2016 NWCDC

Workers’ Compensation Conference Program Released

NWCDC's presentations offer leading-edge strategies from employers and other experts to mitigate workers' comp and disability challenges.
By: | August 15, 2016 • 3 min read
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Savvy employers have increasingly adopted injured-worker advocacy and engagement strategies to help employees overcome fears and challenges encountered when navigating workers’ compensation systems.

William Wainscott, manager, workers’ comp and occupational health, International Paper

William Wainscott, manager, workers’ comp and occupational health, International Paper

“The workers’ compensation claim process can be confusing and intimidating,” said William Wainscott, manager, workers’ comp and occupational health at International Paper.

“For the injured employee there are a lot of unknowns. An advocate helps alleviate the fears and guides them through all the issues.”

Wainscott will speak on an employer panel discussing injured-employee advocacy and engagement programs at the 25th Annual National Workers’ Compensation and Disability Management Conference® & Expo scheduled for Nov. 30 to Dec. 2 in New Orleans.

Minimizing a workplace injury’s impact on employees, their families and employers requires helping the injured worker access the right resources and understand their role in the recovery and return-to-work process, he said.

Wainscott is an NWCDC program co-chair and helped develop the conference’s 2016 agenda.

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The agenda highlights other planned presentations featuring employers discussing leading-edge strategies for mitigating workers’ comp and disability challenges.

“We have put together a really strong agenda with topics that are meaningful for employers and other payer groups like insurance companies and third-party administrators,” said Denise Algire, who is also an NWCDC program co-chair and director of managed care and disability corporate risk at Albertsons Cos.

Addressing mental health factors impacting the recovery of workers’ comp and disability claimants is another focus of conference sessions developed to help meet growing employer and claims payer interest in the topic.

“Mental illness affects both workers’ comp and non-occupational disability,” Algire said.

Historically, there has been tremendous stigma around the topic, but more employers now understand that mental health issues impact absenteeism and productivity.

“There is more emphasis on this as organizations realize that the No. 1 reason for short-term disability claims is either depression or some other mental illness,” Algire added.

“So talking about it and understanding what solutions and options are available for employees, and how to implement those programs within your organization is an important conversation.”

Algire will also speak as part of the NWCDC panel discussing injured-employee advocacy programs.

In addition to Algire and Wainscott, the panel will include Kimberly George, senior VP and senior healthcare advisor at Sedgwick Claims Management Services, and Scott Daniels, director of disability at Comcast.

Daniels will also speak as part of another panel titled “Mental Matters: How Mental Health Impacts Productivity and Performance.”

That is not the only conference presentation on mental health issues.

Tim East, director of risk management, The Walt Disney Company

Tim East, director of risk management, The Walt Disney Company

Donna Morrison, corporate healthcare director at UPS, will join Michael Lacroix, associate medical director of behavioral health at Aetna Life Insurance and Coventry Workers’ Comp Services, to deliver a presentation titled “Advances in Behavioral Health Disability Claims Management Strategies.”

In total, the conference features 31 breakout sessions, two general sessions, and a keynote address delivered by Tim East, director of corporate risk management at The Walt Disney Co.

During his presentation titled “Fueling Injury Recovery with Engaged Workers,” East will discuss how technology trends impact workers’ expectations for how employers engage them.

Worker engagement and solutions for mental health’s impact on claim duration are not the only topics awaiting NWCDC attendees.

Other sessions will offer strategies to address opioid prescribing, Medicare set-aside requirements, Americans with Disabilities Act mandates, and insurance arrangements.

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The conference will also present several case studies including:

  • A look at the multidisciplinary approach applied by manufacturer Mohawk Industries to launch a health and safety program.
  • The strategies Columbus Consolidated Government employed to develop an award-winning return-to-work program.
  • How American Airlines fostered a claims-closure culture to resolve complex legacy claims.

Those are only a few of the topics employers and service providers will present at this year’s conference, recognized as  the workers’ comp industry’s must-attend event of the year.

The R&I Editorial Team may be reached at [email protected]
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Risk Insider: Carla O'Sullivan

Audit Leave Management Vendors

By: | August 8, 2016 • 2 min read
Carla O’Sullivan is Education Programs Manager of the Disability Management Employer Coalition (DMEC), specializing in absence management. She can be reached at [email protected]

Outsourcing leave administration can save money and time, but outsourcing does not mean you wash your hands of the related responsibilities. Vendor management is critical.

The first step is to be clear on why you want to outsource.

Compliance that is timely, comprehensive and in line with federal and state regulations is a fundamental responsibility. Noncompliance can lead to problems for employees, management teams and the organization, resulting in legal and reputational risk not to mention penalties.

