NOTES FROM NATIONAL INTERSTATE INSURANCE F O R O U R P A R T N E R S I N R I S K
2016 ISSUE 1
NOTES FROM NATIONAL INTERSTATE INSURANCE F O R O U R P A R T N E R S I N R I S K
I N J U R Y & F R A U DI T E Q U A L S T I M E A N D M O N E Y
A THING CALLED RISKI T C A N B E T O YO U R A D VA N TA G E
ALL IN THE DRIVINGCOMPARE DISTRACTED TO DEFENSIVE
W I N T E R S A F E T YTIPS TO STAY SAFE ON THE OPEN ROAD
Subscriptions:Extra Mile magazine is a free, quarterly publication offered by National Interstate Insurance Company in support of its customers. To subscribe, call 800-929-1500 or email [email protected].
Publisher:Established in 1989, National Interstate Insurance is one of the leading specialty property and casualty insurance companies in the country. Offering more than 30 different insurance products, including traditional insurance, innovative alternative risk transfer (ART) programs for commercial companies and insurance for specialty vehicle owners. Its customized solutions are made possible by its talented and dedicated team members. National Interstate employs over 650 employees in offices in Northeast Ohio, HI, and MO.
© 2015 National Interstate Insurance Company
Editorial Contributors:Gayle BentkowskiTony MercurioChris MikolayKate Mitchell Adam ReddLisa SauroPaul StockAlecia SweeneySteve Winborn
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C o n t e n t s2016 ISSUE 1
President’s LetterA word from Tony Mercurio
Turn Risk Into a Competitive Advantage
by Chris Mikolay
A Claims Organization Built Around Youby Steve Winborn
A Profile In Safety:His name is Pete Fioretti and
he’s putting his company on the map for al l the r ight reasons
Injury, Fraud, Time, & MoneyA conversation with a National Interstate senior claims examiner
Defensive Driving vs. Distracted DrivingA look at the numbers and how you can use them to drive safer
Winter Driving SafetyWays to mitigate your riskin inclement weather
vs. Distracted Driving
It is with great pleasure that I bring you this first issue of Extra Mile, our new quarterly magazine developed exclusively for National Interstate’s partners. In addition to risk management best practices and claims case studies, you will be seeing customer interviews, information on new and enhanced products and services, and other subjects we hope will support your company’s initiatives and help move your organization forward.
We would love your input on Extra Mile so we can make it the best tool possible for all our customers. I welcome and encourage you to direct your comments and suggestions to Gayle Bentkowski in our Media Relations department at [email protected].
2015 has been another busy year at National Interstate. On the product front, we continue to grow in our various wheels-based niches while expanding our alternative risk transfer, or captive, programs – which now represent over half of our business. We launched two new captives: WasteCap, designed for best-in-class waste operation companies and MEDIC™, created specifically for for-profit ambulance operators. These are just some of the ways we have been building our portfolio and bringing new products to underserved markets.
In August, we were very proud to be named as the Insurance Company of the Year by Captive Review magazine. And National Interstate was also once again recognized by Forbes as one of America’s 50 Most Trustworthy Financial Companies. We were honored to receive these prestigious awards, and we realize they would not have been possible without the dedicated efforts of our employees, as well as the support of all our customers and distribution partners, like you.
In closing, I would like to say thank you for being a National Interstate customer – we truly appreciate your business and our ongoing relationship. We hope that you enjoy this first issue of Extra Mile and find it to be a valuable resource.
From everyone at National Interstate, best wishes to you, your employees and your families for a wonderful holiday season and a happy and safe New Year.
Tony Mercurio President & Chief Operating Officer
TO N Y M E RC U R I O
President’s Letter
THE CL AIM
The insured employee, a bus aide, reported injuries to her left knee and both arms after an altercation with a child on the bus. During the subsequent investigation, she also claimed a back injury, which was not previously reported. Lisa soon uncovered information that raised several red flags. There were pre-existing conditions, past claims and – potentially – fraud.
DID ANY THING LOOK ODD WHEN THIS CL AIM WAS REPORTED? IF SO , HOW DID YOU PROCEED?
