And on that note, I think it might be good to first talk about what a whistleblower is. And if that's okay, Em, you can talk us through that, given your expertise in this area.
Yeah, sounds good. Yeah, so a whistleblower hotlines are anonymous and confidential third party reporting services. And so they have a dedicated hotline, phone numbers, web portals, or even emails. And so these allow workers to report issues safely and anonymously
So with our own integrity line, this is a service we manage here at WorkLogic, and it really complements the other services we provide to our clients. And so while it's called an integrity line, as I mentioned, the service runs a telephone line. It also has a web form and an email account. So this ensures that the integral line is available 24/7
And, you know, as part of our experience, I will say that people do tend to use the web forms more often. We find that probably that's because, you know, they can do that in their own time and within their own pace. So there's no pressure to get that done quickly. So the basics around how the integrity line works is that someone will make a report and nominate their identity level as either anonymous
Partially anonymous or fully disclosed. And so when they talk about, you know what anonymity what anonymous means you know that they don't provide their identifying or contact details to us fully disclose will then mean, you know they provide both their identity to and contact details, and also consent
To us providing their complaint to their employer. And so a great bit of tool we have is what we call a partial anonymity, and so that is a bit of an in-between option. And so that means that reporter is happy to provide their identity and their contact details to us here at Integral Line, but they don't consent for that information
To be provided to the employee. So it's a little different from your normal anonymous and not anonymous. But there are quite a lot of benefits to having that partial anonymity option. So it means that the employee has the means to able to seek further information from a reporter by instructing us to make further contact with them, and also protecting
the identity of that reporter
And so we accept reports through Integraline that range from quite relatively minor workplace concerns to serious concerns that might qualify for Whistleblower protections. And so when we get a report in the Integrity Line, we escalate that to nominated employees within an organization
These might be known internally within your organization as either public interest disclosure offices or eligible recipients, but we call them designate offices at Integrity Line. And so I guess to to maintain true independence, we don't make recommendations or decisions about how a report will be managed by the client
We find that responsibility is better remained with the organization. And so having an external hotline like Integralite becomes quite valuable, because it does encourage staff to come forward with concerns, and that it shows that the organization is serious about upholding, you know workplace standards
And we'll go into a little bit as well, you know, misconduct can be difficult to detect. There's always going to be a reliance on your employees coming forward. Therefore, we find that it's, you know, having a system that encourages reporting and is easily accessible, becomes really, really important. So
Yeah, absolutely. Thanks, Em. And we're certainly going to touch on a few of those reasons today as to why that kind of service is so important and how it can help. But
Because we are looking at these hotlines in the context of psychosocial hazards as well, I do want to talk through what that means. And while so many of you who are joining us today will have a really good understanding of that, there might be some who don't. So I do like to just touch on it
So it doesn't matter where you are Zooming in from today, every state and territory in Australia now has this enforceable legislation and these regulations requiring employers to identify those psychosocial hazards at work
And to eliminate or reduce those risks arising from them as far as possible
Psychosocial hazards are factors arising in the work environment that can cause an employee to really experience one or more kind of negative psychological response that truly creates a risk to their health or their safety
They can be found in the way that work is designed, the systems and procedures of work, the management of work and how it's carried out, as well as the interactions between people as well.
Some examples of some psychosocial hazards would be things like the high low job demands, low job control, bullying, sexual harassment, aggression and violence, as well as poor workplace relationships. So that comes back to that kind of interaction between people issue, I suppose
The impact of psychosocial hazards is not always immediately obvious. It shows up in how people feel. So for example, you might see stress, anxiety, frustration, emotional
detachment or fatigue increasing in people, and these manifestations aren't always expressed so openly, so those risks can remain hidden for quite some time, which can be a real issue for employers
People will often engage in their own coping strategies as well at first before they kind of reach out for help once they get to sort of a breaking point
In the meantime, managers or other sort of senior staff in an organization are going to assume that everything's fine because nobody's raising issues and they're not picking up on those changes in the employee.
In many instances, organisations, not always, but some organisations mistake the lack of reporting as the absence of risk or harm, which isn't true
Even when there are signs of stress, those signs of stress can be attributed to personal issues as well, rather than work-related issues arising out of these hazards, which can be a bit of an issue
So the impact on that can vary from person to person because people respond to and experience the same situation differently. And that's another reason why it can be so hard to identify when something crosses the line from being a part of
Normal workplace pressure or stress into something that then actually poses a real risk to
to health and safety. I hope that makes sense. So, for example, if we had two employees who might have the same workload, one might feel challenged and engaged, while the other feels overwhelmed and stressed, okay? So the hazard isn't just about the workload itself, but it's about the interaction between the work
And the individual's capacity, support and circumstances, okay, that we really need to be looking at.
