A British scaffolder severely disabled following a workplace accident received a substantial sum in compensation after help from his trade union.
According to Thompsons Solicitors, the 35-year-old worker spent four years in a hospital after suffering serious brain damage in an accident while working for Powertherm Access Services. The employer eventually settled the claim out of court almost five years after the man dropped 20 feet when a scaffolding gantry, designed to hold weights of up to a ton, collapsed with just him on it. WCxKit
The platform had reportedly been built using the wrong type of bolts and the bolts failed when the worker stood on it causing him catastrophic injuries and his family was initially told he would not survive.
Despite making considerable improvements the man is still severely disabled. His brain injury affected his ability to walk, talk and use his upper limbs. However he has made significant improvements and is now able to walk with assistance, talk and has use of his upper limbs.
Following his accident his mother contacted his trade union, Unite, which instructed its lawyers Thompsons Solicitors to pursue a claim for compensation. Thompsons was able to secure several interim payments from Powertherm Access Services before settling the claim out of court. (WCxKit)
Powertherm is now trying to recover those costs from Belgian contractor Montage Vermeesen who was responsible for building the platform.
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Author Robert Elliott, executive vice president, Amaxx Risks Solutions, Inc. has worked successfully for 20 years with many industries to reduce Workers’ Compensation costs, including airlines, healthcare, printing/publishing, pharmaceuticals, retail, hospitality and manufacturing. Contact: Info@ReduceYourWorkersComp.com or 860-553-6604.
©2010 Amaxx Risk Solutions, Inc. All rights reserved under International Copyright Law. If you would like permission to reprint this material, contact Info@ReduceYourWorkersComp.com
Who Should Settle the Claim?
For most routine workers' compensation claims, the adjuster negotiates the settlement with the claimant. Sometimes your workers' compensation coordinator or your in-house counsel needs to be involved in the settlement negotiations, especially if it appears the adjuster no longer has control of the claim. One large retailer has a representative attend every settlement conference and takes an active role in the settlement negotiations (with the permission of their carrier).
This is a very effective approach. In fact, the most pro-active approach I've seen recently is the risk manager attending every settlement conference, coming readying to settle the case. He gained cooperation of the insurance company as he initiated the approach, and he now attends the conferences rather than an insurance company representative. His company has a very large deductible and all claims are within that deductible, so essentially it's the company's money.
Sometimes it is not additional money needed to settle the claim, but the alleviation of the employee's fears about what the job future with your company will be after the claim is settled. This is an ideal situation for the employer to be involved in the negotiations. The employer can advise whether or not the necessary accommodation to modify a job to fit the employee's permanent disability restrictions can be accomplished. When the employer takes an active role in discussing the employee's return to work, the benefits portion of the negotiations is easier to conclude.
Remember: There are ADA Considerations when an employee has permanent medical restrictions, so make sure to discuss this with your corporate legal counsel.
In the very large dollar litigated claims with multiple issues in contention, it is almost always best for the experienced defense attorney to negotiate the settlement, rather than for the adjuster or the employer to be involved in the settlement discussion. Of course, prior to your office extending any settlement authority to your defense counsel, you need a detailed report from the defense counsel outlining reasons for the settlement recommendations being made.
The Right Time to Settle
There is an old adage in the insurance business-the longer the claim is open, the more it costs.
In the states where the employer controls the doctor treating the employee, the optimum time to settle the claim is immediately after the employee has reached MMI (Link to definitions) and the doctor gives the employee the disability rating. In the states where the employee is treated by a personal doctor, the settlement negotiations begin immediately upon receipt of the IME disability rating.
If the claim is being litigated, the financial optimum time to settle the claim is when the further cost of defending the claim exceeds the additional amount necessary to meet the plaintiff attorney's demand.
Occasionally, an employee, due to financial reasons or other personal reasons, will be anxious to settle the claim. If a low offer of settlement is received, compared to what could possibly be pain on the claim at a later date, the adjuster should immediately draw up the necessary releases and other documents to meet state requirements. If the state requires the approval of the administrative law judge or the workers' compensation board, the completed documents is submitted to obtain the necessary state approval.