Vendors can provide expertise and systems that are often lacking for employers. Real-time reports and data aggregation provide insights for better decision-making. Improved communication among employees and managers generally results in better management leaves, especially intermittent leaves.

You should audit your vendor following six months of implementation, and then again annually, to ensure the program is performing to your expectations.

However, outsourcing also requires your own house to be in order. A regular internal audit is necessary. Following are key components of an internal audit:

Confirm and document program training took place. Survey employees about the training. Note necessary recommendations for improvement. Focus on training for new and existing supervisors. Train on practical knowledge, but also take the opportunity to meet key members who will help with your culture of compliance.

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Make certain policies are updated. Ensure changes have been communicated to vendor partners.

Review a few recent leaves. Gather all information available. Ideally, your provider can give a complete “audit report” of data, letters, emails, forms and call logs created during an employee’s leave. Interview employees for their perspective on the “customer experience.” Feedback of any kind will be very useful to your vendor.

Understand critical reports. Review weekly and monthly combined status reports, intermittent leave usage reports and reports that reveal key service times. The first two reports will give you insight into the current absence activity of your employee population and then department and regional trends. The third report will show your provider’s conformance to contractual and regulatory turnaround times.

Understand the employee experience. Canvass your employees and supervisors to gauge satisfaction with communications and the overall process. From supervisors and HR staff, you should be interested in the flow of information and communication.

Once you have a clear understanding of your internal processes and communication flow, you should then meet with your vendor. Oftentimes, this is reversed and employers want to meet with the vendors first to find solutions to a problem that may be present internally.

Inquire about how your vendor remains current with legal and regulatory changes. Learn how these changes are communicated internally and to your company. Walk through some recent cases. Are there are opportunities for learning and process improvement? Discuss how they intend to improve.

Your vendor should have self-audit processes in place and report findings to you on a regular basis. You should also audit your vendor following six months of implementation, and then again annually, to ensure the program is performing to your expectations.

You should work closely with your vendor to carefully track and resolve outstanding items that you uncover during this review. A summary of the audit with action items and timelines should be provided to you and should include a project plan for resolution.

Last, you cannot manage a program or vendor without data. Review the types of management reports available and understand what custom reports can be produced.

Expect reports to be clear, logical and actionable. The information should identify trends, include benchmarking data, and provide insight into how to address any issues.

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Sponsored Content: XL Catlin

Think You Don’t Need Environmental Insurance?

The risk of environmental damage is there no matter what business you're in.
By: | September 14, 2016 • 5 min read
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“I don’t work with hazardous materials.”

“My industry isn’t regulated by the EPA.”

“We have an environmental health and safety team, and a response plan in place.”

“We’ve never had an environmental loss.”

“I have coverage through my other general liability and property policies.”

These are the justifications clients most often give insurers for not procuring environmental insurance. For companies outside of sectors with obvious exposure — oil and gas, manufacturing, transportation — the risk of environmental damage may appear marginal and coverage unnecessary.

“Environmental insurance is not like every other insurance,” said Mary Ann Susavidge, Chief Underwriting Officer, Environmental, XL Catlin. “The exposure is unique for every operation and claims don’t happen often, so many businesses view coverage as a discretionary purchase. But the truth is that no one is immune to environmental liability risk.”

Every business needs to be aware of their environmental exposures. To do that, they need a partner with the experience to help them identify exposures and guide them through the remediation claims process after an incident. The environmental team at XL Catlin has been underwriting these risks for 30 years.

“Insureds might not experience this type of claim every day, but our environmental team does,” said Matt O’Malley, President, North America Environmental, XL Catlin. “We’ve seen what can happen if you’re not prepared.”

Susavidge and O’Malley debunked some of the common myths behind decisions to forego environmental coverage:

Myth: My business is not subject to environmental regulations.

Reality: Other regulators and business partners will require some degree of environmental protection.

Regulatory agencies like OSHA are more diligent than ever about indoor air quality and water systems testing after several outbreaks of Legionnaires disease.

“The regulators often set the trends in environmental claims,” Susavidge said. “In the real estate area it started with testing for radon, and now there’s more concern over mold and legionella.”

Multiple hotels have been forced to shut down after testing revealed legionella in their plumbing or cooling systems. In addition to remediation costs, business interruption losses can climb quickly.

For some industries, environmental insurance acts as a critical business enabler because investors require it. Many real estate developers, for example, are moving into urban areas where their clients want to live and work, but vacant lots are scarce. Those still available may be covering up an urban landfill or a brownfield.

