Good afternoon. Welcome to PCI's webinar series. Today's presentation is a mentor program, Investing in a Productive Future. I'm Nicole Clout, Marketing Manager at PCI, and I will be your moderator for this session. Before I turn the controls over to your presenter for today, I have a few introductory items to note. Earlier today, we sent a reminder email to all registered attendees. The email contained a PDF of today's presentation. The handout is also available now and can be found in the handout section located near the bottom of your GoToWebinar toolbox. If you cannot download the handout, please email PCI Marketing at marketing at pci.org, as shown on your screen. Please note that all attendee lines are muted. The GoToWebinar toolbox has an area for you to raise your hand. If you raise your hand, you'll receive a private chat message from me. If you have a question, please type it into the questions pane, where I'll be keeping track of them to read to the presenter during the Q&A period. Also, a pop-up survey will appear after the webinar ends. Today's presentation will be recorded and uploaded to the PCI eLearning Center. Questions related to specific products or publications will be addressed at the end of the presentation. This presentation is non-CEU and not endorsed by AIA. Our presenter for today is Nate Melia, Safety Director at StressCon Corporation. I will now hand the controls over to the presenter so we can begin our presentation. I think we're good, Nicole, do you think we're good? I think so. We're at the first slide, so yes. Cool. Okay. Hi, everybody, good afternoon. Thanks for being here for a little bit with me. We won't be here too terribly long. As part of workforce development, we've been talking about processes and things that we can do to really implement and increase recruitment and retention, and so I've kind of volunteered and offered to do this webinar so that I could kind of bring some spotlight to something that we feel is really helpful here at NCON and at STRESSCON. We've been doing a mentor-type program for a long, long time, and I wanted to be able to share with everybody kind of about it. My background prior to getting into precast is that I've got a master's degree in marriage and family therapy, a psychology degree, human development and family studies degree, and I used those for a long time to integrate, build, and facilitate mentor programs in families, youth programs, at-risk programs, and in college students, and so I've been working in this field for a long time. It's something that I really care about that I think is very beneficial. My original work in mentorship was around recidivism and youth and keeping kiddos off kind of the streets, out of jail, out of the foster care system, things like that, and when my boss, my mentor, found out that I kind of had some skills in that area, we did some revamping with our own mentor program here at STRESSCON, and then we reimplemented it out over the last several years to all of the NCON companies. My goal today, I think, is to give you just some perspective, for whatever reason you might be here, whatever this kind of means to you, whether it's for hiring practices or you think a mentor program is something that's great that you already have. I think it's a really good opportunity for us to just chat about it and for me to get from some perspective on things that we've seen that have been really successful, and some places that we continue to hope to grow. So there's this process, a mentor program, is something that is going to be really, really important, I think, to us over the coming years in PRECAST, as we try to really invest in reestablishing the job market and working on making sure that people still want to do this kind of work. In the Workforce Development Committee, we talk very often about how important it is to do a little bit of rebranding around PRECAST to convey to the world that we're not just, you know, I've used the term shit shovelers a lot, to make sure that people don't think that all we do is, you know, dig holes and play with dirt and play with rocks. There is a profound sense of artistry to it, and a mentor program, if you're investing in it in your company, I think is a great way to bring more people into the business so that we all have jobs and continue to create infrastructure in this country for, you know, the next 50 years. Mentoring can be simple, but when it's carried out correctly, I think it can be a very effective tool. And so we're going to talk about kind of the reasons why we started one and what we've seen. So in 2000 or so, StressCon had a very, very high turnover rate, 60% plus from what we could gauge with the technology that we had back then, based on the numbers that we believed. Big processes at hand that were causing that, things like, you know, my way or the highway, versus new, perspectives on what it means for someone to work somewhere, a man's man kind of mentality that has been transitioning and changing over the years. There were more jobs than there were bodies to fill them. Everybody seemed to kind of be in it for themselves. There wasn't any trajectory on becoming a part of the workforce and then making it to the top, so to say, if that was your goal. We also had a lot of injuries for new employees, and so to adjust for some of these things and to change them, my mentor, my boss started the mentor program here at StressCon. Like I said, we've changed a little bit over the years, but the goal was to establish a program where people could identify and lean into a culture of inclusivity and also document the things that we needed to, to demonstrate that as a company, we were engaging in safety and in skills training. So that was the basis of why we did what we did. Nowadays, we are really aware of the generational gaps, and I'm sure all of you are too, on the struggles of generational differences and how that can be really, traumatic's not the right word, but really an argument sometimes, and we're trying to adjust for that on a basic level with people's jobs. And