When the adjuster has done a thorough investigation, verified the "specials" (incurred medical, estimated future medical, incurred indemnity benefits, estimated future indemnity benefits and permanent partial or permanent total disability benefits), completely and kept your company informed of the claim status through documented file notes and in-depth Action Plans, your company should be ready to settle when the adjuster is ready to conclude the claim. If the adjuster wants to settle and your company is not to ready to settle, then it is usually because the adjuster has not properly documented the file as to why the settlement is appropriate at this time.
What To Do If Your Insurance Company Wants to Settle But You Don't
When there is a discrepancy between when your company wants to settle the claim and when the adjuster wants to settle the claim, discuss the reasons for the differences in opinion. Usually a discussion resolves the issue(s) causing disagreement. If the workers' compensation coordinator and the adjuster cannot come to an agreement, remember – it is your money and your decision to make except in those few states not allowing employer input. (workersxzcompxzkit)
Let your insurance broker know about the issue(s) so it can be determine if any program changes are needed. If your workers' compensation coordinator and adjuster frequently disagree on whether or not to settle a claim, then it is time to get a new adjuster on your program because your philosophy on claim settlement is not being respected.
Author Rebecca Shafer, President, Amaxx Risks Solutions, Inc. has worked successfully for 20 years with many industries to reduce Workers’ Compensation costs, including airlines, healthcare, manufacturing, printing/publishing, pharmaceuticals, retail, hospitality and manufacturing. Contact: RShafer@ReduceYourWorkersComp.com or 860-553-6604.
Work Comp Calculator: http://www.reduceyourworkerscomp.com/calculator.php
Light Duty Calculator: http://www.reduceyourworkerscomp.com/transitional-duty-cost-calculator.php
Do not use this information without independent verification. All state laws vary. You should consult with your insurance broker or agent about workers' comp issues.
©2010 Amaxx Risk Solutions, Inc. All rights reserved under International Copyright Law. If you would like permission to reprint this material, contact Info@ReduceYourWorkersComp.com
A series of guidelines designed to prevent and reduce cases of third-party violence and harassment in the workplace are endorsed by trade union organizations to help businesses, workers and union representatives implement these policies. The unions represented are public services, education, and services. Employer organizations represent hospitals, towns and regions, education and private security.
5 Areas of Consideration
1. Varied violence. Such type of violence and harassment can take different forms, according to the social partners: physical, psychological, verbal or sexual, originate from an individual or a group, be a one-off incident or systematic, in a public or private space at work. It can also be variably serious and have different origins (mental, sexual, emotional unbalance); it can require the intervention of public authorities. The impact on the victims can be deep. Finally, it can occur on the Internet. )
2. Health and safety policy. The guidelines list a series of measures to adopt to develop appropriate policies to prevent and reduce third-party harassment and violence. First, there is awareness raising among workers and executives. However, the social partners add the best approach is global and involves the social partners at all the stages of the procedure. Thus, employers should provide, within their health and safety policies, for a specific political framework for third-party harassment and violence. The document adds “risk assessments of workplaces and individual job functions should include an action-oriented assessment of the risks posed by third-parties.” Besides, third-party violence requires ad-hoc measures, tailored to each work environment, regularly updated and taking account of recent developments in legislation, technology, etc.
3. Information. The document provides a clear-cut list of future policies for the prevention of violence and harassment at work. These include on-going information and consultation with managers, workers and their representatives; a clear definition of third-party violence and harassment, giving examples of different forms this can take; information to the public, outlining that harassment and violence towards employees will not be tolerated. There should also be a policy based on risk assessment taking into account the various occupations, locations and working practices, to design appropriate responses in case of known problems. This last point can entail: providing clear information to the public regarding procedures for third parties to express dissatisfaction and for such complaints to be investigated; provide employees with suitable tools for communication channels, monitoring, and security measures; or even sign cooperation agreements with the police, justice, social services and inspectorates. Besides, the guidelines add that training for management and employees may incorporate more specific skills such as techniques to avoid or manage conflict.
4. Monitoring. The policies will also have to provide for a procedure to monitor and investigate allegations of harassment and/or violence from third parties and clear policies on the support to be provided to employees who are exposed to harassment and/or violence by third parties, medical, legal, and financial. The social partners add that the policies have to define procedures to report a crime or share information regarding perpetrators of third-party violence with the public authorities. Finally, the document focuses on the need to provide for transparent and effective procedures for monitoring and ensuring follow up of the policies put in place to ensure that the policy framework is well known and understood by management, workers and third-parties. (WCxKit)
5. Follow-up. The European social partners call on the European Commission to actively support these guidelines and to organize workshops on the subject by the end of 2011. They also state that the national social partners will have to promote these guidelines, raise awareness to the issue of third-party violence and promote the exchange of information within their sector.