So on that note, organizations really need to be more proactive about identifying and preventing these hazards and risks from arising. And what that means is listening to employees' feedback and understanding the workplace culture
And making sure that people do feel heard and do feel safe to speak up when those signs first start showing up.
Another thing that we we all know, I suppose, is that reporting is often hindered by this stigma around speaking up about stress or mental health or psychological impacts
And so that's one thing, but a lack of reporting as well can reflect a lack of trust in how concerns are going to be received or handled by an organization.
Another reason they might not report is that employees feel fear repercussions like victimisation. They worry about
Damaging working relationships, for example, or experiencing further conflict, or they might have confidentiality concerns or
believe that speaking up isn't going to change anything. So there are a number of reasons, or a number of barriers, I suppose, that, kind of prevent people from using the ordinary complaints management systems
And what that means is that if concerns aren't being raised
The organization really loses an important opportunity for that early risk
detection and identification that I've mentioned earlier
And I suppose that's the… that's where Whistleblower Hotlines can really support both the employer and the employee
Em, I might hand over to you, if you wouldn't mind, just to talk us through maybe how integrity line and similar systems can really help to address some of those particular issues.
Yeah, thank you, Storm. So yeah, like you mentioned, you know, the psychosocial hazards are kind of often underreported because, you know, staff may be worried or don't want to be seen as being difficult when they're making a complaint or, you know, raising a concern. But we find that early intervention becomes really important in preventing that escalation before real harm kind of occurs within the workplace.
And so this is where we find a Whistleblower hotline like Integrity Line becomes a really valuable tool. So at its core, a Whistleblower hotline, well, it is a confidential reporting channel which allows employees, and in some cases as well, external parties to raise concerns about workplace or behaviors within the workplace that they've experienced or they've seen
And so while these systems can often be associated with fraud and misconduct, they can equally be valuable in identifying these, you know, psychosocial hazards or risks. And so, you know, many psychosocial hazards, aside from behaviors and practices that people may, you know.
then people may feel, you know, unsafe reporting through internal workplace channels or processes. They can use these alternative services instead. And so a confidential and anonymous reporting line really does ensure an alternative option for those who really do not feel comfortable speaking directly to a manager or Hr. So it's an option for them to use. That's separate from their internal processes.
And so, you know, where you don't have an alternative option, this can kind of create blind spots within an organization where, you know, serious issues can exist, but are not known to an organization until
you know whether they'll be escalated into a complaint, whether it's absenteeism, or even, you know, psychological injury claims. And so, when employees have a safe avenue to report workplace concerns with, about an organization, this allows an organization to… can also
It can also allow them to identify patterns before they become more serious. For example, give you an example
you might get a single report about excessive workload. And so on its own, it might not be an indication of, you know, a systematic issue, but when you find that you're getting multiple reports through a hotline, you know, perhaps across the teams or over time.
This might highlight to the organisation that there might be a risk here that you want to kind of address. And even looking at it from a compliance perspective, organizations need to demonstrate that they are taking reasonable steps to identify and manage those psychosocial hazards
And so we find that a Whistleblower hotline contributes this to a number of reasons. One, it's provides a trusted system for reporting. It enables tracking and analysis of themes and trends. It also supports timely investigation and response. While also demonstrating a due diligence
in responding to these reported risks. And so if we're looking at it in a regulatory or legal context, being able to show that concerns can be raised safely, and that they're appropriately assessed and addressed is going to be, I guess, critical for compliance
And so if we were to break this down, or, you know, the idea that hotlines enable tracking and analysis of themes and also kind of these trends, they can be really be used to inform risk assessments and keep on top of
You know, ongoing monitoring. So, you know, these collected, de-identified data from hotlines can reveal, you know, these reoccurring issues. So that could be, you know, patterns of bullying or interpersonal conflict, you know, teams experiencing sustained workload pressure
You can also highlight, you know, concerns about leadership behavior or decision making, or also, you know, provide you a bit of indicators of, you know, there might be some cultural issues, you know, with, you know, for example, fears of speaking up. So we find that, you
alongside it, that becomes a really important, I guess, valuable set of data that the organization can benefit from. And, you know, you know, having these data sources, like, you know, you can can be used alongside, I guess, sorry, other data sources, like engagement surveys
Absenteeism rates and exit interviews. So it builds a more complete picture of psychosocial risks across the organization, which, like I mentioned, is pretty useful, especially when there's obligations around work health and safety concerns
So if we go back to this idea about providing a trusted system for reporting, I guess due to the confidentiality of hotlines like Integriline, employees are going to be made to feel safe to speak up
So these allow this allows this is going to allow the organization to investigate, you know, identify underlying issues and take some corrective action. And that could be, you know, leadership coaching, mediation, workload adjustments, or, you know, just provide a bit of closer insight or sorry, oversight in terms of what's going on
I do want to, though, acknowledge them, and I think this can be quite important that, you know, these Whistleblower hotlines, while they're quite a valuable tool, it's not a standalone solution. It does work best when there's strong policies and procedures on social risk, workplace behaviors, and also complaints management
Yeah, absolutely. Thanks, Em. Your picture has just kind of frozen and stumbled a little bit there. I can still hear you okay. I think you're back online now.
