Effective Injury Management Program AN EMPLOYER S GUIDE. Captain John Parker photo

Transcription

1 Effective Injury Management Program AN EMPLOYER S GUIDE Captain John Parker photo

2 How Well Does Your Company Manage Employee Injuries? Do you have procedures in place to assure prompt reporting of claims and employee contact within 24 hours of the injury? Do you and your employees use preselected physicians and hospitals that offer quality medical services at reduced rates? Has your management staff been trained to recognize and handle potentially fraudulent claims? Has your management staff been trained to investigate workplace injuries and identify opportunities for improvements? Have you established an early return-to-work program designed to get employees back on the job as soon as medically feasible? If you answered no to any of these questions, read on! We have prepared this booklet to help you control costs and maintain a productive workplace. Take a good look at your costs of employee injuries. Sentry safety consultants and claims representatives can help you design an injury management program to control the escalating costs of workers compensation.

3 Table of Contents Combating the High Cost of Workplace Injuries...2 Controlling Costs...2 Defining Your Injury Management Strategy Injury Management Organization...3 Responding to an Injury...4 Accident Investigation and Follow-up...5 Physician Selection and Orientation...5 Job Placement Practices...6 Forming an Early Return-to-work Plan Employee Communications and Training...9 Fighting Fraud...9

4 Sentry is Committed to Helping You Control Costs and Maintain a Productive Workplace Combating the High Cost of Workplace Injuries Surging medical costs, multi-million dollar lawsuits and fraudulent claims have pushed an upward trend in national spending on workers compensation. According to the National Council on Compensation Insurance, the average cost of workers compensation indemnity claims has also continued to increase. With No Post-injury Control A 36-year-old employee suffered a severe back injury. The employer was not willing to take the worker back until recovery was 100 percent. Medical costs and lost-time wages exceeded $250,000 after more than 19 months off work. With Formal Post-injury Control In a similar situation, a 37-year-old worker suffered two herniated discs in his lower back from a lifting injury. After surgery and three weeks of recovery time, the employee returned to work under a short-term modified duty program. Total medical and compensation for wage loss was contained under $25,000. Clearly, businesses must take appropriate action to control these costs. Companies that eliminate workplace hazards and reduce accidents can increase efficiency, improve employee morale, reduce employee turnover and give themselves a real competitive advantage. One of the most effective tools to combat the high cost of workplace injuries is a comprehensive injury management program. While diligent accident prevention programs can reduce injury frequency and severity, an effective injury management program can significantly reduce the duration and costs of lost time injuries. A proactive program can help curb these costs and help you stay in control. This booklet provides a comprehensive step-by-step approach to establishing an effective injury management program. Controlling Costs We believe the most effective way to control workers compensation losses is through working with Sentry, your company and your employees. Working together, we can produce positive results that benefit your business, your employees and your bottom line. The primary objectives of an injury management program include: Returning an injured employee to gainful employment of original position as soon as possible Assuring prompt and well-managed care for the injured employee to make the most effective use of your workers compensation dollar Containing the related expenses of lost-time accidents including wage loss, long-term therapy and rehabilitation. These expenses also include the financial impact of restaffing and retraining substitute workers during the injured employee s recovery. Fostering regular, effective communication with your health care professional, Sentry claims representatives and safety consultants, and your affected employees To accomplish these objectives, Sentry Insurance will: Pay compensable claims efficiently and investigate all questionable claims Implement containment measures to reduce your claims costs Provide guidance for developing a temporary modified duty return-to-work program Provide regular communication with you and your medical provider to keep you informed of recovery progress Utilize managed medical care services to control escalating medical expenses Coordinate the use of independent rehabilitation specialists, medical case management, and/or vocational training and job search, and early return-to-work programs Conduct periodic surveys of your workplace safety programs and operations 2