©2010 Amaxx Risk Solutions, Inc. All rights reserved under International Copyright Law. If you would like permission to reprint this material, contact Info@ReduceYourWorkersComp.com
Twenty-three workers were killed at work in Scotland between April 1, 2009 and March 31, 2010, according to new figures released by the Health and Safety Executive (HSE).
This figure compares to an average of 31 work-related deaths in the past five years across the country, and 26 fatal injuries in 2008/09.
Across Britain, the number of people killed at work fell to a new record low with 151 workers dying at work in 2009/10 – down 15% on the previous lowest total of 178 in the year before. (WCxKit)
Director of HSE in Scotland, Paul Stollard, noted, "While it's heartening to see a continued reduction in the number of work-related deaths in Scotland, it's simply not good enough that 23 people failed to come home from work to their families last year.
"Many of these unnecessary deaths could have been avoided if simple and sensible precautions had been in place, and if workers had been involved in dealing with the risks they face.
"Once again agriculture is the most dangerous industry in which to earn a living – and we all must work hard to tackle the poor safety record in this sector. (WCxKit)
"For the sake of those workers who have lost their lives, HSE will continue to take an uncompromising approach to safety."
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Author Robert Elliott, executive vice president, Amaxx Risks Solutions, Inc. has worked successfully for 20 years with many industries to reduce Workers’ Compensation costs, including airlines, healthcare, printing/publishing, pharmaceuticals, retail, hospitality and manufacturing. Contact: Info@ReduceYourWorkersComp.com or 860-553-6604.
©2010 Amaxx Risk Solutions, Inc. All rights reserved under International Copyright Law. If you would like permission to reprint this material, contact Info@ReduceYourWorkersComp.com
In Iowa Case Burden of Proof is Upon Injured Worker to Show that Greeting a Co-worker By "Wiggling His Butt" Was Not Disqualifying Horseplay
Here’s what Tom Robinson, J.D., writer for Lexis Nexis Workers Comp Law Center reports.
Here's What Happened
Vegors worked as a machine inspector for the water district, a company that installed rural water lines. He was injured at work when a pickup truck being driven by Byrd, a co-employee, struck him. The evidence indicated that at the time of injury Vegors had his hands full and gestured a greeting by "wiggling his butt" at Byrd. Byrd intended to "bump" Vegors with the mirror of the truck, but instead, hit him with the truck bed. Employees later testified that on a number of other occasions the two had gestured to each other in unusual ways when their hands were full. On one occasion, for example, one of the men had "waved" the boom of a track hoe at the other.
Vegors sought workers' compensation and the water district contested the claim, arguing that Vegors was barred from recovery because his horseplay removed the incident from the employment. The water district also pled the affirmative defense of willful injury. The deputy commission held that the water district had the burden of proving the defense of horseplay and found that Vegors intended to shake his hind end as a means of communication and not to initiate, instigate, or participate in the horseplay that led to the injury. Recovery of workers' compensation benefits was not, therefore, barred. The commissioner affirmed but, upon further appeal, the district court reversed, holding that Vegors was barred from recovery. Vegors then appealed. (WCxKit)
Here's What The Court Decided
In Xenia Rural Water Dist. v. Vegors, 2010 Iowa Sup. LEXIS 83 (July 23, 2010), the Supreme Court of Iowa reiterated the rule that the injured worker had the burden of showing that the injury arose out of and in the course of the employment. It indicated further that when an employer contended that a claimant's injury was caused by horseplay, and not the employment, the burden of proof did not shift away from the claimant; he or she retained the burden of showing the claim was compensable.
Quoting Larson's Workers' Compensation Law, § 23.07[3], the supreme court observed, however, that not all instances of horseplay barred recovery. Only where it was determined that the claimant had substantially deviated from the line of duty so that his or her actions were foreign to the (WCxKit) employer's work should recovery be denied. The court concluded, in relevant part, that in the instant case the deputy commission had incorrectly applied the burden of proof. The matter was, therefore, remanded for appropriate findings. See generally Larson's Workers' Compensation Law, §§ 51.01, 51.02, 51.03.