Oh, I
But yeah, I think that that's a really important
point to raise is that, yeah, it's not a standalone solution. It needs to be part of a bigger sort of process and system that supports complaint handling and complainants and all of those wonderful things
What I will mention as well, and I didn't mention it earlier, we do have a Q&A component as well in the Zoom session. So if you do want to ask some questions, pop that in there. And once we we've got
a little bit more to run through, but we will come around to those questions at the end, and try to answer those as best as we can, okay?
But
if we… we sort of go back to this
I suppose this issue of trust is something that we mentioned earlier
Because the effectiveness, I guess, of
Any complaint system is really dependent on the trust that a person has in the organization and how safe and willing they are to use any reporting channel that might be available. It's really important that
exists
So, for employees, in using a reporting system, they need to feel safe, they need to feel confident in their organization's ability to both effectively and fairly manage their concerns and reports that are coming through
And if people don't believe the process is going to protect them or they're not… their concerns aren't going to be taken seriously, or the system kind of exists on paper, or
I should say, if those things happen, it's as if the system exists on paper, but it's not at all effective in practice. So you really need to have those things there, a system that protects people, takes those concerns seriously
And has that trust at its core. Employees will only really use these complaint systems if they are confident they're going to be protected as well and looked after through the process. That's why you need to have that support component of that larger system as well
Where we're looking at trust, you know, the development of trust, like any relationship, even interpersonally, it's
There's a lot to it, and it's going to be based on their own observations or their own experiences, or what they hear from people they trust
But it's all around things like
Observations on leadership, integrity and competency, for example. So in other words, the ability and the willingness of leaders to really address those issues properly. It's around transparency as well as a big one. So transparency in the process.
steps that will unfold. A lot of the time, people don't know a lot because they or don't know a lot about how these procedures work. When we've got people who work in sort of the HR or IR or the complaints handling space
We know it back to front, but when people raise complaints, there is a lot of apprehension, because they don't know what to expect. So having that transparency there in the process, and what they can expect is going to go a long way to,
So contributing to that trust, I suppose
The other thing that's really going to matter is consistency as well by the organization in how they handle issues across the organization. So for example
you know, if you handle a complaint one way over here and a different way over there, the trust is going to take a little bit longer to establish because people aren't seeing that consistency. They're not able to predict what's going to happen there
And the other thing, of course, that we mentioned before, the protections and support for people, okay, so what's available for them? And, you know, we spoke about anonymity and, or partially anonymous options with
reporting lines. So there's a lot of protection around… around them in that regard.
But I think overall, it's important to recognize that trust, it is influenced by past experiences, and by the word of other employees
So if employees have previously raised concerns and felt ignored or exposed or unsupported, they are going to be reluctant to come forward, and it's going to take a little bit of effort to start building that trust up with them again.
So for example, if we have an employee who experiences repeated inappropriate behavior from a manager or a supervisor
They are unsure whether to report it because they fear it could affect their role or future opportunities
If the organization has a whistleblower hotline that clearly kind of explains the confidentiality and anonymity protections
It offers that anonymous kind of reporting option, and has a track record of handling issues fairly. The employee is going to be much more likely to come forward and use that system
On the other hand, if the hotline exists but is poorly communicated or lacks transparency or is seen as ineffective
The employee can choose or is likely to choose to remain silent on that issue, okay? As we've said a couple of times now, that I think that silence
represents not just an individual concern, but a missed opportunity, a big missed opportunity for the organization to really identify and address risk when it's at that lower level, and that's what we ideally
want to be able to do
Yeah.
