We need to keep employee health and safety first, business continuity second, and planning for the future third.

During this time of global disruption, facilities and maintenance leaders must balance health and safety concerns, enable business continuity, and support new requirements.

In this special event, we bring together two industry leaders who discuss how their organizations are addressing these challenges, while at the same time, taking steps to emerge from the pandemic period ready to dominate. If you’re a facilities, maintenance, or operations leader, you won’t want to miss the opportunity to learn best practices and engage these industry leaders.

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Chip Malboeuf

Chip Malboeuf

Vice President of Operations and Engineering at ImageFIRST Healthcare Laundry Specialists

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Mark Nabors

Mark Nabors

Technician III at Caterpillar, Inc.

Resources mentioned in the presentation


Marc Stitt (00:00:02):

Hello. Good morning, good afternoon, or good evening—depending on where you are in the world today. My name is Marc Stitt and I'm the VP of Marketing here at FMX. For those of you not familiar with FMX, we're a leader in facilities and maintenance management solutions that help organizations optimize their operations. I'm also your host for today's webinar. So let's get started.

COVID-19 has been the largest global pandemic in over a hundred years. I think you all know we're in the middle of this pandemic and it's like nothing most of us have ever faced before. It's introduced new and unprecedented challenges across all industries. And leaders, particularly leaders in the facilities, maintenance and operation space, have to balance health, safety, and even financial concerns like never before. But for some organizations, it's a time to regroup, to retool and rethink different aspects of their operations.

So today we gathered three leaders to discuss their recommendations and their perspectives, because what we really need to do as a global group together is emerge more ready for the future. Again, today's event is sponsored by FMX and we're very excited.

For today's agenda, we're first going to give some introductions to our presenter panel. We're then going to talk about the early days, the impact that COVID-19 had on the organizations of our featured presenters and the industry as a whole. We'll talk about new realities that have set into our businesses and then move into steps to emerge going forward. And we'll finish with a Q and A.

It's important to note that you have a chat window here in your console. So feel free to ask a question, and at any point, as your host, I'll be pausing at various times to ask a question to our panel. Okay. Now the exciting part, let's meet our presenters with us today. We have presenters really at the top of their games, the top of the facilities, maintenance and operations space, doing great things for their organizations. First is Chip Malboeuf. He is the VP of Operations and Engineering at ImageFirst. We have Mark Nabors, the manager of maintenance at Caterpillar. And then finally we have Brandi Templeton, Vice President of Customer Success at FMX, who has a perspective across hundreds and even thousands of organizations globally. So let's get to know our presenters. First up is Chip. Welcome, Chip.

Chip Malboeuf (00:03:00):

Thank You, Marc. And welcome everybody. It's nice to be with you virtually, as we've all grown accustomed to this new way of meeting. Again, my name is Chip Malboeuf and I'm with ImageFirst and the vice president of operations and engineering for our company. And what we do is we oversee the capital planning for our location, for our company, as well as overseeing and working and mentoring with our engineering teams across the country. So we provide the tools and the training for our engineering teams, as well as come up with our capital plan, and then ultimately execute that capital plan. I have been with ImageFirst now for 16 months, and prior to that, I was president and principal of a consulting company called Turnkey Industrial Engineering. And oddly enough, it was focusing on the laundry industry, as well, of which I did the process improvement and facility planning work with laundries across the world.

I have been in the laundry industry now for 26 years, which is hard to believe. And the interesting thing is I never knew there was such an industry when I got into it. And one of my early mentors in the industry said, "Hey, look, this industry is kind of like the Hotel California; check out anytime you want, but you can never leave." And that is proven to be true. You get soap bubbles in your veins. And so hopefully today I can share with you some information, some things and experiences that we've learned as we've navigated through this, this COVID scenario. So thanks again for having me.

Marc Stitt (00:04:22):

Thank you very much Chip. And what an introduction. You just barely got settled at ImageFirst, and then here comes this pandemic. So yeah, looking forward to hearing from you today. Next up is Mark Nabors. Welcome, Mark.

Mark Nabors (00:04:35):

Hi. So my name is Mark Nabors and I am a manager/technician for Caterpillar. I'm currently in their power division. So I'm right now managing power plants in Central Illinois. For those of you that don't know what Caterpillar is, they are a manufacturing, construction, mining equipment organization. Diesel, natural gas engines, and gas turbines. And I work with the natural gas turbine side of things. So I produce power and steam for the plants and, for where I work, I run operations, procurement projects, and safety. So those are the main things that I do. I don't have as much of a fantastic story as Chip does. I'm the baby of the group. I'm very young, but very willing to help you guys out and share what I've learned over my modest few years.

Marc Stitt (00:05:26):

Welcome Mark. And thank you for joining us. You know, Caterpillar, just a modest company, I think finished last year around 55 billion as a fortune 50 company. If I'm not mistaken. Welcome Mark. And last up is Brandi. Welcome Brandi.

Brandi Templeton (00:05:45):

Thank you, Marc. And I'm so pleased to be here with you all today. And I'm honored to be on this panel with Chip and Mark who are really just industry leaders. So I started at FMX in 2015 and I was one of the first 10 employees at FMX and now I'm the Vice President of Customer Success and a member of the executive leadership team. So when I started at FMX, I started by doing the data migrations, the support ticketing implementation, and support of FMX customers. And since I've started on the Customer Success Team, we have successfully implemented over a thousand customers and I've worked with over a hundred thousand users.

Marc Stitt (00:06:23):

Well, so certainly a lot of perspective, and we can't wait to hear your perspective on the whole industry, and how our two presenters are fairing relative to the rest of the group. So thank you all for joining and let's dive right in. Chip, tell us just a little bit more about ImageFirst. I think, you know, the average person doesn't know a lot about the commercial laundry space.

Chip Malboeuf (00:06:47):

It's an interesting and niche industry. ImageFirst is the largest healthcare linen rental and laundry provider in the United States. We have 20 processing plants, soon to be 22 processing plants, across the United States, from Massachusetts down to the Southern tip of Florida, to the Pacific Northwest, to Southern California. We've got locations all across the country. When you think of healthcare laundry, you think of hospitals, but our niche is really outpatient specialty linens. So when you think about going into a doctor's office, going to a clinic, the down they provide you the pillow that you put your head on, the sheets, pillow cases - that's really our core niche. We do also acute.

Our company's been around since 1967. It was a family run business, until within the last 16-18 months, run by the Burstein family who had great vision and instilled a great culture in this organization. That's carried on beyond their time with the company. Just one of the things we pride ourselves on is our customer retention rate - our goal is 97% - and we actually are exceeding customer retention rates of over 97%.