5 Consult with you on safety and health matters as part of your accident prevention program Help you identify injury trends, related exposures and problem areas Evaluate your current injury management program and identify areas that could be improved Provide loss control training assistance and educational material to support your managers and supervisors Working with your business and employees, Sentry Insurance will help develop new techniques and improve your present efforts to manage workers compensation costs. Defining Your Injury Management Strategy Managing employee injuries should be no different than any other operational issue. Analyze your problems and divide them into manageable segments. These segments involve both preand post-injury programs. Planning for a strategic response to an injury need not be complex. Develop internal policies and procedures to monitor trends of employee injuries and determine if effective treatment is being provided. Include a systematic and prompt injury reporting method so that all persons understand their responsibilities for timely notification and follow-up. Goals of Proactive Injury Management An injury management program begins with a wellplanned set of controls before an injury occurs. Be prepared to deal with the inevitable, even if you ve never experienced a major lost-time injury. To work effectively, your injury management program must become an integral part of your company s philosophy and your management process. Develop specific objectives, including definitions of responsibilities, established expectations and accountability. A key element of your injury management program is a strong, active commitment from all levels of management and supervision to: Communicate safety and health policies to all employees Promptly report and investigate accidents and related injuries Return injured employees to work as soon as medically possible Establish an effective communication program to keep all employees informed of their roles and responsibilities in reducing workplace injuries Injury Management Organization As you develop your injury management program, select a workers compensation coordinator who possesses strong organizational and communication skills. The coordinator must understand your company s claims handling procedures, employee benefits, accident investigation and follow-up reporting methods. The workers compensation coordinator responsibilities include: Coordinating prompt reporting of claims and proper documentation of the necessary forms Assuring physician authorization prior to employee s return to work Coordinating identification of temporary modified duty jobs and early return-to-work opportunities Maintaining regular contact with the injured employee Verify the employee s understanding of the nature of the injury, the treating physician s initial diagnosis, and what treatment or follow-up plans are needed. Be sure the injured worker understands your company s commitment for well-managed care to promote a prompt return to work. For extended work absences, contact injured employees at least weekly. Maintain a record of all contacts. Monitoring all medical treatment planned and provided Include an evaluation of the employee s physical capabilities and/or limitations. Complete this evaluation, in part, with the treating physician and your Sentry claims representative to monitor the effectiveness of the treatment as related to recovery progress. 3

6 In larger organizations, you may need a workers compensation team to review employee injuries and make sure treatment plans are consistent with your philosophy and commitment to well-managed care. Select representatives from human resources, internal health departments, upper level management and occupational safety. For each lost-time injury, the workers compensation injury management team should: Establish a treatment plan and target dates for return to work as soon as medically possible. Continue monitoring and coordinating efforts to ensure the plan meets its goal. Develop written policies and procedures for supervisors that identify their role within the injury management process. Prepare training programs that inform supervisors of their responsibility for helping accommodate injured employees upon reentry into the workplace following a lost-time injury. Create a communications network so that all employees understand their rights and responsibilities within the workers compensation injury management program. Injured employees also have key responsibilities in maintaining communication with management and the treating physician. Be prepared to respond to injuries with the appropriate paperwork. Develop procedures that identify what forms to fill out, by whom, when, and where they are to be sent. Keep Sentry s claims department informed of recovery progress and the adequacy of the treatment plan. Responding to an Injury Responding quickly and effectively to an employee injury is a critical factor in the ultimate outcome of a workers compensation claim. Reporting delays and missing details about the nature of the injury may: Slow the claims investigation process Delay benefit payments to the injured worker Cause the employee to seek unnecessary legal advice If ignored, even minor injuries can evolve into major workers compensation claims. That s why a supervisor s response and management s reaction are critical, especially if the injury involves lost work time. Steps to follow: 1. Assure prompt medical attention for your injured employee, based on your company emergency response plan. 2. Conduct an investigation to determine any underlying causes of how and why the accident occurred. Your Sentry loss control consultant can help train your supervisors to conduct an effective accident investigation. 3. Complete your state s first report of injury. Use your accident investigation report to record all information accurately and completely. 4. Fax the first report of injury on the Sentry RAPID- FAX line ( ). For other questions concerning workers compensation claims, call our toll-free number at Set up a claim file and stay current on case history information. 6. Maintain good communications with health care providers, injured employees and your Sentry claims representative. Send a detailed job description to the treating physician and your Sentry claims representative so they are aware of the job-related activities performed by the injured employee. Contact the physician within 24 hours to discuss diagnosis, treatment provided and planned, and provisions for early return to work based on the employee s ability to work. Contact the injured employee within 24 hours. Maintain weekly contact to communicate your commitment to his or her well-being. Discuss the doctor s diagnosis and treatment planned, and answer any questions the employee may have. Be sensitive to the employee s concerns and welfare. Consider a personal visit to show that you care. Maintain a log of all contacts with the treating physician and injured employee to document questions, concerns and progress. 4