Yeah, and I think storm, sorry, yeah, so I think a couple of other things too is around, you know, confidentiality and non-immediability that comes with it. So these, while they're both separate in a way of trust, they also are also able to contribute to it.
So you have confidentiality, which the word itself that means information is provided by a reporter is handled in a way that I guess limits disclosure to only those who kind of need to know about it. So there's a limit to who has access to that report or those concerns raised
But it also ensures that the reports or their concerns are going to the right people. So if we look at Integriline as an example, you know, our reports as how the service works, our reports are sent to nominated individuals within an organization
And so, as I mentioned before, these are called designated offices. So these can be, you know, eligible recipients, or they can be quite senior individuals within an organization. And so by having these designated offices and these selected people who receive these reports
We receive these reports. It minimizes the number of people who will be able to access that information. So confidentiality is is critical because it reassures individuals that their information will not be widely circulated or even in some cases misused
I will say that at this point, you know, while there are limits
to that at times. So, you know, when you're looking at, you know cases of information may need to be disclosed as part of an investigation, or may meet, or may need to or meet, I guess, legal obligations. I think in those instances, being transparent about those boundaries will really strengthen the credibility, because there's that and because there's that, you know those clear expectations will, I think, will help build trust
And so that's, I think, is one of the important things to kind of think about. I guess in line, you know, where you have confidential, you also have anonymity. So the word anonymous, or the implications of what it means can be quite… is different for an organization and the reporter
So for a reporter, it's going to be, I guess, a less stressful anxiety-driven process, because they're able to disclose their concerns without any fear of retaliation, or I guess, potential impact on them, whereas you have an organization might find that, you know, this might limit how they're able to address the issues
that have been reported. But I think, you know, anonymity is a really important consideration for those engaging in the complaint process. I mean, we certainly see it with our own integrity line, where that's a consideration for people when they approach the service. And I think, you know.
as it is an important consideration, it's particularly important in situations, I guess, where concerns may involve, you know, a senior leader or I guess another type of power imbalance within the workplace. Also considering, you know, whether a workplace is small, then they will always, I guess, be a perceived or even a real risk of retaliation as well.
So having anonymity and giving them those options, it's kind of just having that as an option itself is important for people where they want to raise an issue, but have seen also where maybe previous reports or concerns were not handled well by an organization
So, you know, while anonymity does come with its challenges for an organization, it does help reduce those barriers to reporting and really does encourage employers to speak up. I guess the more options reporters have for raising concerns, the better, I guess it just gives them a bit more control as to how they want to engage in a process
Which is better than, you know, having a no concerns race at all. And so, you know, going back to our table line, you know, we see this firsthand where staff can be given, you know, three levels of anonymity. One is the partially anonymous option. I think we've mentioned that a little bit there
And so one of the reasons our system is so effective is that it allows at varying levels of anonymity, where you know an organization is given greater opportunity to obtain that information that they need to address the concerns while also allowing a reporter to choose how they want to engage in it, especially with
partial anonymous options. It allows individuals to raise concerns anonymously, but also being involved in the process because they have us acting as that, you know, that middle person in managing that communication. And so, you know, through our integral line consultants, as I mentioned, the organization can
ask follow-up questions without knowing the reporter's identity. And the reporter, as mentioned, is then involved in that process, and is able to be listened to without any need to disclose their information and potentially put themselves at risk. So I think here that, you know, the re… the real key here is to be able to strike a balance, sort of
Enable nonamenity where it's needed while still supporting a fair and thorough process, you know, can be quite challenging.