Just to give you some perspective on the laundry we do, most people when you say you're in the laundry business, they think a coin op they think a dry cleaner. What you're looking at on the screen right here is a few industrial dryers that we have in our new St. Louis facility that process linen across our company. We process about 3.1 million pounds of linen and laundry each week. So to put that in perspective, if you were to think of doing it in your house, it would take you about 2,600 of your house-sized washers to process that laundry in one week's time. So it's a little bit larger scale than what you might be accustomed to with a coin op or with your home location.

Marc Stitt (00:08:38):

Chip, I think a few of our attendees, were probably doing that quick math thinking, you know, how would I keep up with that?

Chip Malboeuf (00:08:45):

Yeah, it'd be challenging.

Marc Stitt (00:08:46):

Yeah. I mean, what's interesting about ImageFirst, from my perspective, is I think many of our viewers here today might have taken for granted the importance of clean linens in that hospital and clinical environment. We just don't give it a lot of thought. And I certainly didn't before I met you and the team at ImageFirst. So thank you again for joining us. Mark, tell us a little bit more about Caterpillar, particularly the division you're a part of and what you do.

Mark Nabors (00:09:16):

So I work in cogeneration and so my main export for the Caterpillar facilities around about where we are is steam, and that's for temperature control for testing. The secondary main thing we make of course is power, because that's what we're doing to make the steam. We have three large gas turbines, and we try on a perfect day to get 15 megawatt hours out of each individual guest driven constantly. And those of you that don't know what a megawatt hour is and how much power that really is, one megawatt hour can power around 813 homes. So it's a lot of power that we make, and we put that power out towards other Caterpillar facilities, and any other power that we don't need, we will then sell back to the grid and make profit for Caterpillar that way. It's fairly clean, very easy money for Caterpillar to make because it's something that we had to buy anyway; we need power. So we just decided to make our own. And so Caterpillar started buying up their own little power creation units all over America, and this is one of them. And so that's the big thing that we do is we make steam, we make power, and my specific job is to make sure that it keeps working.

Marc Stitt (00:10:41):

Right. Right. I think, you know, thank you both for your illustrations. I, I think the audience can get an idea of the scale, but also the importance that your organizations have, uh, in the economy. And as you go downstream to the consumer, um, you know, making a big difference. So I think that's a good backdrop for today's discussion, uh, of the importance of getting our economy back on track, but also keeping people safe, which is what we'll explore quite a lot today. So thank you.

Mark Nabors (00:11:10):

Fact about this picture right here, actually. So just let you guys know, this is what would be considered a baby gas turbine. If you were to stand right next to it, you could probably maybe jump up and tap the top. This is probably about a 10th of the size of the ones that I work with. So, they get really big. Something fun to take with you.

Marc Stitt (00:11:33):

So, you have larger power generation equipment and Chip's commercial washers and dryers are far bigger than the Whirlpool that we all have in our homes. Thank you.

So really to set the stage for a lot of our discussion today, we're going to divide it up into four key areas. We're going to talk about the pre pandemic period, which was really for all practical purposes. So some mornings late last year in the December timeframe and really going through March, 2020 when a lot of the stay at home orders were issued and the pandemic really was felt by all of us personally, and certainly professionally. Then we'll move into the early pandemic period, which was really a few months of this transition and where we were all really reacting and pivoting. And, again, maybe ways we never had before. Then we'll move into the mid pandemic period, which is really where we are today. There's still some uncertainty, but we know some things. And that, unfortunately, is to be determined on when that would sort of end. And then there's a late pandemic where we really want to be back to normal or, at least a new normal that we all fully understand. So again, this will serve as a backdrop for today's discussion.

So really, as we think about that pre pandemic period, a question around, did your organizations have any early warnings? How did this really come on? So we're going to start with Chip and then talk with Mark and then finish with Brandi. So Chip, give us your thoughts. How did this all come about?

Chip Malboeuf (00:13:15):

Yeah, interesting for us, 2019 was it was a record year for our company in growth. We have a high internal growth rate, and our acquisition growth rate was pretty strong. So we had a record 2019 first couple of months in 2020 were phenomenal for us. And we were set up for a very successful year and as most people experienced, then the bottom fell out. Prior to December, you started to hear some, some hints of things going on in China with respect to this virus. Our business continuation plan has some history with the H1N1 in 2009. You know, some of the antennas start to go up and our vendors start to give us some hints that, you know, there's some production in China that's going to be slowing down, come post holiday; they're going to keep factories closed for a little bit longer to do work on containment.

So as part of our continuation plan, we need PPE for our associates. The associates who work on the sole belt will wear masks that were safe, to wear shields, they'll wear gowns. And so we understand that's essential for our business. We know it's essential for our clients. So we started to understand that there could be some potential interruptions to the supply chain. Our leadership made sure that all of our locations had their safety stock on hand, and even increased the amount of safety stock that they needed to keep on hand, should the supply chain get interrupted where we couldn't get it. We had to make sure our associates were safe no matter what. So we started to stockpile some of our PPE in our plants.

We also developed what we call the war chest. And one of our bigger, larger locations we kept a larger volume on hand there, should we need it distributed to our locations around the country. So we started to prep that way to just mitigate any interruptions to our supply chain. The other thing we did is, understanding that some of our textiles come from overseas and we were starting to see some of these shutdowns overseas, we started to purchase more linen. To give you an idea, a typical launder will want to be a day ahead. So we'll want to be prepped and finished for all of our deliveries for tomorrow by now. So, we've got a day's worth of clean linen sitting on the shelf, ready to go out. We wanted to increase that by two days. There were a couple of reasons for that. One, to mitigate a supply chain interruption. The other reason we want to do that as well as, should a COVID event happen to our facility, one of our facilities should associates be out ill, can we process and can we provide to our customers?

And the other thing that was unknown for us was that we didn't understand what our clients would need from us. Would they need an increased amount of linen, would they need more gowns? Would they need more, or other items we're providing for them? So it was a way for us to build up and protect.

And so we started purchasing in December and January, and you started to look at that and go, boy, this is this an overreaction? Nope, it was not an overreaction, even by going out and purchasing this ahead of time. If we use it during the COVID period, no worries, not a big problem. It's stuff that's not perishable, so it's not going to go bad sitting on our shelf.