Tom Robinson, J.D. is the primary upkeep writer for Larson's Workers' Compensation Law (LexisNexis) and Larson's Workers' Compensation, Desk Edition (LexisNexis). He is a contributing writer for California Compensation Cases (LexisNexis) and Benefits Review Board – Longshore Reporter(LexisNexis), and is a contributing author to New York Workers' Compensation Handbook(LexisNexis). Robinson is an authority in the area of workers' compensation and we are happy to have him as a Guest Contributor to Workers' Comp Kit Blog. Tom can be reached at: compwriter@gmail.com. http://law.lexisnexis.com/practiceareas/Workers-Compensation
©2010 Amaxx Risk Solutions, Inc. All rights reserved under International Copyright Law. If you would like permission to reprint this material, contact Info@ReduceYourWorkersComp.com
Let’s face it: The few “ugly” claims are what really take up most of your time, resources, and expenses, as well as sending your modifiers through the roof.
Case management should not be needed for minor, medical-only, uncomplicated claims. If your injured worker stubbed a toe or had a paper cut and your adjuster can’t recognize what bills are appropriate for this, you need to look more closely at your carrier.
But, whether you are a huge employer with millions in annual costs or a small employer with one big claim every few years, you should know how to handle the “uglies” so they don’t handle you. WCxKit)
A great resource is the Nurse Case Manager. There are companies large and small who can provide this service. The carrier or TPA will also often have in-house nurses that they can utilize, though usually on a limited basis.
15 Points to Consider When to Assign a Nurse Case Manager to Your Claim
1. Catastrophic injury - severe injuries involving at least one of the following: need for hospitalization, anticipated significant out of work time, multiple body parts injury, need for immediate or urgent surgery, injuries to the head or spinal column, or significant burns.
2. HR issues - an injured worker who is on a “probation” program or slated for possible termination for violation of HR policies, who develops a “subjective only” injury (like back or neck pain), possibly to avoid termination
3. Early attorney involvement - if your injured worker is receiving treatment right away and there are no obvious issues, but he or she obtains representation within a few days of reporting the injury, you may want to look closely at the claim
4. Extended time out of work - after about two weeks, it is increasingly difficult for even good employees to get back into the “work” mindset. Injured workers need to remain motivated and focused on the goal of recovery and return to work.
5. Noncompliance - an injured worker who is non-complaint with treatment recommendations, follow-up appointments, diagnostics etc., can benefit from nurse case management involvement to increase compliance.
6. Over-utilization of pain medication - there is a time for opioid (narcotic) usage: mostly immediately post-injury or post-operative. An injured worker who increases their usage with time instead of decreasing may need assistance with medication management.
7. Doctor choice - in a state where the employees choose their own provider, if the injured worker chooses a treater known to be “pro-plaintiff.”
8. Doctor shopping - if your injured worker is changing treaters, he/she may be searching for either prolonged time out of work or continued opioids (narcotics).
9. Near retirement age - wouldn’t a nice, fat settlement ease your injured worker straight into retirement? Let’s stay on top of that one!
10. Asking about settlement, especially early in the claim – “My cousin/friend/dad etc. got hurt at work and got a pile of money — am I going to get money from my company too?”
11. Differing medical opinions, recommendation for surgery - if you’re unclear on the best course of treatment, NCM can assist with review and clarification of medical documentation, recommendation for treatment or further diagnostics or evaluations
12. IME - many IME (independent medical exam) companies will send a copy of a big stack of meds to the doctor along with a standard, fill-in-the-blank letter. If you’re just looking for MMI on a simple case, fine. For a complex case, a nurse can review the meds and summarize for the evaluator, highlighting the important information, and ask the important questions.
13. Delay in reporting - late reporting of any claim (especially over one to two weeks) is a definite red flag that requires investigation of the claim’s validity
14. History of injury to the same body part - if an injured worker has had a previous injury, treatment, or, especially, previous surgery to the same body part that is now injured, a detailed medical review of the old records should be performed.
15. Employer needs assistance with their transitional work program - a good nurse case manager can assist with a return-to-work program by reviewing the injured worker’s restrictions with the employer and discussing possible job modifications to accommodate work abilities. The nurse can also help to educate the employer on the importance of a transitional duty program, and can facilitate employee compliance with this program.
Now that you’ve decided you need a nurse case manager, you’re wondering about two more things: Money and Quality.