so, one of the things that I'm really aware of in my role here as in safety and kind of HR as well, is that as we're trying to bring in younger folks, Gen Z folks, according to the internet, according to professionals, according to Gen Z folks that I've talked to, they really want some things that I think can be implemented by something like a mentor program. So, diversity, company culture, flexibility, empathy, and understanding that work oftentimes facilitates the things that we want outside of work. Our lives don't necessarily need to be all about work. That's the newer mentality. There's a lot more out there that I think people yearn for than just their jobs. And so, if we can create a place where people are fine with or even enjoy their jobs coming to work, feel valued, then they can go out and do more. At the state and government level, there are a lot of programs and processes going into place that are creating more flexibility, sick time, support programs, things like that. On a national level, this is something that's growing and that we have to get on board with in terms of what does it look like to be supportive of younger folks that want jobs and that we need desperately in order to come into the workplace. So, I really want to talk about culture here for just a second. We have been battling for years and working very hard for years now on creating a culture of understanding that, you know, everybody has to come to work and do a job, but we really want to nurture what people need in order to get the job done and to keep people here. And so, one of the things that we've referenced that I'm sure people have heard of is the work from Maslow, the hierarchy of needs. We want to help people work towards a sense of security and safety and having a job at the very basis of, you know, your needs as a person. If you have a job, if you can pay your bills, then you finally get to worry about things like whether or not you belong, having self-esteem, feeling a sense of self-actualization and being an expert or an artist in your field. And mentor programs, mentorship can really facilitate those things. And we found that that's kind of the best way to do it in this setting. You as a new person, you're going to get a job, you're going to feel a sense of belonging at that job, then you build that self-esteem, you develop skills, you begin to lead, you mentor others, you feel a sense of giving back and value, and it creates a circle of success where we keep employees and where we also pour precast and get things done. The idea of sharing is caring is really going to be important for us in the work that we do. You cannot learn these kinds of skills in a classroom. We've found that it's other than the basics of rules and a simple orientation that I'm sure everybody does, you know, somewhat differently, but teaching them the base level and then putting them in the hands of our employees is really the best way to be successful in terms of skill integration, safety, and connection. So we want to share everything that we can from the employee perspective with those people. But then there is a little bit of a, you know, there's a little bit of traction, a little bit of discomfort that's going to happen when you find that as a new employee, it's your time to prove your value, prove your worth, commit to safety and to your skill set and to turn yourself into a long term employee. So teaching new employees to put their hands on things, say here, let me try, get out of the way, let me do it, give them the space to be motivated and involved is really, really important in the mentor process. And I'm going to go through how we do that, the mentor process, the documentation, the paperwork, all of it very briefly so that you can see just what we've seen in terms of success. But the precast environment is really tough and ever changing, even when it comes to the production line. And so we've found that other processes for training, like maybe a training bed or facility, or more and more classroom time really isn't effective. Putting people next to each other, having a little bit of hand holding, demonstrating a little bit of empathy, some support is really where we're going to be most successful in terms of getting and keeping employees and keeping them safe and uninjured as well. The construction world and market demonstrates a need for this as well. When you look at something like Google Scholar or when you kind of look up peer mentorship, you can find upwards of 2 million Google results on Google Scholar for peer mentoring. All of that work really started in 1985. So the research that we have on peer mentorship is probably about 40 years old at most. And it's growing by the minute in terms of its value, whether that's in high schools or in children or in workplaces, wherever it might be. Training people with experience that are at the same level as you is really showing to be a very beneficial way of integrating people into your whatever, into your school, into your workplace, whatever it might be. Finding workers seems to be the biggest concern still for the commercial construction industry in itself. There's a very much so perceived lack of flexibility, innovation, lack of tech, and people still see it as an unsafe option compared to many other jobs. The manufacturing portion of the growth that we're seeing in the market accounts for about 30% of all new business in the construction market. So as we see the growth of the construction industry still, the projection is that there's gonna be another $3 billion lumped onto the value of the construction industry over the next 10 to 15 years. If we continue to grow monetarily and structurally, but there's no one to do the work because we're all treating people like garbage, then we're gonna really, really run into some problems. So here's one of the things that we're doing in order to deal with that is the mentor program. What it really does for us is it implements safety on multiple levels. It breaks down the value and the difference between safety acquisition skills and skill