And so the thinking is, you know, as the year progresses and we come out of this and we get back to what our new normal looks like, we can use this linen and we can use the PPE, and we've done so. We've even started donating PPE to first responders into clinics that are opening up, who have ironically donated their PPE when they shut down two acute care locations. We're able to help provide PPE to those who need it. And also we're still protected for our associates. So those are some of the things that we started to prepare for back in December and even January for our locations.

Marc Stitt (00:16:54):

Excellent. So really, you know, good preparedness, you know, all things considered. Mark. How about you in terms of Caterpillar, any early learnings here?

Mark Nabors (00:17:06):

So there were a few, but nothing terribly large, as Caterpillar does do exports throughout the entire world. When China first started to get the first largest hit, we felt a little bit of pressure on that side where there was less need for import of product. And we were like, okay, things are starting to slow down, but as for the actual setting up for the potential pandemic that was coming when we were like in December, most of it was just simply slowing things down. And since Caterpillar always has such a high export, and like you said, we were $54.7 billion last year, it really came down just slowly putting on the brakes to make sure that we weren't over-producing.

Caterpillar is a very much a work-in-process organization. We don't like to have an extended amount of inventory. We like to simply make however much we need, and then get it out as soon as possible. That way we are just always clean and efficient. But as for what Chip was talking about with PPE, Caterpillar, during one of our earlier meetings, I didn't want to say that Caterpillar was like a hoarding company, but they're very good at buying in bulk, always. Things are cheaper when you buy them in bulk. And so Caterpillar has always been prepared for pretty much everything PPE-wise. They always buy their masks in the millions and like, okay, now we're going to distribute them to all the different facilities. So there was no need for making sure that we had the proper PPE. I think we did actually buy up some extra hand sanitizers, but outside of that our facility in Caterpillar as a whole was pretty much prepared for the safety aspects of it. Most of it was simply just slowing things down and preparing for a halt.

We had a few different seminars that were offered up so that people could re-learn what to do if they were laid off for any specific reason. That way people were prepared to know that this is something that might happen, and if it does don't panic, we're still here with you. And so just good communication back and forth, letting people know that there most likely will be (and there was) layoffs. So you just gotta be prepared for that.

As for my specific plant and our pre pandemic preparations, since there's usually only three to four people on site at any given time, they usually rotate in and out. We have contractors come in, contractors leave. The only thing that we really did beforehand was just work on our energy bids. If you have facilities that are slowing down the process, that means they're gonna need less steam, they're doing less testing, and if we're going to be making less steam, then we're going to have to make less power - because there's only so much steam that we can condense. So we have to reach and match that bid. So that was our little miniature slow down - we just had to simply make less power so that we were not making way more steam than we can condense.

But that was pretty much the long and short of it. There wasn't much that needed to be done on Caterpillar's front. We kind of had plans set in motion for if these things did happen, but most of it was just employee outreach and backing off a little bit on production.

Marc Stitt (00:20:25):

Excellent. Thank you. And Brandi, a little broader view on the FMX perspective and what you saw.

Brandi Templeton (00:20:33):

Yeah, so really, since this began, I've talked with thousands of people across our customer base. And what I've really been impressed by is how companies really took care of their people, you know, employees, their customers, and even their contractors. So a lot of compliance with the stay at home orders that went into place and employee health and safety, it was always, and still continues to be, a number one priority.

And I just think it's amazing that profits and business continuity continue to come second, and that employee health is always first. So for many organizations though, the pandemic did come as a surprise - from schools and universities to industrial and manufacturing. Many organizations were enjoying a really good economy and low unemployment. And we were having many conversations with our customers here at FMX on how to optimize their facilities, their maintenance and their operations. People were kind of looking to take that second step above just the traditional work orders or preventive maintenance. They were trying to do some new custom workflows in FMX where they were looking to automate their building systems. And many of those conversations came to a halt almost immediately, as soon as the pandemic hit.

And lastly, I really want to compliment ImageFirst and Caterpillar for their preparedness, especially on the PPE side and having that stuff ready to go because, unfortunately, that wasn't really the case across many organizations. Some of them had the PPE on hand, but not really prepared for the scale or the duration of the pandemic. So I think that's one takeaway from this is if this won't be the last pandemic we ever have, how can we be prepared for the future?

Marc Stitt (00:22:10):

Excellent sentiment. I mean, that's a theme. I think you're all going to see echoed in today's presentation. As we look at the last few months, it's really been easy, right? Like no challenges in the business, nothing new to think about. It's actually been quite the opposite and, Chip, I want to start with you again about this the last few months, this early period, once we got the indication, how were things, and what did you do?

Chip Malboeuf (00:22:40):

It was interesting because ironically enough, we were with the FMX team the week before we started our stay at home for our company. I think it was March 9th, we were doing a kickoff of FMX, to kick it off and roll it out to our company. And so we're with Brandi and her team. And the next thing you know we're shut down from travel the following week. So, it was very abrupt for us to know that things were kind of falling off a cliff. It wasn't definitely a rolling down the hill thing.

What was imperative for us was to communicate, communicate, communicate. And the first bullet point talks about our communication level in our company. A typical rhythm to our meeting routines would be, we would meet regionally on Monday, once a week, with your RVP or executive vice president in your region, and then we'd have a national once-a-month meeting just to talk about financials and how the company's doing. These accelerated quite extensively the first week, and now, all of a sudden, we had three meetings, three national meetings a week, Monday, Wednesday, Friday. And if anyone's read Covey, you know, all of a sudden you go into that crisis mode, you go into quadrant one. And so we were in that mode right then where it's urgent and important.

And you think, well, you know, you're a healthcare laundry industry, so why would you be impacted by this? Well, you think about clinics closed down, doctor's offices closed down, the amount of elective procedures slowed down. We have laundries that do some food and beverage, so those basically just dried up in an instant. So we saw volumes dropping as much as 60% in some of our locations. And so all of a sudden, all this volume has gone away as hospitals cut back on the procedures in a process. And so the leadership team wanted to get together and they basically wanted to get this message out that our job is to protect the jobs. Our job is to make sure that when we come out of this, and we will, that we want to make sure there's a job for you to come back to.

So how do we do that? You start looking at ways and, as any organization, "cash is King". So you started to preserve cash flow, and certain ways we did that was we'd come up with this wonderful capital plan for the year, and that was cut in half instantaneously. So we had to scale back our capital plan. And when you look at your P and L you see variable costs, and ultimately they're variable for a reason because they should vary with what you're doing in your plans.

So as a metric for us, we measure variable costs per pound, and so we're looking at ways to make sure our operations teams would vary their variable costs: labor costs, supply costs, utility costs. How do we then make sure that they stay variable? And our operations teams did a phenomenal job; the correlation between pounds and the variable cost in our P and L, they were so closely mirrored, it was very impressive. Our teams pulled together to do that.