The employee claimed she was kicked repeatedly by the child, reporting injuries to her left knee and arm, as well as her right shoulder and hand. Ten days later, she claimed that her back was also injured in the incident, although this was not part of her original claim.
We requested a report which detailed several claims she had filed in the past involving many of the same body parts as this new claim.
HOW DID YOU L IMIT THE ADDIT IONAL INJURIES SHE WAS TRYING TO CL AIM?
In this case, we subpoenaed her medical records from prior treating physicians. The records confirmed a long history of neck, back and left knee treatment. We were already questioning the causal relationship between her reported injuries, especially since the child involved was only four feet tall and 65 lbs. So we decided to obtain an independent medical exam, which showed that all of the insured’s back symptoms were pre-existing.
HOW DID YOU HANDLE THE ALLEGED KNEE INJURY?
Since the employee was initially diagnosed with just a bruise on her knee, we were concerned when a request for surgery came forward. The state in which the claim occurred has medical treatment guidelines that physicians should follow to ensure treatment plans are appropriate. We requested a peer review to have another physician analyze the medical records. Surgery was found to be inappropriate for this claim because she already had advanced, pre-existing arthritis in her knee. The peer review allowed us to deny the knee surgery.
A CONVERSATION WITH NATIONAL INTERSTATE SENIOR CLAIMS EXAMINER, LISA SAURO.
W hen Lisa Sauro begins work on a new workers’ compensation case, she never takes things at face value. As National Interstate’s Senior Workers’ Compensation Claims
Adjuster in New York, her years of experience and naturally inquisitive nature tell her to dig deeper. This practice has served her well in navigating the often turbulent waters of workers’ comp claims. And it has helped National Interstate and its customers realize significant savings in claim costs and related expenses.
We recently sat down with Lisa to talk about how she handled one of her most memorable and challenging claims.
WITH SO MANY FACETS TO TH IS CL AIM, WHAT D IRECT ION WAS G IVEN TO DEFENSE COUNSEL FOR THE HEARING?
Good communication between the insured, the carrier and defense counsel is very important in any case. Prior to the hearing, we had a conference call with defense counsel to discuss strategy and make sure they were aware of all the medical issues we found in our investigation. We agreed to require the employee to testify at the hearing, and we gathered medical testimony addressing her alleged injuries, including the late reporting of her back injury.
HER ALLEGED BACK INJURY ENDED UP PL AYING A B IG ROLE IN THE HEARING.
When the employee testified, she misrepresented the extent of her prior back treatment. This allowed us to introduce a fraud defense, which we immediately raised.
Lisa’s diligent efforts helped resolve the claim at the lowest probable cost, in a relatively short amount of time – and claims like this can be extremely time consuming. This case spanned 16 months from open to close, but it could have taken much longer. And as the old saying goes, “time is money.”
WITHOUT THE ADDIT IONAL FRAUD DEFENSE , WHAT WAS THE L IKELY OUTCOME OF THE BACK INJURY CL AIM?
It was estimated that there was only a 50% chance that we would have succeeded in denying the back injury. Had we not done our due diligence in investigating, the employee could have argued that despite her pre-existing conditions, this work incident further aggravated her injuries.
WHAT WAS OUR POTENTIAL EXPOSURE HAD WE NOT RESOLVED THE CL AIM V IA SETTLEMENT?
A fraud finding is difficult to obtain in certain states, and even when it is obtained, it only eliminates the employee’s future indemnity payments – medical conditions would remain open for life.
So, if we had been unable to settle and her back became an accepted body part, following medical treatment she would have been assigned a permanent partial classification for her impairment and/or loss of wage earning capacity. She would have been entitled to receive a portion of her weekly pay for several years, or a total of over $50,000. Plus, medical treatment for life, which could have easily exceeded $100,000 or more.
Lisa Sauro has 22 years of workers’ compensation claims experience. Prior to joining National Interstate, she spent 12 years as a workers’ comp Senior Hearing Representative, negotiating claims and representing carriers and employers before New York workers’ compensation law judges. She holds a Bachelor of Science degree from the Newhouse School at Syracuse University, and has an Associate in Risk Management designation.
