tools, equipment access, egress, the right people, the right competencies and analyze that data and play that out virtually in the actual work area of the actual project. And allow us to foresee where we can go wrong or where we can improve to mitigate that risk. So again, trying to involve wearable technology, virtual reality, models as another aspect when we throw in the mobile applications as a real strong means to move the engagement level forward. Because we need to be efficient. We can't overload people with paper and expect them to be building relationships in the field at the same time. It would be impossible. What we do tend to find if we try to push systems and processes too much, again, we're engaged in processing paper and we miss the opportunity to engage with the people on the front line. So these efficiencies are an absolute essential part of the evolution moving forward.