And throughout our meetings every week, there was sales, service, marketing, HR, operations, the executive team, everybody participated. There were no silos and no one's off in the corner doing their own thing, and operations is doing their own thing. It was all very open to get the same message out. And I think you had to have a consistent message that went out across the company. You can't have one organization in California posting these certain criteria.

So we had to modularize the communication across the company, and that was done tremendously through our HR department. Making sure that the message was consistent throughout the company, because as you all know, the associates go home from work on Friday, they have two days of social media, news, aunts, uncles, cousins, everyone else feeding them information that could be factual, or it may not be factual. So when they come back to work on Monday, it's having to make sure the messages are conveyed in a consistent manner about what we're doing to make sure you're safe. So communication was huge for us, and making sure our associates were safe.

The other benefit we saw as our sales team performed, is it's pretty amazing what our sales team has done. To date, they're at 130% of goal. So this is a goal that was set pre-COVID. So our sales team is headed at 130% of the goal at this point this year. They pivoted and they were able to identify needs of our clients, and were able to meet those needs through reusable business, mentioned about supply chains. Some of our clients couldn't get paper supplies, they couldn't get the supplies that they had come accustomed to that were disposable. So our team was able to sell and to provide gowns and things that were disposable.

And many of you may have seen on the news where I think there was one woman who walked into a grocery store wearing scrubs during the post pandemic and people vilified her and the internet blew up with her about. So what we then see is that now hospitals and clinics are making sure that their associates change out of their scrubs before they leave, which increases our volume, and our team was able to sell additional items to our clients. Our sales team performed admirably, HR operations, everybody did a great job.

And we always talk about how ImageFirst, and this is early pandemic, but I would say now we're probably in the recovery phase from us. The ImageFirst economy is going to be different than the national economy or the world economy. Healthcare clinics are going to come back. If you need back surgery, you need knee replacement, you're going to get that done eventually because you can't live with that pain. So our clinics are coming back and we've seen a rebound already. We're a little more resilient and we've started to bounce back. But the key for us was to ensure our associates were safe.

The other thing our HR department worked on is - the volume went down, so we had to vary our labor costs - and one thing we did was identify how much labor do we need in our plant. There were opportunities that the government provided to supplement income where the federal government was kicking in $600 a week to folks who are applying for unemployment. So what can we do from an operation standpoint to ensure our associates are whole financially? And those are some of the things that we did to ensure our associates stay whole financially, to make sure they understood they were safe when they came to work. And then to prepare the business to bounce back out when we hit bottom and rebounded. So those are some of the things we did in the early stages, which ours happened really quickly.

Marc Stitt (00:29:07):

Thank you. I mean, probably the busiest three months that you can remember on record, right?

Chip Malboeuf (00:29:12):

We've been crazy.

Marc Stitt (00:29:13):

In the collaboration across the teams more than ever.

Chip Malboeuf (00:29:16):


New Speaker (00:29:17):

I think Mark, you have had kind of a similar message in terms of collaboration, but also the communication to associates. Care to elaborate?

Mark Nabors (00:29:26):

Sure. I definitely handle a whole lot less than Chip does, so he's killing it. But, from our perspective, our main goal was of course safety as well. And the main changes that we made were mostly scheduling since I work at a power plant and that's going to be needed no matter how the world is - power is going to keep staying on; that's gotta be one of our goals. So we'll just say that my work schedule didn't change much at all due to the pandemic, but a lot of CAT employees did.

We just wanted to make sure that, no matter what, our employees were safe. So, we started implementing work from home if possible. So most of our management and facilities planning, or look to the future groups, or contractor writers, everybody that could work from home was starting to work from home. And at Caterpillar, even from that point on, has stated that most of their contract workers that can work from home that are working on electrical stuff or nitty-gritty things are going to be working from home even through September. Potentially, September 1st we might start seeing some people start coming back to work, but the goal is to not rush into things. And so we started off in this early period just saying, okay, we can have a lot of you guys work from home, and if you need something, we'll send it to you - we'll get you the resources you need.

But as far as plants, we just did a whole bunch of schedule changes. Since I work at a place where most of our throughput of people are contract employees coming in to fix our turbines or piping anything of that line - normally before the pandemic - we would just simply sign them up for the first date that they can come to the plant just to make sure we can get everything up to running, optimally as quickly as possible. But for now, we've actually had to stagnate our contractors. We've had to plan accordingly. So that way even our contractors wouldn't have to come in contact with each other, and so that we can only have one project in one specific part of the plant at any given time, because it's not just about somebody who has the badge that's been stamped by Caterpillar, but also the people who work for Caterpillar but aren't Caterpillar employees. So, anybody who comes to our facilities, anybody who looks at anything, Caterpillar needs to know that we're here to care about them too. So we have to keep all of those people safe.

We've increased sanitation by a lot for our specific plants. We have janitorial clean-ups Monday, Wednesday, Friday, usually. But since March of 2020, we've kicked that up to five days a week. And we've also started cleaning things that you wouldn't normally think about cleaning, like the handles on your refrigerator, the coffee pot handles, sink knobs, every single doorway that you would potentially put your hand on or handle. And so we've been trying to clean everything. Each individual operator has been told they have to sanitize their workstation down at the beginning, middle and end of every shift. So we have wipes, sprays, and hand sanitizers for every single employee just so they can make sure that they're constantly keeping clean. And it's because there's a level of uncertainty. If a worker were to walk off and take a bathroom break or go to lunch, who knows if somebody came by their workstation, might have sneezed just walking or passing through. So it's all about just making sure that even if you don't know if something is dirty, clean it, because it's a simple and easy thing to do.

We've also put together mask stations by every single door that enters into the plant. So that way, if we have a delivery or a non-regular contract worker come on site, and they haven't received the information of 'keep your safe distance' because some people may not know about the pandemic at all. You're going to experience that; it's just going to happen. We have ways to make sure that each of them are safe and that our employees are safe by giving them the PPE they need to perform their task.

We've increased gate checks. Certain CAT facilities have put down temperature checks at the gate where they'll scan your forehead, and if you're over that 101.4, they'll set you aside. You'll wait there for about 30 minutes in a cool environment, just to make sure it wasn't the air conditioning out in your car and you're just sweating on your way to work. And then they'll check again. If you're still not under that range, then we politely ask you to go home and that no one's going to be terminated or punished for this. If you come into work and you have a fever, it is upon us to make sure that you go home and that you're safe because we don't need you working with this potential pandemic, especially when it's respiratory. We don't need you to come into work and potentially get heated and then make things worse for yourself. So, we've increased checks.