L ISA SAURO
F ounded in 1952, Island Transportation Corporation had a humble start: just one customer and two used tractor-trailers. Today the company is thriving as one of the nation’s largest bulk carriers, serving a majority of the leading oil companies
in the northeast and hauling a billion gallons annually. Headquartered in West Babylon, New York, Island employs over 300 people at their operations in New York City, Long Island, New Jersey and Connecticut.
In addition to winning numerous industry and safety awards throughout the years, Island was recently honored with the Marathon Speedway “2015 East Coast Carrier of the Year” award.
We recently spoke to Island’s President, Pete Fioretti, to learn more about their safety program and what it takes to run a best-in-class fleet.
DOES ISLAND HAVE ANY UNIQUE APPROACHES TO SAFETY THAT YOU BELIEVE MAKE YOU A BETTER OPERATOR?
The most important thing is having a safety commitment that comes from the top down. You absolutely need that. When talking with my managers, dispatchers and drivers I focus on operating safely, doing the right thing, and following the rules. I always say “safety is our license to operate.” If we are not a safe carrier we will not be able to operate.
DO YOU USE INCENTIVES TO PROMOTE A CULTURE OF SAFETY?
I do believe in incentives, and one of our most successful was going from a per-load pay to an hourly pay. We did this strictly to recommit
ourselves to safety and be able to do a better job. We realized that with trip pay, you inadvertently give the driver an incentive to rush – it’s all about turning loads and doing it quickly instead of focusing on following the rules and operating safely.
Another change was moving from a monthly to a weekly bonus plan. Monthly bonuses actually ended up being a disincentive. A driver would work hard for 29 days and then have an incident at the end of the month and lose bonus money. And having an issue at the beginning of the month promoted the mentality of “why come to work for the rest of the month?” So we implemented a weekly bonus, and we feel we get the best return on that. It’s immediate and it gets the driver’s attention, but it’s not punitive and it’s not lasting.
Whenever I discuss our bonus program with a driver I always say, “it’s not that I want your money – I want your attention. You don’t want to lose your bonus, and I don’t want to pay a claim!” Everyone has skin in the game and we share a common goal.
WHAT ROLE DOES TECHNOLOGY PLAY IN YOUR SAFETY OBJECTIVES?
We recently installed DriveCam®, an onboard camera system which has been a major improvement to our safety program. Before we had this technology, we hired people to follow our trucks on the highway to observe driving behavior and give us feedback. DriveCam® has helped tremendously because we get immediate, daily feedback, allowing us to take action, train and coach as needed.
CAN YOU GIVE US AN EXAMPLE OF HOW DRIVECAM® HAS HELPED MINIMIZE CLAIMS COSTS OR DELIVERED OTHER BENEFITS?
Especially in the city, we’ve experienced merging accidents that ended up being a “he-said, she-said” situation. Fortunately, these were mainly smaller claims, and we could go to the video to see what actually happened.
We did have a larger claim that involved a driver who definitely wasn’t paying attention. He was at fault, and we terminated him. We had another accident where, based on the initial investigation, it looked like our driver was at fault. But looking at the video you could see there was another car involved. Our driver made an evasive move, he was paying attention, and his speed was right. Having the DriveCam® footage showed that everything was handled correctly, and we ended up keeping a very good driver.
IN THAT CASE THE DRIVER WAS HAPPY THE CAMERA WAS THERE. DO ANY DRIVERS RESIST THE CAMERAS? AND HOW DO YOU HANDLE THAT, ESPECIALLY BEING A UNION SHOP?
Probably twenty percent of our drivers have an issue with the camera that films the inside of the cab. Some do things to block the camera, and we point out that’s not going to help them if they are involved in an accident that’s not their fault.
With regards to the union, before we even approached them, we introduced the technology at our annual Driver Training Dinner. I explained that the goal was to improve driving skills, use it as a coaching tool, and make our drivers aware of things on the road they might not be aware of. We also stressed that the video footage is there to protect and validate the driver in case of an accident. By getting that buy-in ahead of time, it was much easier to handle the implementation and any union complaints, since many drivers were already on board.
IN ADDITION TO TECHNOLOGY, ARE THERE OTHER SPECIFIC SAFETY TECHNIQUES YOU HAVE FOUND TO BE SUCCESSFUL?