Yeah, absolutely. And I think that just answered a couple of the questions that came through on the Q&A. So somebody asked what are the concern about a particular incident or person is raised anonymously, that is of a nature that should be investigated
How can an organization take effective and take effective and fair action? I think that's supposed to be. So yeah, it is that tension between getting enough information and still being aware of the
the concern that's being raised, okay, and how we go about that is one of the options Em has mentioned in that partially anonymous hotline. So what that means is, again, the person will provide their contact details to Integrity Line, but Integrity Line don't
pass those on to the organization. So if the organization wants to investigate or needs to do something about it, and they need more information, they can contact M&A and say, hey, can you reach out to this reporter and see if you can get more information on this particular incident, because we need to look into it further, or whatever it is
The other question was
I'm keen to understand your experience on how to handle an external whistleblowering provider
on how an external whistleblowering provider is expected to handle the psychosocial hazard issue raised anonymously. First off, we don't do the handling of that. What the Whistleblower Hotline does
Is allows the organization to be made aware of it at the most opportune time. So, early on, and allows it to sort of shine a light on that particular area and address things
Hopefully that's answered the couple of questions that have come through. But just on that note, I guess, when we're talking about confidentiality, we're talking about anonymity
One of the things that we say a lot here, which I love, is that, you know, confidentiality protects information and anonymity protects identity, and trust enables action. And it's those three things that makes that system really, really quite effective
And quite a valuable tool.
What I do want to add here as well
And given your experience on integrity not lying, you and I both know that even when those systems
like Integrity Line, exist
Employees can still be hesitant to raise concerns because it is that holistic approach that I mentioned earlier to the complaint, that holistic complaint system that really matters
And I think that you mentioned it before that you need, or maybe I was just thinking it, but you do need policies and procedures to support that system as well, and that should list those really clear protections for the people and those procedural steps that the organisation anticipates it will take
When complaints are received by it
One of the things as well, I think that you mentioned when we're planning this webinar was that
People will still call through to Integrity Line asking questions about
Whether someone might be able to guess a complaint has come through them or not. So even if they want to put down as an anonymous person, they have questions about, you know, will people be able to guess it's from me and those types of things, right?
Yeah
Yeah, and we find that especially when we're having these conversations with callers over the hotline, you'll get that question that they'll ask, you know, and it's a really valid one as well. But I think with that, I think it does ultimately come back to trust
You know, you can have these strict confidentiality and anonymity rules around a system. But if the trust isn't there, because especially, you know, in most cases you'll find it's because of past experiences, or you know whether it's, I guess, lack of trust in leadership. You know, these doubts
Delta still going to be able to come up. And I think it takes a lot of time and effort to establish that, you know, in terms of that trust. And so it's going to be a lot of, you know, if you want to use the phrase, walking the talk and, you know, and care from senior leaders, you know.
And that's why we find that it's also really important to having that right person managing the report, so those designated offices within a business. You know, that's really important in breaking down that perception. And I know from experience when we're handling certain calls. So we'll quiet, you know, have trust in who you mentioned storm transparency, quite transparent about
how this service operates. So one of that is also informing callers or reporters, who does these reports go to? So when you have people in that position who are trusted or, you know, just from, you know, whether it's their position within the organization, that's there as trust, and it's going to
You're going to find that reporters are going to say, well, okay, I want to proceed with making a formal complaint. So, you know, that's kind of, as I mentioned, it's, you know, breaking down those perceptions.
Yeah, absolutely. And I think another barrier that we haven't really gone too much into yet are those doubts about whether
Issues are serious enough to speak up about
Because sometimes, as we know, there might be a pattern of behaviour, but when looked at sort of at an individual level
It might not seem quite serious and people are concerned, well, is it, isn't it? I don't know if it's serious enough. And I talk about this when we deliver training on respectful workplace behaviour. So, it's really obvious when we experience or witness, like, abuse or threatening behaviour in the workplace
It's very clear that it's something that is not acceptable, that we need to report
Etc. But lower level issues like
like feeling excluded or feeling unfairly criticized can really get us asking ourselves if we are overreacting, or whether our perception is wrong, and it's a bit of this kind of weird self-gaslighting situation
But if you have a system that says, you know, we want to know about your concerns so we can make this a great place to work, regardless of how serious you think they are, you know, it doesn't need to necessarily meet the definition of bullying or sexual harassment
Like Integrity Line, we take concerns ranging from quite minor through to those very serious behaviours. And so if you do have a system like that, employee… your employees are going to be more likely
To speak up, because they're not going to need to kind of second-guess themselves through that process.
And of course, you know, if the… if employees
speak up, and that speak up culture is supported to develop where trust exists, the more likely it will be that people start speaking up at an earlier point, and you get this kind of perpetuating
speak up culture that starts earlier and earlier when issues arise. So, yeah.