We've increased PPE available for all of our visitors on site, from contractors to mailmen, and just made sure that our schedule was safe for everyone who comes onto the site to keep their distance if need be. And so that's mainly what we've been doing currently. Now, the goal is after this to slowly start bringing people back in. I think that may be by the beginning of the next calendar year; we should potentially have things running back up to the new normal as it is, but we're not going to rush anything. We're going to put out the first fire we see, and if we have to extend the time, we will. We'll do what we can to make sure that all of our employees are safe.

Marc Stitt (00:35:10):

Excellent. Brandi, what did we see? You know, what did you see across the industry with other customers and other organizations?

Brandi Templeton (00:35:20):

Yeah, so the first thing that we did here at FMX was we tried to reach out to every customer just to understand their situation and also understand how we can help. And with that, we saw a lot of variability in the pandemic response. So in the extreme circumstances, some businesses had to close their doors right away, and it left them feeling very uncertain about the future of their businesses and other unfortunate circumstances. We saw organizations that had to lay off or furlough their employees due to lack of business or funding constraints. So that became a really difficult time for them as well. And in other circumstances, some people continued business as usual, but I use that term loosely because 'usual' is a new normal now with the change to the work environment.

But in all situations, employee and customer health and safety, just like Chip and Mark both mentioned, really was a number one priority, and then came the business continuity. But really to make sure that all of the employees and/or customers felt safe and healthy at work, these new protocols had to be put into place.

So some people, if they could, would change to this work from home environment, other times you would see that shifts would change. So maybe people were working longer hours or different hours to keep up with the supply and demand. And the whole theme of today is this preparedness, so we even saw some customers come together in kind of this cooperative approach to help each other. We even had a few customers that really worked to help give back in this time of need - they'd have this warehouse where they would share supplies because it was so hard to come across those items. So I was really pleased to see those examples across the industries because of how quickly this came on. And I really think that that's a great takeaway should there be a future pandemic.

Chip Malboeuf (00:37:13):

And I guess if I could, if there's one thing that's interesting is that I know FMX was working, and working hard because I mentioned early on that during the pre pandemic we had the kickoff meeting. And so we used this time to help roll out the FMX program across our company. And we've used the lack of volume in our plants where maybe our maintenance teams have a little more time to spend. And so we've used that time to help get this rolled out and throughout the pandemic situation, COVID situation, we're going to have FMX rolled out across our company come, probably, the middle of July. So, we've worked with the FMX team throughout this process. Everyone's working virtually and doing what we can with this, with the resources we have to help better our teams during some of the downtime we've experienced.

Marc Stitt (00:38:01):

Thank you each for your comments, Mark, something to add?

Mark Nabors (00:38:02):

Yeah, so that's actually one of the key things to point out on this. It's very easy to kind of fall into a dark space that pandemics can provide where you see a whole bunch of down paths of 'we're not making as much money,' or 'I fear for the safety of my company'. But there is a silver lining through all of this as Chip did state, that this is an opportune time for potential improvement of organization. When you have less people coming into your facility or even an empty facility, you have the ability to potentially improve processes, move things around, and take this opportunity as a time to think. If you have a lot of people that are not able to work in manufacturing, or you don't have a lot of people on the floor building, give them think pieces to get the perspective of their opinion on how could the potential business do better. They're still wanting to finish, to come back to work, have them think while they're at home about how we can make things more smooth going forward. So there's a lot of minds that can be used during this time. So always an opportunity for improvement.

Marc Stitt (00:39:07):

I think it's a great thought, Mark. I think this really is our next topic of what are all of you working on to mitigate the effects from the last few months, and what do the next few months look like? And that's really, let's say June, starting here in June, but the next several months ahead. Chip, if you could go first.

Chip Malboeuf (00:39:28):

Yeah, I think for us the key is preparing our associates to come back. And again, it's making our four walls feel like a safe haven so that you can - no matter what you're hearing outside and experiencing outside of our four walls of our production facility. We want to make you feel like it's safe for you to come to work. So, as Mark mentioned earlier, there's protocols and procedures that you've put in place to take temperatures, to ask the CDC questions of your associates and visitors when they walk in the plant. And we're committed to making sure that our associates feel safe when they walk in our walls.

We were an essential business that needed to continue to operate throughout this whole pandemic, and we spent our slower time learning and getting better at, and looking to be more efficient. So, as our product mix may have changed where we may have gone from processing more pillow cases, sheets and blankets, and now are processing more gowns and scrubs, that's a change in process. So how do we become more efficient at those things? Continue the integration of our teams and working together, and I think one of the key things that we've learned and that we've tried to learn from is many of you have seen on the news where the meat packing industry experienced some pretty substantial outbreaks within their facilities. Well, as we look at our facilities, you go, 'there's a little bit of similarities and the proximity that we work to each other when we're actually processing the linen.' And so how do we protect our associates when we cannot keep the social distancing? What do we do? How do we ensure that our associates, when they go on break, feel safe? So they're not crowded in a break room? There are certain meetings that we had to do that we just can't hold any more where we used to have huddles frequently. You just can't put those associates together in a small space.

So if you look at it, how we did that, and, and so planning on that, we used the meat packing industry as a little bit of a guide for us to understand some of the challenges that they experienced during COVID, and then certain things that we did. And if you go to the next slide, you'll see some of the ideas we came up with and you can see one of our associates there is feeding an iron, so that associate has pillowcases in front of them. They're going to lay them on that belt in front of them. And it's going to go through an ironing system to make that nice, crisp, flat pillowcase that you're used to seeing.

Well, you can imagine there's five people standing shoulder to shoulder there. So what do we do to make them safe when you can't keep the social distancing? We tasked our teams to come up with creative ways to put barriers between associates when you can't keep a social distance. So, we have some very creative ideas and some ways to keep our associates safe. You can see plastic strips that would protect the associates who were standing within one or two feet of each other as they're processing the linen through our processes. So those are the things that were key for us to make sure our associates felt safe.

And the other thing you need to work on is to understand what your cash flow is going to look like, and then making sure that as our clients come back online, can they pay you? It's one thing to be delivering linen and delivering your product and your services to somebody, it's another thing to get paid. So, ensuring what our cashflow is going to look like going forward, and putting a very big emphasis on accounts receivable to make sure that the cash flow starts and continues to come in. So those are the things we've been focusing on now, as well as, as I mentioned earlier, we've completed the roll out of FMX.