acquisition skill and skill acquisition. And it does that by department. So you may have anywhere from five to 10 different kind of units or departments within any of your plants, or maybe even less if you're in the erection side of things or in different areas of precast. But with increased liability on companies to create documentation and to support their employees to keep their employees safe, this gives us a really good tool to protect ourselves and to protect our employees both from a lot of that liability. For us, the biggest struggle sometimes can be demonstrating to our mid-level leadership that investing their time and energy into mentoring is important and valuable. When it's successful, we really do see that there's a great morale sense in the plant and in the field. But when we can't get people to commit and can't get people to stay for whatever reason that might be, maybe that's a personal reason from a new employee or whether it's some kind of back and forth about pay or whatever, that can get really hard. And so we really try to be supportive of our mentors. We know exactly who they are, who our best mentors are. And I'll talk to you about how we kind of do that and how we justify their time and effort spent with people. But what we do find with the leadership is that it does create an increased sense of connection and morale. And there is an increased sense of mirroring. When we engage with our leadership in terms of being a mentor, we find that one of the first things they say is, I wish somebody would have taught me better. Here at the ENCON plants, a new person is a red hat, and then my long-term employees have white heart hats. And so they all say, when I was a red hat, I would have been treated better. And here's their opportunity to mirror back what they wish they would have been taught and shown as a new person, as a red hat. And when we engage with them at that level and give them the opportunity to be empathetic and listen and be flexible and teach them what they never learned, it really does create a higher sense of commitment and value from our mid-level leadership as well. So what exactly does this look like? I don't think that this process and program and documentation would necessarily work at every plant or in every process. But what I do want you to just see is that I think it's pretty easy to get something set up, to get the documentation prepped and out there, and then create something where you can track to show that people, that any company can be successful doing some kind of process like this. So I'm going to tell you how we do it, and if it spurs something in you to facilitate a change or pick apart something that you think might work, please do that, or please ask a question, send an email, raise a hand, whatever you think works. So we do have an orientation that's in a classroom that shows the basics. It's four-ish hours of safety talking that everybody's tired of and dysregulated by anyway. There's videos and there's stories and there's PowerPoint slides and all of that. And then there's the hands-on application piece that is facilitated by this documentation. So there's the safety training, and then there's the department-specific production training. So those are the two main portions of our mentor program. The safety training is overseen by a specific assigned mentor. Those mentors have been chosen by us as people that are long-term employees, that have good skill transfer, that have the ability to transfer their skills, that have good attendance and come to work every day, those kinds of people. And then everything is department-specific, whether it's the weld shop, the wood shop, plant production, patching, erection, quality assurance, quality control, we'll go through all of those. Each person is managed and looked at in terms of their paperwork individually. And then everyone lives on kind of a six-month evaluation. So like I said, with the red hard hats and the white hard hats, that it's everybody's goal to get their white hat in six months. The mentorship program is specifically in terms of documentation a month long, but then over the next five months is when you can kind of prove that you can do anything in the yard and that you don't need your hand held anymore, that you can go to a new facility and kind of prove that with a little bit of instruction, you can be safe and you can do what those people need to do at different facilities. Again, that might not work depending on what your circumstances are, but whether it's a department difference or a new area or a new field, whatever that might be. So 20 consecutive working days, 30 calendar days. And then these are the departments that we have them broken down into. Patch plant, travel lifts, so crane type of folks, wood shop, weld shop, plants and field patch, structural production, architectural production, quality control, maintenance, and then any kind of finishing or processing. And so all of these different departments have different paperwork. We have them in English and in Spanish. And we upgrade those and we look at those every so often to make sure that we haven't left anything out or we don't need to add anything in terms of skills or safety. So anytime we make big safety changes, those get adjusted and fixed on the mentor program as well. So the actual program itself focuses on, there's a safety portion. There's the procedures of how to do things generalized in the plant and generalize or in specific within that department. And then there's the actual training and skills training from lead men, foremen, supervision, whatever that might be. So the safety program, the safety portion of it, you know, proper PPE for that department, basic hand tools, torch skills for cutting a multitude of things that we might cut. The use of equipment and larger tools, things like stressing machines maybe, and then distressing itself. There's obviously a lot of different portions and procedures that have specific rules. We have 64 written safety rules here in our plants, and they're all represented and