We train our drivers properly, and when they get certified they know what to do. But the big question is what a driver does when he’s out on his own. We used to do a lot of on-roads, but when a safety supervisor is sitting next to you, you follow the rules. So we implemented unannounced observations. With this approach we can
see everything from a driver getting out of a cab using the three-point stance, to someone lifting a hose over his head – which we train not to do. We approach the driver onsite and provide feedback. We don’t use unannounced observations as a form of discipline. We will put a driver back on rotation and if they continue to do something incorrectly, we deal with it. Good drivers are hard to find. Our goal is to promote an atmosphere of safety and make people aware of their actions, not to make it negative and have drivers think we’re looking for them to do something wrong.
ARE THERE DIFFERENCES IN HOW YOU APPROACH SAFETY IN NEW YORK VERSUS YOUR OPERATIONS IN NEW JERSEY OR CONNECTICUT?
We do a lot more miles and highway driving in Connecticut and New Jersey, at much higher speeds. In New York City and Long Island, we have specialty equipment that doesn’t leave the area. In New York City we have smaller trucks that stay in the five boroughs. On Long Island we have much bigger trucks because we have a divisible weight permit that allows us to haul up to 12,000 gallons.
To improve safety in New York City and Long Island, we made a commitment to go to automatic transmissions. Because of the congestion and the traffic, it’s too dangerous for drivers to keep shifting. In Connecticut and New Jersey we didn’t feel that was as big of a factor, so we let the drivers decide what they wanted.
Miles driven is also a big difference. In Connecticut and New Jersey we average over 100,000 miles per truck, whereas in New York City we average 30,000 and in Long Island, around 65,000. Our New York drivers are working the same number of hours, they just aren’t doing as many miles.
WHAT ADVICE YOU WOULD GIVE OTHER CARRIERS TO HELP THEM BECOME SAFER?
I had an opportunity to talk with a group of 20 carriers who were underperforming safety-wise, and they all had one common denominator: They were not engaged in their business. For me, the
biggest thing is that you have to be involved, you have to be engaged, and you have to lead by example. Everybody who works for me knows I believe in what we’re doing and that safety is our number one priority. Many of those underperforming carriers had safety procedures and policies in place and were doing all the right things, but they were not committed and didn’t believe in their mission. Your employees can tell if you’re not engaged. I probably spend more of my time with that end of the business than I do with operations.
Another major factor is driver training. Two years ago, we moved our training from New Jersey to New York. This really helps me since I can go to every class and meet every driver we hire.
WHAT DO YOU TELL NEW DRIVERS?
I basically tell them our philosophy about making safety first, and I go over our bonus program and why we do it. I talk about our common goals, our training and the importance of following the rules. I tell them I’ll never have them take an unsafe truck out, I’ll pay them every
week and I’ll give them a full day’s worth of work. They have to come to
work on time and they have to follow their training. That’s probably the biggest thing that I stress. So when I’ve got a new driver who goes out there and takes a short cut and I hear about it, I know that I personally told them what is expected. I explain that if you make mistakes we’ll retrain you and go on. A mistake we can deal with. We will work with you to make you a better driver. But when you make
a choice not to follow your training, we have a problem. That’s one of my big speeches – the difference between making a mistake and making a choice.
HOW DID YOUR WIFE AND YOUR TWO OLDEST SONS COME TO WORK FOR ISLAND?
Back in the early ‘90s we were having some financial difficulties, so my wife, Rosanne, who has an MBA in finance, stepped in to help us get the company back on track. She was never planning to work in the business full time, but she became so valuable that we drafted her.
We worked together while the kids were growing up, and at dinner all we talked about was work. Our sons Brian and Michael grew up with this, and ended up learning a lot about the business. When it was time for them to head off to college, we weren’t sure how viable the business was since we were going through a lot of changes and financial issues. I was groomed for the business by my father since I was eleven, but we wanted to give our sons the opportunity to find their own passions in life. They ended up at New England colleges pursuing accounting and finance, and both got master’s degrees. Brian’s specialty was tax and Michael’s was auditing, and they both landed jobs with a big-four accounting firm.