“We’re able to provide expertise on those sites and the development risks so the contractor can get comfortable working on it. It’s about allowing our clients to stay relevant in their markets,” O’Malley said. “In this case, the developer is not an insured with a typical environmental exposure. But if there is a contaminant on the worksite, they could inadvertently disperse it. In a high-population urban area, the impact could be large.”

Banks also quite often require the coverage specifically because developers are turning to these locations with higher potential environmental risk.

“Though it’s not a legal requirement, insurance is a facilitator to the deal that developers really can’t operate without,” Susavidge said.

Myth: The small environmental exposure I have would be covered under other polices.

Reality: Environmental losses can result from exposure to off-site events and are excluded by many property and casualty policies.

Environmental risks on adjoining properties can lead to major third party losses. Vapor intrusion under the foundation of one property, for example, can unknowingly underlie the neighboring properties as well. The vapor intrusion can then seep into the surrounding properties, endangering employees and guests.

In other words, your neighbor’s environmental exposure may become your environmental exposure.

O’Malley described a claim in which a petroleum pipeline burst, affecting properties and natural resources 10 miles downstream even though the pipeline was shut off two minutes after the rupture. The energy company that owns the pipeline might have coverage, but what about the other impacted organizations? Many other property policies exclude environmental damage.

Sometimes the exposure is even more unexpected. In 2005, for example, a train carrying tons of chlorine gas crashed into a parked train set sitting in the yard of Avondale Mills — a South Carolina textile plant. The gas permanently damaged plant equipment and forced the operation to shut down.

“It’s not always obvious when you have an environmental exposure,” Susavidge said.

“When there is a big loss or a pattern of losses, the casualty market will typically move to exclude it,” said O’Malley. “And that’s where the environmental team looks for a solution. Environmental coverage has been developed to fill the gaps that other coverages won’t touch.”

Myth: We already have a thorough response plan if there is an incident.

Reality: Properly handling an environmental event requires experience and expertise.

In addition to coverage, risk managers need experience and expertise on their side when navigating environmental claims.

“For many of our clients, their first environmental claim is a very different experience because the claimant is not always a typical third party – it’s a government agency or some other organization that they lack experience with,” Susavidge said. “Our claims team is made up of attorneys that have specific domain experience litigating environmental claims issues.”

Beyond its legal staff, XL Catlin’s claims consulting team and risk engineers come with specialized expertise in environmental issues. 85 to 90 percent of the team members are former environmental engineers and scientists, civil engineers, chemists, and geologists.

“Handling environmental claims requires specialized expertise with contaminants and different types of pollution events,” O’Malley said. “That’s why our 30 years of experience makes a difference.”

Thirty years in the business also means 30 years of loss data.

“That informs us as a carrier how to provide the right types of services for the right clients,” Susavidge said. “It gives us insight into what our insureds are likely to experience and help us determine what support they need.”

Insureds also benefit from the relationships that XL Catlin has built in the industry over those 30 years. When the XL Catlin team is engaged following a covered pollution event, the XL Catlin claims team can deploy seasoned, experienced third party contractors that partner with the insured to address the spill and the potential reputational risk. And they receive guidance on communicating with regulatory bodies and following proper reporting procedures.

“The value of the policy goes beyond the words that are written,” O’Malley said. “It’s the service we provide to help clients get back on their feet, so they can focus on their business rather than the event itself.”

For more information on XL Catlin’s environmental coverage and services, visit http://xlcatlin.com/insurance/insurance-coverage/casualty-insurance.

The information contained herein is intended for informational purposes only. Insurance coverage in any particular case will depend upon the type of policy in effect, the terms, conditions and exclusions in any such policy, and the facts of each unique situation. No representation is made that any specific insurance coverage would apply in the circumstances outlined herein. Please refer to the individual policy forms for specific coverage details. XL Catlin, the XL Catlin logo and Make Your World Go are trademarks of XL Group Ltd companies. XL Catlin is the global brand used by XL Group Ltd’s (re)insurance subsidiaries. In the US, the insurance companies of XL Group Ltd are: Catlin Indemnity Company, Catlin Insurance Company, Inc., Catlin Specialty Insurance Company, Greenwich Insurance Company, Indian Harbor Insurance Company, XL Insurance America, Inc., and XL Specialty Insurance Company. Not all of the insurers do business in all jurisdictions nor is coverage available in all jurisdictions. Information accurate as of September 2016.

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This article was produced by the R&I Brand Studio, a unit of the advertising department of Risk & Insurance, in collaboration with XL Catlin. The editorial staff of Risk & Insurance had no role in its preparation.




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XL Catlin. From insurance to reinsurance, a changing world needs new answers. We’re here to find them. With an incredible blend of people, products, services and technology, we have the power to find innovative, creative solutions to your risks — from the most familiar to the most complex.
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