measured on the mentor program by a checklist that you'll see here in a second. So after somebody has made it through a month on the mentor program. We do have a kind of review process where we talk to the mentor, the mentee, supervision, and we do kind of give some ratings. So once you've been through that process and you pass through the mentor program, perhaps you are then, you know, maybe production needs call that you as a new person who's come to work every day and done a great job, yes, you learned what it's like to work on a double T, but maybe we need you somewhere else. And so maybe even though you're still a red hat, maybe you'll go and work with the travel lift now, maybe just because that's what things call for. We don't always love that. We really want to integrate people for longer periods of time into that department and the skills. But as you know, in precast, that's just not necessarily always how it works. So that person will be reassigned to a different mentor in a different department in order to make sure that they learn those skills as well. So we don't ever want to abandon a new person and assume that just because like, oh yeah, you've worked here a month, then it's fine. We really want to stray away from that. The liability and the cost and the lack of connection can be really debilitating. And so we track all of this and I'll show you how we do that here in a second. So our plant superintendent's safety and then the mentor are the people that sign off officially on the mentor program paperwork. It looks like this. And so it's a three page document. The last page that's not attached to this is just like a comments page from the mentor. You know, hey, this person did a great job doing this. This is where they could still continue to grow even though we're done with their mentoring. And so there's a full sheet of safety and then there's a full sheet of skills acquisition depending on what it is. This one that you're looking at is the safety and then the production crew, where most of our new folks go when they start is out into production unless they have very specific skills around perhaps welding or carpentry perhaps. But most people do go through production, the production mentor program at least once or usually in the beginning. And then we do have a matrix. And so I said how we track all of this. This is what my matrix looks like that we designed. This tells us whether we got people's paperwork back. This tells us if people are still here or not, who their mentor was, what departments they're trained in, things like that. And so this was a lot of work at the beginning, but now it's an ever-changing, ever-flowing document that gets updated every day by either safety or by my plant supervision. And I'm really proud of the fact that if there's something that's latched onto, it's this. This is what tells us if people have worked here before, like I'm sure several people on this call can think of employees that you would never wanna hire back. This document for us tells us a little bit of that story that myself and my supervision have access to. And so we are really proud of this document as telling us where we need to go and what people still need to do and tracking and making sure that everything's up to date, specifically just for the mentor program. And then, so we do have a sense of compensation for mentors. People really do struggle. I just kinda wanna talk about it before I show you. People that are mentoring really do struggle sometimes because they feel like there can be no value, especially when people work here for a week and then disappear on them. And that can be really hard for the morale of my leadership, like I said. And so what we tried, we created a program, a process to pay folks in kind of a pool mentality. You're given ratings as a mentor from senior staff or from plant supervision, from safety, and then from your mentee. And those scores are based on some of the most valuable portions of mentoring. So their ability to listen, their positive attitude, constructive criticism, role modeling for safety, and then skills transfer. They have different percentages in the formula that we wrote in order to break down everybody's score. But basically for every hour that someone is a mentor, 50 cents goes into a pool. And that is paid out quarterly based on the scores that you get as a mentor. My best mentors, when we're really, really busy, in a quarter can make hundreds and hundreds of extra dollars and everybody's gonna get a little bit, but what's really important about this process is that we go and we talk to these mentors and say, hey, out of a possible score of 10, you got this in terms of positive attitude because we noticed that you get really frustrated when people let you down or when things are hard. And so we wanna give you some perspective on this and maybe that's something we can work on in the next quarter when we give you more mentees. So that people don't get overwhelmed, we do max out the mentee at two mentees per mentor. And we found that that's just about the amount that someone who's trying to run a production facility and teach people how to do things, that's about the amount that we think is fair in terms of getting to them, in terms of keeping them. So that's kind of the basics of the paperwork. And if you have any questions, comments or thoughts, please let us know. Here's what we've kind of found overall. And I can't prove every little bit of this, but when I have intentional conversations with people, there's a lot of stories that I hear. And these are the things that people can kind of tell us. On paper, when it comes to actual employment, I can prove a lot of these numbers unless I have no idea why somebody left. I know that there's some people that have simply had to move away or have literally disappeared on us, but the numbers are a lot less than I think we would assume. And so obviously increased morale, increased commitments, quicker leadership initiative, increased participation in what we call our employee excellence program, which is