7 Accident Investigation and Follow-up An accurate and timely accident investigation record is a critical tool to prevent accidents. You can learn much from a detailed analysis of the accident cause(s). Keep your focus on actions that can avoid recurrence. In addition to completing records for claims reporting purposes, perform a thorough accident investigation as soon as possible after the injury. Don t ignore nearmiss occurrences. Paying attention to accidents that don t result in injury or damage can help you avoid future occurrences and possible workplace injuries. In some companies, a safety coordinator completes the accident investigation. In others, the affected supervisor may be responsible. In either case, make sure the individual is properly trained in conducting the formal investigation. Your Sentry loss control consultant can help you train supervisors to properly investigate accidents. Address these points during your investigation: What happened? Describe the nature of the injury. Explain all the conditions that may have caused the occurrence. Why did the incident happen? Obtain as many facts surrounding the occurrence as possible. What caused the situation to occur? Who was involved? Was the employee(s) qualified to perform the functions involved in the accident or near-miss? Was the employee properly trained? Were proper operating procedures established? Were they followed? What should be done? Without fixing blame, determine how to eliminate the cause(s) of the accident or near-miss. What action has been taken? Take note of any actions that have already been taken to reduce or eliminate the cause of the accident being investigated. Determine other actions that need to be implemented, as well as any anticipated delays that will affect corrective action. Also, identify improvements that could prevent similar accidents or near-misses. Verify how the corrective actions will improve your injury management program. Your safety committee and the affected department manager or supervisor should review investigations of all accidents and near-miss incidents. Solicit their input when recommending appropriate corrective action. A thorough investigation is critical to preventing and controlling hazards and potential accidents. Don t forget this crucial step when preparing your paperwork for an insurance claim. Physician Selection and Orientation Choosing the proper physician is crucial to controlling your medical costs, because health care expenditures flow from their decisions. That s why it s important to work together with Sentry to identify quality physicians before a claim occurs. Providing Patient Care The employer has the first contact with an injured worker. This provides an opportunity to refer injured workers to a physician you have preselected as your partner in controlling medical costs. Even if selection of a preferred medical provider is limited by your state s workers compensation laws, you may offer employees the names of physicians who provide quality care of occupational injuries. These doctors can help control treatment costs without compromising the quality of care. Even when state law does not authorize employer selection of physicians, the injured employee may appreciate your help in identifying physicians who are qualified to treat work-related injuries. Finding a Physician To help contain the skyrocketing costs of health care, Sentry has contracted with Coventry Workers Compensation Services to develop the Sentry s Preferred Provider Organization (PPO), a nationwide organization of medical care providers who charge a lower fee for patients covered by a Sentry Insurance workers compensation plan. Sentry s PPO includes hospitals, doctors, specialists, outpatient facilities and other medical care providers. It is one of the largest and most comprehensive preferred provider organizations in the nation. 5