1. Money: Is this Cost effective? Are you kidding? Sure you have to pay your nurse case managers. But think about this: you’re paying TTD, you’re paying medical treatment, you’re paying attorneys . . . big bucks, right? Case Management works with the injured worker and all other parties to GET THE CASE RESOLVED. That’s the goal. Nurse case managers put their effort towards maximizing recovery, in a timely and cost-effective manner. Generally, case management costs can be easily recovered by avoidance of unnecessary tests or procedures, a faster return to work, or a shorter medical treatment time.
2. Quality: Talk to your nurse case manager. Remember, the in-house nurses working at the carrier’s office only work for the carrier. They generally will not attend an appointment with an injured worker, or develop a relationship with a doctor, or be a resource for an employer. Look for a nurse who is a personality match with all parties – employer, carrier/TPA, attorney etc., and look for someone you feel can work with your employees. You want someone you trust, and someone who understands the specific needs, goals and qualities of your organization. (WCxKit)
An experienced, effective nurse case manager will be able to balance the injured worker’s requests for everything from handholding during an injection to inappropriate surgery, with the adjuster’s need for facts and quick claim resolution. It’s a win for everyone. The injured worker has an advocate who s/he appreciates, the employer has help with everything from planning a transitional work program to a treatment timeline for an injured worker, and the carrier/TPA and defense attorney have the assistance of a nurse case manager familiar with the state jurisdiction and laws, who can assist with facilitating an appropriate and cost-effective treatment plan and advise on future anticipated exposure, settlement costs, and address specific areas of concern.
So stop stressing over those “ugly” claims — find a good nurse case manager and make your claims a little nicer to look at!
We welcome as a new contributor:
Author: Kelly Haile, RN, CCM, WCCM is an experienced Nurse Case Manager who advocates working closely with each employer to refine their Workers' Comp program to provide better post-injury care, excellent medical case management and timely communication. We provide services primarily in the PA, NJ, DE and MD areas. You can reach Kelly in her role as Director of Case Management at NursePartners, LLC, by phone at 610-323-9800, fax 610-323-8018, or email
KellyHaileRN@verizon.net.
©2010 Amaxx Risk Solutions, Inc. All rights reserved under International Copyright Law. If you would like permission to reprint this material, contact Info@ReduceYourWorkersComp.com
A Cincinnati-based transit company is being sued regarding its hiring practices in a lawsuit that could have important implications for both national and Ohio employment laws .
According to Cincinnati.com, a single, African-American mother was hired by First Transit as a bus driver, but was later dismissed when the transit company found out that she had an expunged, seven years old felony conviction for welfare fraud.
Supported by Amalgamated Transit Union, the largest transit union in the country, the woman is suing, stating that a policy prohibiting those with felony convictions from employment not only discriminates against blacks and Hispanics, but also is a violation of civil rights laws. According to the union, First Transit’s hiring policy violates the 1964 Civil Rights Act. (WCxKit)
Some labor experts claim that this case could have a major impact on hiring practices throughout Ohio.
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Author Rebecca Shafer, President, Amaxx Risks Solutions, Inc. has worked successfully for 20 years with many industries to reduce Workers’ Compensation costs, including airlines, healthcare, printing/publishing, pharmaceuticals, retail, hospitality and manufacturing. Contact: Info@ReduceYourWorkersComp.com or 860-553-6604.
©2010 Amaxx Risk Solutions, Inc. All rights reserved under International Copyright Law. If you would like permission to reprint this material, contact Info@ReduceYourWorkersComp.com
In a nutshell, at most companies, the first reason is (1) there are some people doing some things in some locations some of the time but it’s an uncoordinated approach so from a political standpoint, it can be a risky career move (at least it seems so when you start, until your costs begin to drop.) The 2010 RIMS Benchmark Survey identifies the percentage of companies that say they have an uncoordinated approach to workers compensation management. You'll be suprised.
And, the second reason is (2) they get “pushback” from management, unions, doctors, and attorneys. Management usually provides the most pushback when “can’t do” people come forward from many silos. These are things I've said for 25 years, and they are as applicable and important today as they were 25 years ago when I started tackling workers compensation management. To overcome this, you have to be very persistent, encouraging a “can do” approach.
The third (3) and biggest obstacle companies face is STARTING. They want everything perfect before they start, they don’t know how to get going, they don’t have the resources to get going, or they face pushback they don’t know how to overcome.