kind of a perfect employee program where we give out swag and money and plaques and things like that. Again, just another retention tool, another motivator for people to come to work every day. Reduced injuries by half in Red Hat employees. So what we found is that my mentor, when he took over in terms of safety and when he built the mentor program, I think there's a lot of stories from people who have been in this business for a long time about just throw them out there and see how they do. And we found that people get hurt a lot that way, especially new people that maybe have never been in construction before or never touched concrete before. And we've really, really reduced those numbers. Nowadays, and I credit this partially to just increased participation in safety programs, but also really the mentor program that we have very few new people getting hurt. When people get hurt, it is oftentimes more long-term employees who have started to get complacent. So they're not necessarily being, they're always being careful, but they're because they know the risks of things, but they get complacent. And so maybe they're walking backwards and twisted ankle, or maybe they dropped something because they were carrying too many things and trying to do other people's jobs, things like that. But very few Red Hats, new folks get injured now because they're getting watched over by all of my, by all of their friends and all of their peers because of the hardships and the concerns that we have in this high-risk industry. So everybody knows that you have to take care of each other. And when somebody is literally there holding your hands, then it really works out. The major, the most important rule of the mentor program is that when you get paired with a mentor, you are not allowed to work specifically on a different facility than your mentor. So if you have multiple double T lines, for example, if you have a mentor and a mentee pair, they have to go together if they have to go somewhere else. So that has always overcome the need for production at a very small level. So we can always afford to take two people versus one person and stick them on a different facility or in a different department for however long. But in the first 30 days, you are always going to have somebody that you can ask questions to, that's kind of figuratively holding your hand and making sure that you stay safe and that you do things the right way to not get hurt and to learn and to adapt. So that's kind of the biggest rule for us. What we found, I redid the math prior to this webinar. And from what I can see on the things that I can prove and things that are related to mentorship is that we've reduced that turnover over the last, since our re-engagement in this and our kind of revamp of this in 2018, that turnover is down to 38%. And that very well might seem high still, but we really are still working on perfecting leadership and the top-down support that's necessary for every little program. And we're working on paying our employees more and reshaping how precast looks to people that have never touched construction before. But we are proud of that continuing reduction, 38% and less, and we're working on getting that even lower. I don't know if people know what your turnover rates are, but in Colorado, these numbers are definitely better than they used to be and definitely better than a lot of other employers that we have working near and around us, especially in this specific area of town that we work in that people have access to. In order to make this process successful, we really have to manage and ask for and continue to receive top-down support though. We are continuing to mentor our mentors. We have to make sure that everybody knows that there's always room for growth and that you can always move up and run a facility, become a foreman, become a superintendent, those kinds of things, get into new departments, invest in a little bit of education, and get into the front office and do engineering or drafting, those kinds of things. We're trying to always implement those processes in order to keep people willing to stay here. The industry itself though really does need to pay attention and try certain things. So we really need to focus on bringing in a new generation. We have to go and participate in schools, in job fairs, doing our best to facilitate and support internship programs, working with the resources that you have on job acquisition firms like the Goodwills or places like that in the community, invest in those processes, get top-down support in order to do those things. I don't know who's on this call. If you're someone who works in the same kind of department as me or whatever that might look like, but if you're that person that can create a bond and a bridge between mentoring the people in the field and getting support from the top and engaging in these kinds of processes if you're not, that's really where I think the best value comes from. And so if you have any questions, comments, concerns, thoughts, that's kind of the basics of our mentor program. I really do see it as successful. I wouldn't give it up for the world. It's something that my boss and my mentor and I would stick to as long as we possibly can in this industry. We think it's very, very important. And I hope this kind of helps trigger some things for you to either continue with yours or set up for yours. But that's, I think, all that I have. Questions, comments, concerns? Nicole, do we have anything? We do have a few questions, but first I just want to say thank you, Nate, for a great and informative presentation. So I'll start with asking the first question we received. How do you handle a mentee who is experienced but not too responsive in the work culture? So, I, depending on what you mean by skills, depending on what you mean by skilled, we, here, our perspective is oftentimes we're gonna give everybody as many chances as we can to be successful in whatever department might fit best for them. So if that's a mentoring issue or if that's a department issue, prior