8 Sentry s PPO offers you important benefits: Participating health care providers are experienced in treating work-related illnesses and injuries. Injured employees receive quality medical treatment and the convenience of choosing from a wide selection of medical providers. When you use medical providers who are part of our network, you help control one of the primary factors driving up the cost of workers compensation insurance health care expenditures. You could see significant decreases in your medical treatment costs. In 2010, Sentry s PPO helped decrease medical treatment costs by a national average of 48 percent. If you have not already preselected a physician to treat your injured workers, Sentry recommends the use of a physician who is part of Sentry s PPO and is in close proximity to your business. Sentry s workers compensation claims managers are also an excellent resource for you because of their extensive experience. They know your state laws and can help you identify a preferred physician in your area. To contact your Sentry workers compensation unit manager, call the toll-free number listed: Sentry Workers Compensation Claims Physician Orientation For work-related injuries, most physicians diagnose the employee s medical problem, then provide treatment to promote recovery. For the benefit of both your business and the injured employee, the physician should also regularly assess the recovery process and provide a returnto-work release. If physicians are aware of the physical requirements of jobs within your business, they can make a better judgment regarding a timely and successful release-towork for your injured employees. When reviewing your company s philosophy and needs with physicians, Sentry recommends that you: Meet with your physician(s). Make sure they are willing to provide a well-planned and effective treatment plan for injured employees. Share your concerns about controlling the costs of workplace injuries and enlist their support. Emphasize your company s commitment to help the injured employee return to work as soon as practical. Include your plans for providing temporary, modified duty for early return to work. Identify specific, temporary modified work assignments that are already available or will be created when needed. Job Placement Practices Matching a worker s capabilities with job demands can reduce the risk of employee injuries. Medical examinations and effective job descriptions can be useful tools in this process. Medical Examinations Evaluate employees fitness for duty with a medical examination designed exclusively for determining their ability to accomplish specific job duties. Conduct any medical examination in accordance with the ADA (Americans with Disabilities Act), Public Law that took effect July 26, An employee s entrance examination, intended for either new job placement or work reentry after an injury, is permitted providing certain key points are met. According to the law, all examinations or inquiries concerning a disability and/or its severity must be shown to be job-related and consistent with business necessity. Under the current ADA legislation, medical examinations are appropriate if performed within these parameters. Become familiar with the major provisions of the ADA. You may also want to seek legal advice and technical assistance from consultants and attorneys who specialize in labor law. Job Descriptions A detailed, written job description with identification of essential job functions and an evaluation of physical requirements can help you comply with ADA and create a baseline of work expectations. Job descriptions are also helpful for physicians to determine an injured employee s capabilities in a temporary modified duty program. 6

9 By matching an injured employee s physical capacity with the essential functions identified in a job description, a physician may be able to identify tasks that the worker can do. Finding productive work assignments, limiting compensation expenses by reducing lost time, and staying within regulatory requirements are all benefits of creating detailed job descriptions. Job descriptions will also help you evaluate the performance and physical requirements for new employees, employees changing jobs within your company and employees returning from a lost-time injury. When preparing written job descriptions: Analyze each job within your organization. Identify the physical and mental skills needed to perform the job successfully. Include a general description of the task, equipment or tools needed and the working environment (i.e., office, machine shop, warehouse, etc.). Identify the methods and processes used within each job. Identify essential versus non-essential functions consistent with the ADA definitions. Include any required protective equipment, special skills or industrial hygiene hazards that may exist. Establish maximum and minimum performance standards objectively. Consider the consequences of not meeting those standards regarding both production and health/safety needs. Identify accommodations needed to improve a worker s performance. Identify physical and material handling exposures related to essential functions of the job. These exposures may involve physical postures of the back and extremities, the frequency and duration of tasks performed and the force required to complete the job. Seek advice from your physician or Sentry s safety staff to identify these exposures. They can help you train your supervisors in conducting their own job analysis. Forming an Early Return-to-Work Plan One way to contain the cost of an employee injury is to decrease the recovery time away from work. Studies show that the longer injured employees are away from work, the less likely they are to return to the same job with the same physical abilities they had before the injury. Modified duty jobs involve a systematic way of providing temporary, productive work assignments for employees during their recovery from occupational injuries. A Cost Comparison: A Case in Point A 28-yearold employee, who earns $800 a week, injured his back while lifting at work. The employee experienced a good recovery from back surgery with a final lifting restriction of 35 pounds. With a Formal Return-to-work Plan Weekly Compensation Benefit ($534 x 11 weeks) Permanent Partial Disability (10% disability established by physician $262 x 100 weeks) $5,874 $26,200 Medical Costs $38,000 With No Return-to-work Benefit Weekly Compensation Benefit (paid until maximum medical improvement is attained in this case 52 weeks) Total $70,074 $27,768 Permanent Disability $26,200 Vocational Temporary Disability $41,652 Placement and Training Cost $15,000 Medical Cost $38,000 (2007 Wisconsin benefit example) Total $148,620 This case demonstrates a significant savings to the employer of $78,546 by providing modified job duties for the injured worker. There are good reasons for an early return-to-work program. Recent national research has found that: If employers establish some type of proactive program early in the worker s recovery period, most will return to their original jobs. Most injured workers want to go back to work. It s often the delays and flaws in a disability benefit and rehabilitation system that may stifle their desire to work and create compensation dependency. 7