The best advice is “You don’t eat elephant in one bite. Eat elephant one bite at a time.” You take small steps first.
As a result of not having a consistent, standardized, approach, there are People Gaps and Procedural Gaps, tons of gaps. This is the fourth (4) reason the first step is the most difficult.
And, the fifth (5) reason is …. companies frequently MISIDENTIFY the problems. The insurance company, the TPA, or the medical cost containment vendors usually are blamed when the problems are most often attributed to internal gaps.
Here's an example, a large theme park was so upset with their carrier they were planning to move their business (change insurance companies). The perception was the carrier was using “too much Nurse Case Management."
An audit team of seven professionals, including a medical doctor, looked at every open file. The office head and supervisor at the insurance company seemed oblivious as to why the theme park was dissatisfied with their service.
The supervisor said she had never spoken to them, however. Her reason? “They’ve never called me….” (emphasis added)…
But the theme park regional manager said: “Nurse Case Management is overused and the carrier is unresponsive to our needs.” When she was asked what the claims supervisor said when they discussed this, and she said SHE HAD NEVER SPOKEN TO HER because the claims supervisor should call her. WHAT?????!!!!! You must be kidding! Nope, she really said that.
The problem had been misidentified; it was not over use of Nurse Case Management but lack of communication.(workersxzcompxzkit) So, if you are having a hard time getting started, you aren't alone. In fact, you are in the majority. Don't be paralyzed with fear or wait for "all lights to be on green." Take the first step now. Knowing the 5 reasons starting is difficult will help you start your own journey in workers comp cost containment.
\Author Rebecca Shafer, Attorney/Consultant, President, Amaxx Risks Solutions, Inc. has worked successfully for 20+ years with many industries to reduce Workers’ Compensation costs, including airlines, healthcare, printing/publishing, pharmaceuticals, retail, hospitality and manufacturing. Contact: RShafer@ReduceYourWorkersComp.com or 860-553-6604.
Work Comp Calculator: http://www.reduceyourworkerscomp.com/calculator.php
Transitional Duty Calculator: http://www.reduceyourworkerscomp.com/transitional-duty-cost-calculator.php
Do not use this information without independent verification. All state laws vary. You should consult with your insurance broker or agent about workers' comp issues.
©2010 Amaxx Risk Solutions, Inc. All rights reserved under International Copyright Law. If you want to copy this, you need permission. Contact Info@ReduceYourWorkersComp.com
West Virginia – State volunteer fire departments will receive broad form insurance coverage through the Board of Risk and Insurance Management (BRIM) effective September 1, 2010 to June 30, 2011, according to a press release from Governor Joe Manchin's office.
“I am grateful BRIM has stepped in to provide insurance coverage, and peace of mind, for our VFDs,” Manchin said in a statement. “In addition, the BRIM coverage will provide the Volunteer Fire Department Workers Compensation Task Force much needed time to further study all aspects of the workers compensation challenge affecting volunteer firefighters.” (WCxKit)
Prior to BRIM's action, 281 volunteer departments in the state were en route to losing broad form coverage, which now is provided by Brickstreet set to expire June 1, 2010, but was extended to September 1, 2010. There are 426 fully volunteer fire departments in the state.
“The 60-day extension from BrickStreet, while generous, did not allow us time to find a permanent solution,” Manchin continued. “BRIM’s action is a temporary solution that will allow VFDs to receive continual broad form coverage while providing ample time for the task force to fully study the issues and find a permanent solution.” (WCxKit)
Earlier in July, Manchin temporarily obtained relief for VFDs from workers compensation premium increases from BrickStreet. The BRIM coverage will give the stakeholders time to find a permanent solution to the problem, he added.
\ Author Robert Elliott, executive vice president, Amaxx Risks Solutions, Inc. has worked successfully for 20 years with many industries to reduce Workers’ Compensation costs, including airlines, healthcare, printing/publishing, pharmaceuticals, retail, hospitality and manufacturing. Contact: Info@ReduceYourWorkersComp.com or 860-553-6604.
Work Comp Calculator: http://www.LowerWC.com/calculator.php
Do not use this information without independent verification. All state laws vary. You should consult with your insurance broker or agent about workers' comp issues.
©2010 Amaxx Risk Solutions, Inc. All rights reserved under International Copyright Law. If you would like permission to reprint this material, contact Info@ReduceYourWorkersComp.com
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