About three years later they each starting looking to make a move. Michael was receiving offers from hedge funds that he was auditing, and Brian was exploring mergers and acquisitions. At this point, our company was stabilized and we were ready to buy a terminal in Brooklyn, making a substantial investment. Before we decided to get
back into debt, we offered the boys the opportunity to work for us, and both said yes.
I think it was great that they had the experience of working for a larger company and having successful careers. They were a little older when they came here, and they brought a lot to the table. It was better than if they grew up in the business and didn’t know anything else.
WHAT ARE THE CHALLENGES OF BRINGING A SON OR A DAUGHTER INTO THE BUSINESS, AND HOW CAN YOU OVERCOME THEM?
You know, it’s hard enough to work for your father, so I feel sorry that my kids have to work for their father and their mother! If you are thinking about bringing your children into the business, you have to be able to treat them as equals – which can be hard to do since you will always be their parent.
I had the benefit of working for my father, so when our kids came into the business I could empathize with them and I think that’s important. While he didn’t mean any malice, my father used to tell me not only what to do, but how to do it. But I didn’t have his experience and I wasn’t him, so that was frustrating. I would argue, “don’t tell me how to do it, tell me what you want to accomplish.” And that’s probably the biggest thing I try to do with my sons. Sometimes they do things differently than I would, but they have to find their own way and have their own voice. So we talk about what we want to accomplish and then I let them do it, I don’t tell them how to do it. I find it’s better to focus on the results.
Pete Fioretti with his sons, Brian (left) and Michael (right).
In speaking with hundreds of transportation company executives through the years, I’ve noticed two distinctly different mentalities when it comes to insurance coverage: Some buy insurance, others manage risk.
There is a world of difference.
To illustrate, consider two fictitious fleets - Carl’s Coach and Dan’s Delivery. Both are experienced operations. Both face myriad challenges trying to run a profitable company in an ever-changing transportation industry.
And then there’s the question of insurance.
Carl likens insurance premiums to fuel costs. He may look for the lowest price, but he basically views insurance as a commodity beyond his control. He also believes accidents are more or less random occurrences. And losses? Just a cost of doing business.
As you might expect, Carl’s annual insurance renewal is one of the most stressful parts of his job.
Dan’s Delivery, by contrast, decided to take control over their risk. They took steps to reduce accidents and Worker’s Compensation claims – such as using electronic onboard video cameras and pre-hire physical abilities testing – which greatly improved their CSA scores and reduced workers’ compensation claims frequency. Dan also challenged his insurance broker to help him control losses and fight claims more aggressively.
These efforts not only helped Dan’s Delivery drive down their total cost of risk, they successfully turned that risk into a competitive advantage. The company is now positioned to thrive in the future, while companies who leave risk management to chance will continue to struggle.
A disciplined, proactive approach to embracing risk is not just for made up companies in a magazine article. It’s a proven strategy that today’s fleet owners need to seriously consider in order to stay successful.
It may require a bit of vision and support from senior management, but turning risk into a competitive advantage is entirely possible. Here are a few steps many successful fleet owners have taken to make it happen:
➼ Control workers’ compensation costs with a comprehensive return-to-work program. It’s a win-win for the company and the injured employee. Challenge your broker and insurance carrier to design and implement the program if need be.
➼ Avoid “hiring” workers’ compensation claims. Use pre-hire physical abilities tests, which have been shown to dramatically reduce claims.
➼ Use onboard video systems. They typically pay for themselves in relatively short time thanks to fewer accidents, less vehicle wear and tear, and improved fuel economy. They also provide an irrefutable witness in the event of an accident.
➼ Take calculated risks. Analyze various loss-sensitive risk financing options, including captives, risk retention groups and large deductibles. Periodically review multiple solutions with an insurance broker who has in-depth knowledge of these programs.
➼ Take the long view when choosing insurance. Determine the most efficient way to finance risk over a three- to five-year period. A short-term insurance buying decision often leads to large collateral burdens, poor claims outcomes and sudden premium increases at renewal.
➼ Maximize your insurance carrier’s loss-control services. Many fleets are not aware of the innovative loss-control programs available. Worse yet, some view loss-control visits as a nuisance. The most successful fleets have learned to take advantage of the services provided by their insurance carrier.