10 A formal return-to-work program can reduce lost workdays, reduce your claims costs and reduce costs associated with recruiting and training replacement workers. An effective return-to-work program with temporary modified duty jobs improves employee morale because it creates opportunities for injured employees to return to productive employment within the confines of their medical restrictions. It also helps employees maintain their earning capacity with additional wages to supplement workers compensation benefits. Your company will also enjoy the benefit of maintaining productivity with experienced workers, decreased expenses of recruiting or training replacement workers, and lower claims costs. The program must be designed, implemented and reviewed regularly with your injured employee, the health care practitioner, your Sentry safety consultant, claims representative, the department supervisor and you. When developing a return-to-work program: Assign the administration of the program to your workers compensation claims coordinator Develop a policy statement to show your support with the intent to provide reasonable accommodations for injured workers Establish clear objectives for the program and monitor its success. Include structured criteria for employee eligibility and related administrative details. Stay in close contact with treating physicians for any program modifications needed. Work with them to observe work requirements and quantify the employee s restrictions and capabilities. Emphasize what the worker can do. Prepare an outline of physical requirements necessary to perform the job. Refer to the section on job placement practices and how to prepare job descriptions for medical evaluations. This is important when matching the employee s ability with available jobs. Provide meaningful and productive work assignments. Employees assigned to nonproductive, unappealing jobs will quickly become bored and may refuse to participate in your program. Assign modified duty programs only to work-related injury cases. Including noninjured employees can quickly reduce the availability of accommodations. Don t place all modified duty jobs in one department. This creates anxiety and resentment toward those recovering and may result in an unwillingness to participate. Establish a pay rate that restores employees, as much as possible, to their preinjury physical capacity and earning status Establish location and/or department accountability for carrying out your mission. Involve supervisors in placing injured workers. Start employees on modified duty during midweek to allow for a short period of work acclimation followed by scheduled time off Avoid creating permanent modified duty assignments. Reevaluate the employee s recovery progress regularly. Establish a maximum period for reviewing physical limitations and capacities, then modify the work assignments as necessary. A day limit is often used. Keep management informed. Is the modified duty job working as planned? Note that this early return-to-work plan covers only temporary job restrictions. Review all permanent restriction situations with your Sentry claims representative. When permanent disability occurs, you must consider ADA (Americans with Disabilities Act) requirements for reasonable accommodation of permanently disabled workers. In these cases, we strongly advise that you seek professional legal counsel and contact your human resources department for technical assistance. Stay in touch with the health care practitioner, physician and insurance claims adjuster to monitor your employee s injury recovery. In some cases, providing the doctor with a revised job description may offer more work alternatives that match the employee s medical restrictions. Supervisors must also continue to monitor the situation to ensure that employees are not exceeding the limits of modified duty. Injured employees undergo many physical and psychological changes during their recovery period. Demonstrate your interest in their well-being and their employment in your company by implementing modified duty programs. 8