Again, using the downtime that we've had to improve our facilities. Looking at equipment where you normally wouldn't have it shut down for a day - now you've had to shut down for a day. Can I go back and replace belting, replace sprockets, replace pieces that would be a major overhaul? Now we have time. So let's prepare our equipment so we're ready to emerge, and ready for the future when that time does come. So those are the things we're doing now to prepare for as we've come out of this and what our industry's going to look like.

Marc Stitt (00:43:24):

Take the time, if you haven't to retool, regroup and plan. Mark, how about for you?

Mark Nabors (00:43:32):

Well, just to tag right off at Chip's last statement, like I said earlier in the presentation, we make power and we make steam, and that's something that has to be made 24/7 just to make sure that even simple idle running machines stay on. Caterpillar would prefer to have a machine run idle than to simply turn it off for a prolonged period of time because it's more costly for Caterpillar than simply just letting it run idle, especially for the potential damages of startup and shut down the machines can have - like, if it's working, let it run. We can do upkeep and PMs to keep it working.

In our facility, we only have two shutdown days throughout the year to basically do little tasks, little fix ups, otherwise we're producing energy and steam 24/7 always. This pandemic has caused, of course, the slowing down of jobs and has given us an extra opportunity for an additional shutdown. And so we've definitely jumped on top of that and got some extra things fixed up and pushed us forward better by having just one extra day to really fix and clean little fluid problems that we might've had, that we may have had to wait until September to do. So definitely take advantage of the fact that some machines may not be in use right now.

And so from a manufacturing standpoint, there's a lot of potential upgrades and cleanups that could be done, but as for our plan going forward and how we're kind of going to mitigate this and deal and be better for the future, one thing that Caterpillar has had for a very long time is a website called cat@work.com. Essentially, what that is, is a way that all of our employees can learn exactly what's going on at any given time. And they can also take training courses to learn how to deal with any situation in life that they're going through right now, whether it be knowledge base for work, or how to use some logic system, to psychological courses and counseling that each of our coworkers and a fellow friends can take and learn and progress from.

One thing that Chip said earlier on is that communication is super key and that's very true. When you have a million different sources telling you how things actually are going right now, how COVID is actually spreading, or how dangerous things might be, or how risky or volatile our economy might be right now, it's nice to have one simple follow guideline that all of your employees can follow. That way they don't come in and say, "well, I heard this", "I heard this", "I heard this".

CAT at Work can tell you exactly how we are doing as a facility. Of course our economy is going to be different than the world economy, like Chip said, but at least our employees will know where we are. They will know how long it might be before they can have their job back, or how soon they might get their job back, that way they always know exactly where they are. And that's good because we want to try and be as empathetic to all these situations. Put yourself in the position of someone who is laid off, who's hearing all these stories of 'the world's ending', and 'we're not going to have our jobs again until 2022' - that can cause a lot of people to potentially start looking for other jobs. And then you're starting to lose employees, and we don't want to do that. We don't want to lose the people that we care about. We don't want to lose our employees that have been working so strong and for so long with us.

And so being able to have that constant same story that all of our employees can hear about is very important just to make sure that they know we're not forgetting about you. You are still very important to us, and this is where we are at and where you can be. Outside of that, hybrid approaches are going to continue. A lot of our employees have found the enjoyment of working from home. So they're going to consider from time to time still working from home when they can just to reduce foot traffic, and sometimes it might be more productive to go into work.

If a pandemic or outbreak does happen again, being able to easily switch between working from an office and at home as easily as possible is something that can be a benefit. So just throughout the year, transitioning from working from home to working in the office can help make sure that when you do have to work at home, you know what you have to do - you have everything in front of you. You're okay if we just flip the switch and say, "okay, you're gonna be working from home for the next six months" like people have been doing for this year.

Outside of that, one of our big things that we get on CAT at Work, like I said, is our training. We're going to have more training courses on pandemic preparedness so that way each person knows how to take care of themselves during a pandemic and what to expect. Integrity is one of Caterpillar's biggest things, and we want everyone to know that even our employees, our contractors, everyone, knows how to hold themselves to a good, safe, clean standard. And we try to do that. We know that work doesn't stop when you go home, and neither does safety. So it's once you go home, you're still needing to keep your safe distance. You still need to make sure that you're checking yourself regularly for any symptoms. And if you are around people that may have symptoms, to look further into it and keep yourself safe first. So that's where we are at going forward, just communication, awareness and integrity, really.

Marc Stitt (00:49:14):

Excellent guidance, Mark. Brandi, other perspectives across the industry for the next few months ahead?

Brandi Templeton (00:49:22):

Yeah. So, as we continue to navigate this pandemic, one thing we're seeing a lot is that leaders are really collaborating like never before. So, as we talk to many organizations, many people keep asking, "what are others doing?" "How are they handling reopening?" And they're really asking for guidance and seeking those new ideas and input. And what I've observed is that as people have been a little slower, have had more downtime, and they've had more time to breathe, so many have taken that time to learn and share those best practices with others. They're attending more webinars, just like this one today, to seek input from leaders and experts in the industry. I've also had customers say to me, "where should I be going as a professional?" And asking what contributions they can make in their businesses right now like they really haven't been able to in years.

So I would just encourage you all to continue to stay curious, keep learning, sharing best practices, learning new best practices. And just because we're returning to this "new normal" doesn't mean we shouldn't take the time to learn and share. I think we'll all be better leaders because of it.

So, organizations are also continuing to do an amazing job of pivoting to what's most important right now. What might've been important four to six months ago, you know, is really pivoting out of what's important right now. So those who wanted to optimize their facilities and operations are pivoting to focus on keeping employees and customers healthy and safe. While we've helped FMX customers in the beginning with building automation and sanitization, it's really now about how do we get back to normal? And what does that look like? Because, of course, we know we want to get back to being more proactive with preventative maintenance work, but we also have to create a balance. So for many of you right now, you may just now be getting back to your facilities. Some of you may still be working from home. Maybe you're at half capacity now or at full capacity, and we always just need to keep employee health and safety first, business continuity second, and planning for the future third.

Marc Stitt (00:51:29):

Excellent guidance. Well said. As we look to close our panel here, just a few remaining questions. When you think about the pandemic, how does it change your industry even for good? Chip, some thoughts?