Vice President, National Accounts
CH R I S M I KO L AY
Turn Risk Into A Competitive Advantage
It goes without saying that most commercial vehicle operators do everything they can to stay safe on the roadways. After all, their jobs require it, as do their commercial driver’s licenses. However, many of the other drivers out there don’t necessarily practice the
same good driving habits the professionals do.
In fact, a recent analysis of crashes between passenger vehicles and commercial motor vehicles found passenger vehicles to be the contributing factor in nearly 83% of all incidents (FMCSA Federal Motor Carrier Safety Administration).
Many of these accidents are caused by merging or lane-changing incidents, 90% of which are caused by the passenger vehicle. And a full 75% of those incidents are attributable to driver error.
By far the biggest form of driver error today is what’s known as “distracted driving.” Using a cell phone, texting and eating while behind the wheel are all common forms of distracted driving. (See the sidebar graphic for distracted driving stats.)
With distracted driving becoming so prevalent, commercial vehicle drivers need to be skilled in defensive driving techniques. Almost the exact opposite of distracted driving, defensive driving can help protect you against the careless behavior of others.
VS
The percentage of teens who say they have been a passenger in a car whose driver used a cell phone in a way that put them in danger.
The probability that a motor vehicle crash involved a cell phone.
The percentage of U.S. drivers ages 18 to 64 who reported reading or writing text messages while driving in the previous month.
Number of seconds a driver can safely glance away from the road while operating a motor vehicle.
Number of states (plus Puerto Rico, Guam and the U.S. Virgin Islands) where texting is banned for all drivers, regardless of age.
Number of Americans killed every day from motor vehicle accidents that involved distracted driving,
such as using a cell phone, texting or eating.
Number of motor vehicle crashes in 2013 that involved texting.
How much using a cell phone while driving increases the risk of a crash.
Number of seconds drivers take their eyes off the road to send a text message, on average
Age group most likely to send a text or email message while driving
4O%
4X
1 IN 4
21-24
twofive
NINE
33%
46
A FEW BASIC DEFENSIVE DRIVING TIPS CAN GO A LONG WAY TOWARDS AVOIDING AN INCIDENT:
Slow down in adverse road or weather conditions. A recent study found that 23% of large truck crashes involved vehicles traveling too fast for road conditions. According to the Fatality Analysis Reporting System, 25% of speed-related crashes happen in adverse weather. As a rule of thumb, reduce your speed by 1/3 on wet roads and by 1/2 or more on snow or ice. When conditions are too hazardous, pull over and wait it out (FMCSA Large Truck Crash Causation Study).
Enter a curve slowly. With their high center of gravity, large commercial vehicles are vulnerable to roll over in curves. Slow down before entering curves – and entrance/exit ramps. Keep in mind, speed limits for curves and ramps were designed for passenger vehicles, not CMVs.
Look far enough ahead. The general rule is to look at least 15 seconds ahead. That equates to about a quarter mile and allows enough time to slow down or react to an upcoming dangerous situation.
Slow down in construction zones. A 2006 study of construction zone fatalities found that nearly 1/4 involved larger vehicles. Obey any special speed limit and lane designation signs while maintaining a safe following distance. Do not change lanes or pass other motorists.
Be aware of your “No-Zones.” These are your blind spots, and most passenger vehicle drivers are not aware of them. In fact, about 1/3 of crashes with passenger vehicles happen within these zones. Before changing lanes, signal early and make sure your no zones are clear.
Practice good scanning habits. Scanning for hazards keeps you ready to execute safe evasive actions. Scan your driving environment, recognize the hazards, determine what action to take, and execute your actions carefully.
These are just a few of the many defensive driving tactics CMV operators can use to defend against distracted drivers. With a little preparedness and a healthy dose of precaution, we can all make the roads a little safer for everyone.
– Huffington Post
Let me introduce myself and tell you about a few exciting changes taking place in my department. As National Interstate’s VP of Corporate Claims, I’m coming into my new role with 24 years of experience in insurance, transportation and law. Most recently I served as VP of Operations at Vanliner Insurance Company, National Interstate’s moving and storage subsidiary, where I had previously held officer and senior management roles in Claims and Risk Management in addition to managing a nationwide, full-service insurance agency.