to maybe firing that employee or having big issues like that, as long as those issues are still within, they have good attendance and they're trying, whatever that might be. But we've had people that have been through every department, and then four departments later, they found somewhere that works for them, and that's where we want to be as flexible as we can as a company. Once we get an employee, we want to keep them, and we're willing to find out whatever it takes to support them being able to work here. I mean, we are gonna demand that they try their best and they work hard and they learn, they come to work every day, but if it's just a mentor-mentee kind of issue, we've switched mentors within departments, we've switched departments, and then therefore new mentors, kind of whatever it takes. Perfect, thank you. This next question is a three-part question. So the first question is, how do you select your mentors? So we, since we've revamped the process in 2018 shortly after I got here, we basically had a meeting as the management team in the plant, and we laid out the skills that we want people to have. So committed employees, people that are positive, people that have good safety records, people that have good attendance, and then what we did and what we continue to do is to reengage and teach those people basic mentoring skills. So we've, we're not super, super busy right now. So we've got probably three people that are mentee, that are mentoring and menteeing, you know, in that relationship right now. We've had upwards of 50 at a time. And so anytime somebody becomes a mentor, they get a mentor sticker, and then they get a conversation with plant supervision and myself on what it means to engage and be a good mentor. And then as they get evaluated, if that changes, we have taken mentorship from people that we thought would be good mentors, but find out that maybe their patience isn't what we thought it was, or their sense of empathy isn't where we need it to be in order to engage new folks in staying at StressCon. Okay. Perfect. The second question to this three-part question is, what level of experience do you like to target for them? For mentors, I'm assuming? Man, that's, I think, I really don't think there's an answer to that. I'm amazed. I have Red Hats that are mentors. I have new folks that have, that have come in and really engaged and learned the process because that's just who they are as a person, and they're running small pieces and facilities, and I've got Red Hats mentoring Red Hats. Now, those people are definitely guided and watched over closely from their lead men in supervision, but if I have somebody that's five months in, they can easily mentor somebody on a facility that is pretty typical and does the same, kind of the same thing day in and day out, but usually the mentors are people that have been on that facility for a long, long time. My best double team mentors, one of them has been here for 25 years plus. The other one, probably 12 years plus that I can think off the top of my head. One of my highest paid mentors started mentoring within his first year of being here, and now he's been here for five plus, and he still continues to get the highest rates, the most amount of mentees, and therefore is making the most amount of money from the process, so it really depends on the personal attributes and skills of the person. Wonderful, and the final question that's part of this three-part question is, do you have trouble convincing people to be a mentor, and if so, how do you sell the value of being a mentor other than the compensation piece? Yeah, we really do sometimes. When turnover is so high and when the kinds of people sometimes that come in here and ask for jobs isn't what everybody would want it to be. Everybody wants somebody who has a 25-year record and has experience and has done this for a number of years and doesn't need to be mentored, but that mirroring piece is a very important conversation that we have. We engage with our leadership in a way that we're really trying to demonstrate, like, hey, if you had been mentored the way that you wanted, don't you think you would have been more successful sooner, or don't you think you'd even be more happy right now? I want you to really empathize with that and understand that you can bring such tremendous value and make your job easier if you teach somebody the way you want it to be taught and the things you want them to know. There's varying levels of experience on every facility and in every department, and just because my supervisor and my leaders or my leadership doesn't mean they're always right and doesn't mean they're perfect, and so if you have the opportunity to teach somebody something new or in a different way, not only do I want you to do that to engage them in the process, but I want you to tell me about that when we go through our little evaluation. When you turn in your paperwork and I say, hey, how did everything go? What was this like? What can I write in my notes about this person? I just want them to be able to say they're doing their best, they're out here to learn, I think they're gonna be okay. And if you as a mentor can just jump into that and say that, then they really do end up understanding the value. If all of them wanna still have jobs, like this is a union facility, the longer you're here, the longer the value it has as an employee. And so whatever you can do to make your job easier is always gonna be the best bet for you, and that really comes down to teaching the new person how to do their job as quickly as possible. Perfect, thank you, Nate. That does look to be the last question, so that will conclude our Q&A portion of today's presentation. On behalf of PCI, I'd like to thank Nate again for a great presentation. If you do have any further questions about today's webinar, please email marketing at pci.org. Thank you again, and have a great day.

PCI webinar

Investing in a Productive Future

Nate Melia

Safety Director

StressCon Corporation

mentor program

safety training

employee morale