Chip Malboeuf (00:51:47):

I think our industry, the laundry industry, has multiple facets. We have hospitality, which services hotels, and food and beverage, which services restaurants. We’ve got the healthcare industry, you've got industrial. So the laundry industry is pretty broad speaking specifically about our healthcare laundry side of things. I think maybe, healthcare providers may not look at laundry and linen as a commodity anymore. And sometimes healthcare systems may view linen as a commoditized item. You know, you want to cut a penny out of your per pound costs and they look at it as a commodity, but now they're finding out that we're a critical supply chain - critical partner to their success, to their ability to treat their patients safely throughout the process. So maybe for our industry, what we may see coming out of this is linen becomes less of a commodity, and when you go into a restaurant, you may look at a tablecloth differently. Where I think if you've noticed over the years, more restaurants have gotten away from tablecloths on tables and gone to hard tops and napkins where now it's proved it's shown that if you put a tablecloth on there, there's less sanitization that has to go onto that hard tabletop. When you leave the table, you just pull the tablecloth off and put a new, fresh, clean, sanitized tablecloth on there. So people may look at the industry a little bit differently - as less of a commodity and more of a partner.

The other thing I would encourage everybody to do is, from our perspective, look at the nickels and dimes. You go back to the blocking and tackling methodology. What can I do better? How do I become more efficient? So I think everybody has to start to close their ranks and figure out ways to become more efficient, to protect cash, and to be better stewards of their money. Some of those things that you've learned over these past two months can be expanded and used the same methodology coming out of this where you protect and you make sure your expenses are variable. You make sure that you look where your nickels and dimes have been leaking out. So I think for our industry, it's a way for us to re-examine and then come out and emerge better equipped and more efficient than we were going into it.

Marc Stitt (00:53:53):

Thank you, Chip. Mark?

Mark Nabors (00:53:53):

So, our main thing is just knowledge and training is the main go-to. Of course we have experienced something similar to this, but not to the same extent with H1N1, but awareness and training is always gonna be a big thing. We always send out all of our safety training classes to all of our contractors so that they can share with their employees if they care to do so, and we would encourage it, of course, because it's always good to learn something new.

But training and courses for pandemic preparedness and awareness is one of the big things we're going to do. Outside of that, we've considered potentially doing shift schedules, shifting entrance times so that if someone is working from seven to three, we might have some people come in at 6:45, some people come in at 6:50, some people come in at 6:55, seven, 7:05, all the way up for like a 30 minute split. That we have less people entering our facility at any one given time to help just keep an extra safe distance. I'm not sure if that's going to be something that ends up being a new practice for good, but it might. I don't see any harm of just trying to keep an extra safe distance at all given times because pandemics can come up out of anywhere and it's a simple and easy precaution that can be made. So that's something that Caterpillar as a whole might be considering doing potentially even for good.

Also stagnating lunch breaks. Currently different CAT facilities only have three periods of times where they have cafeteria operators. They may just take this opportunity and say, "all right, we're going to have the cafeterias open and ready 24/7". That way we always have somebody that can get a piece of food if they want to not go during normal lunch time so that they have less people in a given cafeteria. But those are the main things that might end up changing for good that Caterpillar is considering for safety.

Marc Stitt (00:55:48):

Gotcha. We had a timely question come in from Brady. He asks, "do you have emergency action plans in place in case of multiple positive employees?" So Mark, to your point about what if five people come in and they all test positive? Or Chip, do we know what the plan is there. Any thoughts?

Chip Malboeuf (00:56:09):

From our perspective. Yes, we do have plans. And then, you know, there's a five or six step program that we have in place about whether they're symptomatic or asymptomatic. But if an employee is, and we have identified a trend in our plants, then we have to isolate those employees and we do the contact tracing like everybody else would be doing. So we have that in place to mitigate the expanses, so that employee is required to stay home for two weeks with pay. And so we try to isolate that incident, and our locations are equipped so we have backup plans. We have the ability to tap into our supply of linen should we have that situation. We also have the ability of trucking our product to other locations that may be a full staff or maybe under volume. So we have the ability to mitigate that and to address that on a case-by-case basis and use our different locations.

Also, we do have plans in place so if a different associate is identified with the COVID virus, how to attack that. I mean, and you looked at the meatpacking industry and one of the things that came out of it is carpooling and you think, 'Oh my gosh, how many of our employees carpooled together to work?' And so how do you address that situation? So even when you get down to how associates get to work, we've had to go through plans and put those actions in place to try to prevent those instances of occurrence.

Mark Nabors (00:57:35):

Right. From a Caterpillar perspective, there's really two ways that we could have reached the destination we're at. So let's go over two different avenues of analysis of this. The first way is, if you have pre-screening, to check to make sure that if somebody is potentially positive at the gate, you can stop it there and send them home. The second avenue is they've made it through the gate without a potential pre-screening. So, with the stop at the gate. The way Caterpillar does it is we send them home and we have, of course, two weeks from first incidents laid forward for them - you have to wait two weeks before you can come back in. But we also encourage them to be screened again, one week later, not through Caterpillar, of course. But by checking your local urgent care or a hospital, just to make sure, because you can do these tests whenever you want really. It's becoming more and more available. After their first clearance of those checks, then they're able to come back in. So for most times, it's three weeks that our employees have to wait, but they are compensated, they're paid. This is not a time to punish your employees. We've been doing so well, it's on us to take a hit for the sake of our employees.

The second avenue is if they did make it through the gate, there wasn't necessarily a screening or potentially they had the lack of high temperature symptom that can come along with the coronavirus. It's all about mapping out where they've been inside the facility and who they've talked to. If you have four, five, I think you said, employees that have entered into a facility that were all positive, there is an exponential potential outbreak from there based off of everything they've touched and every person they've come in contact with. So if you want to look on the positive side of things, definitely follow the paths that they might have taken and walk through the facility and take an extra step into cleaning things.

There's actually wonderful articles that tell you how long Coronavirus survives on different surfaces, like on cardboard, Coronavirus can survive for 24 hours. So if you know that they might have touched a cardboard box or lifted a package from A to B it's best not to touch that box and leave it where it's at for 24 hours, or spray it down from a distance. And then that's true about every single surface they might have come in contact with. If we're looking on the worst, more serious side of things, and they may have come in contact with every single employee in the facility, depending on the size, then you should encourage a facility-wide testing just to make sure that all of your employees are safe, and send them to a clinic so they can get the nose swab and make sure that all of them are okay. And some people may not be able to afford that. So compensate them for that. It's a big thing.

Marc Stitt (01:00:22):

Yeah. Compensate them to take that responsibility. Don't penalize them just because they're sick. Well said. We have one more question I want to make sure we get to. It's a big one. What advice do you have for other leaders like you? I think you've all represented yourselves very effectively and in taking command of your organizations and certainly those you serve. Chip, what kind of parting advice would you offer?