11 Formal return-to-work plans are key elements in controlling workers compensation costs. A well designed and administered program can decrease your workers compensation costs and can help to increase productivity. Employee Communications and Training Efforts to increase workplace safety, reduce accidents and control workers compensation claims costs are significantly more effective when you enlist employee support of these objectives. Here are some ideas that may work for you: Educate your supervisors and managers about injury reporting procedures and accident investigation follow-up. Encourage them to take actions to prevent recurrence of accident causes. Involve all employees in your safety program and in decision-making that affect safety in your organization Meet with your Sentry claims representative and safety consultant to evaluate and improve your safety and injury management programs Develop a policy for all supervisors and management that holds them accountable for active participation in the return-to-work program Regularly communicate procedural changes to your workers compensation claims coordinator and/or team to assure that appropriate care is provided to injured employees and that your present program is working effectively Delivering an effective workers compensation injury management program requires the understanding and cooperation of all affected persons, especially your employees. Regular, open communications and training will have a direct impact on the success of your program. Fighting Fraud Insurance fraud represents an expense of at least $87 billion a year to the insurance industry and the U.S. economy. But, we re working steadfastly to show fraud criminals that the promised land is not the penthouse but the jailhouse. And we ve made very good progress over the last decade. In fact, the Alliance of American Insurers estimates that the total amount the insurance industry spends trying to detect and deter insurance fraud is $650 million annually. Why is Insurance Fraud Such a Prevalent Problem? Insurance fraud is a difficult crime to prosecute. Even in contested claims, judges tend to award at least some benefits to claimants, unless there is overwhelming evidence to the contrary. American businesses, insurance companies, labor unions and government agencies must fight back against fraud. Otherwise, the workers compensation system, designed to protect honest workers, could perish. Four out of five insurance companies use internal fraud recognition training to detect fraudulent claims In 1993, less than a third of all states had fraud bureaus. Today, nearly all do. In 1993, less than half of all states had laws making insurance fraud a specific crime. Today, nearly all states have fraud laws on the books. According to the Coalition Against Insurance Fraud: Insurance fraud is the second most common white collar crime, behind tax evasion Since 2001, the number of insurance fraud cases for prosecution rose 6.5 percent Recognizing Fraud Although most workers compensation claims are legitimate, some are inflated or fraudulent. Here are some red flags which may point to possible fraud in a workers compensation claim. While the presence of these indicators may suggest possible fraud, it does not necessarily mean that fraud has been committed. To be sure, report your suspicions to your claims representative so a thorough and confidential investigation can take place. Insurance Fraud Red Flags Injured worker refuses medical treatment Injured worker took unexplained or excessive time off prior to injury Injured worker has a history of reporting subjective injuries Incident occurs late Friday afternoon or shortly after the employee reports to work on Monday Incident is unwitnessed Incident occurs outside normal work area Injured worker gives conflicting accounts about the incident After the incident, injured worker is difficult to reach by phone Rumors circulate through the workplace that the incident was not legitimate 9