Yeah, and I think as well as Storm, it's, you know, people need to know that it's there. So that goes down, I guess the last thing that you want to think about an important, I guess, point is that if you have a service like Integriline and you don't, and that's not communicated effectively or even
frequently with employees, they're going to forget about it. Or, you know, or even new staff aren't going to know about, you know, the service that, you know, it's there for them. So that goes down to, you know, organization, you know, you have this service, how are you then promoting it to your staff and, you know, being transparent about that?
process
Yeah, and that is such a great point. It shouldn't be a set and forget service. So it really needs to be embedded as part of the overall complaints management process and communicated really well.
Yeah.
I'm just checking the time before we keep going. It's 10 past. We've got five minutes left. We have covered a lot of contact today, content, sorry, not contact
We've covered a lot today, and before we get cut off, Em, I just want to say thank you so much for coming on and sharing your expertise, and thank you to everybody else in the audience who has come along and asked some questions as well. We do still have a few
minutes left, and I'm going to go through some of these questions now, if that's okay.
But maybe, Em, you could
Answer this one for me
How do you think that businesses should
Promote services internally so people don't forget that it is available.
Yeah, so I mean, with our integrity line, I think the way we promote it is we have a set, I guess, whether you want to call it startup material. So that might mean, you know a quick six minute webinar detailing the service, what it is
Also, you know, whether it's email communication, where we're launching the service, that this is their, you know, posters can be really helpful magnets. Just putting it around the workspace to kind of keep it in people's minds that it's there, whether it's when you have monthly staff meetings to put reminders out there that, you know, this is services there for them to use
And just making it really accessible for staff to approach it when they need it, so they don't have to, you know, also put on, they don't have to go to someone else to, you know, say, can I, do you have a link for this? I want to put in a complaint. So just giving them those options to do it independently without approaching someone is good. So yeah, we… that's how we do it. We provide them with packages around
You know, soft communications, those webinars. So that's a really good point as well to do it
Yeah, and I've just had a clarification on one of the other questions that we answered before, which I'm going to… This is the one where we were talking about how an external whistleblowering provider is expected to handle a psychosocial hazard. And I said we don't handle them, we escalate them and
maintain that, independence. But the example that's been provided, you know, for example, the report is about board activity or behaviours towards exec staff, particularly where the organisation is potentially member-based
And the board is voted in. So the clarification was around, you
It's more about what can the hotline do, I suppose, as a value add to better support that organisation in making the right decisions and effectively triaging it if I'm reading that question correctly now.
So it depends on the organization, honestly, and what their expertise is, because of the work that we do here at WorkLogic, we would have that expertise to provide a more in-depth kind of triaging service if it is needed
But generally, that's not covered by the kind of baseline subscription. Most providers don't want that, sorry, not providers, but most clients, I guess, or subscribers don't want that level of service. They just want the reports escalated
And want to be able to sort of make their decisions and do what they need to do. But if clients do need help working through something that has happened, they can certainly make those inquiries with the provider and see if that's something that they can assist with. Here at WorkLogic, it's definitely something that we would do
Yeah
I hope that that answered that one. We've got a couple of minutes left. Let me just see what else is up here.
I think that's about it. I'll ask my own question if that's okay then, Em, because you've got
What do you see would be the biggest mistake that organisations can make
With Hotlines like Integrity Line
Yeah, I think we might have touched on it a little bit as well, but I guess assuming that this having the service is enough, you know, a hotline, while it can be available to your staff, but if employees like Mitchell, don't know about it, there's no trust, don't believe anything will happen when something is reported or even won't be used effectively, that can kind of, I guess.
be the impact of that. And so, you know, the organizations that get the most value of what we find, organizations that get the most value from, is when these services are actively being promoted. So whether that's even training leaders on how reporting works or, you know, that's… this is demonstrated, you know.
I guess, well, sorry, it demonstrates that through the actions that concerns are taking seriously. So, you know
there's services there, but how are you kind of utilizing and making it effective?
Yeah.
Yeah, exactly.
Yeah, so really those things that support the service, again, that we're talking about earlier. Yeah, no worries. That makes sense. All right, we will leave it at that then. Please, everybody, feel free to email us at enquiries@worklogic.com.au if you do have any more questions
Somebody's asked about costings for the service. Please email through to us and we can have a chat about that. That's no problem at all. But just want to say thank you so much for the great questions that came out today and for coming along to our webinar
We do have our webinars on demand, so you can watch and re-watch them at any point. But otherwise, enjoy the rest of your afternoon, and
Thank you.
And thank you again. Bye, everyone. See you and thanks so much.
Awesome
Hi