New Speaker (01:00:50):

I think that, as we've talked about it, there's idle time and there's time where people may go into that dark space, as Mark mentioned. I think if you start to look at ways that you can use that idle time to become more efficient, more productive: 'how do I ensure the safety of my associates when they come back to work?' Those are the things I would advise. And if you look at the first outbreak of the pandemic, many companies go into what Covey calls "quadrant one", where you're in that urgent and important area. And if you stay in that urgent and important quadrant for so long, you will burn yourself out and you'll be a basket case in no time. And you'll find yourself, if that goes on for a month, you are absolutely useless. What I would advise folks to do is to plan on how to get out of that quadrant. One where our company is most successful and most effective is when we are in execution mode. So if we're in that quadrant two, where it's important but it's not urgent, that's when we're most effective. So for our leadership team to get the plan in place and then just hand it over to our teams in the field. If you can do that by getting your team and your company into an execution mode, I think you'll find yourself in a much better place. And the sooner you do that, the better, and you'll probably be much more effective when you get into that execution versus crisis mode aspect.

Marc Stitt (01:02:12):

Well said, Mark?

Mark Nabors (01:02:14):

My biggest two things are communication and empathy. This is a scary time for all, and we have to keep ourselves in the mindset that our employees are potentially unsettled or afraid for their futures, and we need to be able to reach out to them and let them know, and be the calming breath of fresh air that some people aren't able to take. So that's something that you got to take with you.

If your employees are happy, your employees are calm, then you're going to be a more productive company. You're going to have less turnover rates. You're going to be able to save more. I'm not saying to potentially look at each employee as a dollar sign, but just simply know that by keeping them happy and by keeping them calm and aware that it's going to be better for everyone. And so keep calm, keep communication high, let your employees always know where you are. Don't force them not to watch the news or whatever, but let them know that 'we have this information for you so that you know where we are'. That's the biggest thing that any leader can possibly do is just talk, communicate, let everybody know that things will be okay, we are going to get out of this, and that'll take you the farthest that you can really ever go with all of this.

Marc Stitt (01:03:30):

Well said. Brandi, any lessons from across the industry that you've observed that the gentleman didn't speak to?

Brandi Templeton (01:03:36):

Oh, I thought Chip and Mark's advice was great. And you know, really overall it's been said many times today, but my advice would be just to always make sure employee and customer health and safety is a top priority. So employees and customers, they really are the most important part of your business. They're your most important asset. So even though businesses are reopening and everyone is eager to get the economy going again, remember to keep this a top priority and make sure employees feel safe at work and customers feel safe coming into your businesses.

Marc Stitt (01:04:07):

Excellent. Thank you all for asking great questions along the way as well. A few questions from the chat overlap what we said here. So please continue to ask just a few more questions in our time allotted. I'll just close with some comments about FMX. As I mentioned at the start, we're a leading provider of CMMS solutions that help you accelerate your operational excellence. We help organizations streamline your processes, increase asset productivity and turn actionable insights into meaningful results. We're fortunate to not only serve ImageFirst and Caterpillar, our gracious speakers today, but also thousands of other organizations. And today we are the most reviewed and highest rated CMMS software on the market, and we would love the opportunity to serve you. So with that, we have some next steps for you. We will be sending an email out with a recording of this session and information to connect with our speakers. We have a resource center that we're going to be not only including CDC materials that can be useful to you, but also a safety report that Mark so graciously offered from Caterpillar that also could be useful to you. And we invite you to talk with our experts here at FMX. We're here to serve you wherever you are in your facilities maintenance and operations journey. We would be happy to be a part of that. So with that, I'll open it up to any final questions, but while you're thinking of any, I did want to thank our speakers today. Thank you all for joining. Thank you for your leadership. Thank you for doing your part. To Brandi's point, about protecting your employees, your customers, and everything downstream from you to keep everyone safe, but also keep our economy moving forward.

Chip Malboeuf (01:06:00):

My pleasure. Thanks. Thanks for having us and, you know, reach out to anybody. Any questions we're definitely open to help you out any way we can.

Marc Stitt (01:06:08):

Thank you. I had a question from Marcus. It sounds like in his area the mayor is making reopening decisions; however, he's responsible for his school district. Perhaps a superintendent role or a similar role. Marcus, we will be back in touch. We have some specific guidance for school district organizations like yours and can put you in contact with other experts, particularly in that school district space. Thank you very much for your question. I have another question here really kind of open it up to the panel. "What questions have you had from your friends, from your peers in similar roles that you offered advice or they offered advice to you?" What kind of chatter was out in the market?

Chip Malboeuf (01:06:55):

It's a good question. In our industry, we have some organizations that are, I guess, our voice in Washington DC and we've had a lot of opportunities to meet across many different platforms with other laundries where it's funny how you compete against these people on a day to day basis, and then all of a sudden the crisis comes along and you become the biggest teammates helping each other out. So some of the questions that we're hearing is, again, our economy is much different than let's say if we're a food and beverage industry.

So people in food and beverage and hospitality are reaching out to us about where we are and then what our plans are coming out. So we're more than happy to share with them situations about how we've mitigated some of the challenges we've had with collecting for the collections and receivables and with the idea of how we make our associates safe. So we're more than happy to share that across our industry or with anybody on things we've done to help our associates feel safe when they come back to work and to also protect and make sure that we don't have those outbreaks within our company. So we've worked across platforms, people asking us what we're doing to make sure our associates are safe when they come to work.

Marc Stitt (01:08:10):

Thank you. Mark, you had a comment as well.

Mark Nabors (01:08:13):

Well, Chip covered it! It's pretty good - spot on. It's a big world and it's a highly competitive one, but you gotta put competition aside and safety has to be the first thing that comes into mind. Never consider how you run your organization in a safety aspect as secret and prioritized information. If you have a technique or a method to keep your employees safe, share it, never keep that secret. You might think that, 'Oh, if I'm the last company with living employees, that means I win'. You don't win. You don't win. Never be afraid to contact someone who you might consider a rival corporately and check up on them; make sure that they're doing all right. And they might be able to have a golden egg for you, too.

Marc Stitt (01:09:04):

Excellent. Well, everyone, thank you so much for taking time out of your busy schedules. We can't thank you enough for participating in today's panel. I hope all of you who attended enjoyed today's session. Do look for that email from FMX that will outline how you can get in touch with our speakers, those different resources that we believe could be very useful to you, and we certainly invite you to connect with our experts on behalf of the group. Thank you for attending and have a great day.