12 What You Can Do As a business owner, you can have a direct and positive impact on your insurance costs by implementing strong measures to discourage and prevent fraudulent workers compensation claims. Here are some ways you can reduce the risk of workers compensation fraud in your operations: Encourage employees to inform you of hazardous or unsafe working conditions. Get them involved in your company s safety efforts. Require employees to promptly report any workplace injury Whenever an injury is claimed, whether legitimate or suspicious: Act immediately to document the incident If you suspect an employee has filed a fraudulent claim, report your suspicion to your claims representative and complete the necessary forms Interview the injured employee and all witnesses to the incident Make sure the employee is examined by a reputable medical practitioner, of your choosing if possible Support a quick return to work by the injured employee. Be willing to make modifications to ensure the returned worker is doing tasks that are meaningful and productive. Tell your employees that fraudulent workers compensation claims increase costs, reduce profitability and negatively impact their benefits, compensation and their job security. Inform employees that making a fraudulent workers compensation claim is a crime and that you will investigate and report all suspicious claims to authorities. Sentry is also using technology to stop insurance fraud. Through the use of computer networks, Sentry has integrated fraud detection measures into claims adjusting procedures. Sentry also shares information with external database sources to detect claims discrepancies or suspicious claims patterns. To further combat insurance fraud, Sentry utilizes a Special Investigation Unit that is located throughout the United States. This team of investigators is dedicated to deter, detect and investigate insurance fraud, whenever it is suspected. Sentry s Special Investigation Unit: Includes investigators that are dedicated to uncovering organized activity by claimants, providers or legal professionals Has access to millions of public records and sophisticated tools that recognize potentially fraudulent activity based on patterns that otherwise would be difficult to detect Sentry s Special Investigation Unit team members: Have extensive backgrounds in law enforcement and claims Receive ongoing training and stay current on the latest fraud scams Are provided with ethical and strict guidelines for collecting evidence Suspected fraudulent activity can be reported 24 hours-a-day, seven days-a-week, by calling Sentry at What Sentry is Doing to Combat Fraudulent Claims When claims aren t filed promptly, the potential for fraudulent claims and litigation increase. Sentry has taken steps to expedite the reporting of workplace accidents. For example, Sentry offers 24-hour claims service and encourages customers to immediately report accidents any hour of any day. As soon as an accident is reported, a local Sentry claims representative begins an investigation and generates reports required by the state. Prompt reporting of workplace accidents combined with fast, responsive claims service prevents the loss of critical evidence, allows for early medical intervention and can stop many fraudulent claims before they are filed. 10

13 For More Information At Sentry, we re committed to working in partnership with you to protect your business by eliminating loss-producing situations and controlling accidents. For additional assistance, contact Sentry s Safety Services Department at For a list of additional safety publications available from Sentry, visit our website at sentry.com. This document is made available by Sentry Insurance a Mutual Company and its subsidiaries and affiliates (collectively SIAMCO ) with the understanding that SIAMCO is not engaged in the practice of law, nor is it rendering legal advice. The information contained in this document is of a general nature and is not intended to address the circumstances of any particular individual or entity. Legal obligations may vary by state and locality. No one should act on the information contained in this document without legal advice from competent and licensed local professionals. THE INFORMATION CONTAINED IN THIS DOCUMENT IS DISTRIBUTED BY SIAMCO AS-IS, WITHOUT ANY WARRANTIES. SIAMCO WILL HAVE NO LIABILITY TO ANY PERSON OR ENTITY WITH RESPECT TO ANY LOSSES OR DAMAGES CAUSED, OR ALLEGED TO HAVE BEEN CAUSED, DIRECTLY OR INDIRECTLY BY THIS DOCUMENT, REGARDLESS OF WHETHER SUCH CLAIM IS BASED ON CONTRACT, WARRANTY, TORT (INCLUDING NEGLIGENCE AND FOR PROPERTY DAMAGE AND DEATH) OR OTHER GROUNDS. 11

14 1800 North Point Drive Stevens Point, WI Toll free: Ext sentry.com About Our Corporate Symbol Captain John Parker who led the colonists in the first battle of the American Revolution in Lexington, Massachusetts is the proud symbol of the Sentry Insurance Group. Captain Parker represents Sentry s powerful promise of STRENGTH PROTECTION VIGILANCE Property and casualty coverages and safety services are underwritten, issued and/or administered by a member of the Sentry Insurance Group, Stevens Point, WI. For a complete listing of companies, visit sentry.com. Policies, coverages, benefits and discounts are not available in all states. See policy for complete coverage details /01/11