Before joining Vanliner, I served as an insurance defense litigator at Evans & Dixon and held a variety of managerial and legal roles at UniGroup and its two leading household goods carriers, United Van Lines and Mayflower Transit.
I have had the pleasure of presenting at numerous industry events, including the ABA Transportation MegaConference and ACI’s National Forum on Defending & Managing Trucking Litigation. Recently, I’ve co-authored articles on catastrophic accident response for Direction magazine and the Trucking Industry Defense Association.
Today, I lead all six Claim Divisions across the National Interstate companies. In order to further sharpen our focus on customers and enhance our service, we have recently reorganized our divisions department by product line: Passenger Transportation, Truck & Environmental, Specialty
Products, National Accounts, Workers Compensation and Moving & Storage. This new structure allows for greater efficiency, quality and consistency, and creates an environment for building an even deeper understanding of our customers’ challenges and business needs.
Along with our colleagues in Product Management and Risk Management, our Claim Teams are committed to working with customers to proactively minimize their risk. We’re focused on keeping the lines of communication open so if a claim occurs, our clients can count on an optimal resolution, handled by a representative who is a true product line expert.
I would like to let all National Interstate customers know that my staff and I have built our new claims organization around you, and look forward to working with you to provide world-class claim service – and not just when a claim occurs. The best claim, after all, is one that never happens in the first place.
Steve and his wife Kathleen celebrated their 25th Anniversary in August. Kathleen is a Cardiology Nurse who was awarded the 2012 Excellence in Cardiovascular Nursing award from St. Louis Magazine. They have two daughters, Megan and Emily. Having grown up in St. Louis, the Winborns are avid Cardinals fans and also enjoy snow skiing and international travel.
Vice President of Corporate Claims
ST E V E W I N B O R N
A Claims Organization Built Around You
Steve with some of the members of his management team. From left to right: Randy Metzger, Director, Trucking and Environmental Claims Division; Daniel Russo, Assistant Vice President, Workers’ Compensation; Jennifer Bodkin, Director, National Accounts Claims Division; Steve Winborn, Vice President of Corporate Claims; Bill Riley, Director, Passenger Transportation Claims Division; Phyllis Planisek, Director, Specialty Products Division; and Andrew Isakoff, Esq., Director of Claims Services
➼ Increase following distance while driving in potentially hazardous conditions
➼ Be more attentive when initially starting to move your vehicle, as this can help prevent skids and slipping when in snow or slush
➼ Make sure all vehicles are equipped with a snow brush, scraper, small snow shovel
➼ Ensure your drivers are using weather appropriate clothing and equipment, and make sure they have extra clothes and food in case of an emergency
➼ Watch out for bridges and other dangerous areas where ice can form
➼ For safe entry and exit to and from your vehicle, always use the 3-points-of-contact rule and try to keep the steps and handles of your vehicle as clean and dry as possible
➼ Visibility is always a concern when driving during snowy and other conditions, so be sure to have proper working headlights, taillights and signal lights
➼ Always try to plan your route ahead of time, and figure out any potential stopping points along the route if adverse weather should be encountered
It’s also important that all your vehicles are properly maintained and preventative maintenance is done to extend the life of your fleet. Here are some helpful tips:
➼ Check with your vehicle manufacturer to see if a different type of oil is needed for cold weather conditions
➼ Keep vehicle exteriors clean to prevent body rust from salt
➼ Constantly check your tire pressure because cold weather can cause them to deflate, and make sure all tires have good tread
Winter driving conditions are never ideal and always require additional effort during the pre-trip inspection, as well as extra measures while driving. Always play it safe and use extreme caution when driving in adverse wintery conditions.
SAFETYW I N T E R D R I V I N G
W intery conditions have an adverse impact on drivers and their ability to safely operate a commercial vehicle. Icy conditions, unplowed roads, extreme colds, and heavy snow fall are only some of what can occur during the winter months that can pose a danger to your
drivers and your fleet. The FMCSA sites that snow and sleet account for 32% of all weather-related crashes. However, these risks can be mitigated and avoided by taking proper precautionary measures:
3250 Interstate DriveRichfield, Ohio 44286
The best path through life is the highway.
- Henri Frederic Amiel
