Search Results

In today's economic climate, businesses of all sizes are grappling with rising healthcare costs. However, innovative solutions are emerging that benefit both employers and employees. What many organizations don't realize is that a small portion of their workforce—just 5% of members—typically accounts for 75% of their total healthcare spending. This insight opens the door to strategic approaches that can significantly reduce costs while ensuring employees receive the care they need. Hidden Opportunities in Healthcare Coverage The key to managing healthcare costs isn't about reducing benefits—it's about finding smarter coverage options that better match each employee's specific situation. Here are some real-world examples of how companies are achieving remarkable savings: The Medicare Advantage When a company discovered their 67-year-old employee was struggling with high healthcare costs, they explored Medicare as an alternative. Thanks to recent Medicare improvements, including a $2,000 out-of-pocket maximum on prescription drugs and a $35 cap on insulin, the employee saved over $6,500 in annual out-of-pocket expenses. This change not only benefited the employee but also prevented a 10% increase in the employer's renewal rates. Finding Better Options for COBRA Recipients COBRA coverage, while valuable, isn't always the most cost-effective solution. In one case, a COBRA participant was paying $800 monthly for coverage, significantly impacting the company's renewal rates. Through a careful review of available options, they found an individual marketplace plan that covered the same doctors, hospitals, and prescriptions—saving the participant $4,000 annually while simultaneously reducing costs for the employer. Creative Solutions for Family Coverage A mid-sized organization with 200 employees faced a common challenge: high costs due to extensive dependent coverage. Their innovative solution? They introduced an incentive program that reimbursed 100% of healthcare deductibles, copays, and out-of-pocket costs for employees and spouses who opted to join their spouse's employer plan instead. The results were impressive: 20% of families switched plans, leading to annual savings of nearly $250,000. This approach created a win-win situation—employees received comprehensive coverage with no out-of-pocket costs, while the company significantly reduced its healthcare spending. The Path Forward These success stories highlight a crucial point: managing healthcare costs doesn't require sacrificing quality of care. Instead, it's about: 1. Understanding that one size doesn't fit all when it comes to healthcare coverage 2. Educating employees about alternative options that might better suit their needs 3. Creating innovative incentive programs that benefit both the organization and its employees 4. Taking a proactive approach to benefits management Smart healthcare solutions aren't just about cutting costs—they're about finding the right fit for each situation. By thinking creatively and exploring all available options, organizations can create substantial savings while ensuring their employees have access to the healthcare coverage they need. Remember: The most effective healthcare solutions often come from looking beyond traditional approaches and being willing to explore innovative alternatives that benefit everyone involved.

Major Changes The landscape of trucking industry contracting practices may be on the verge of significant change, following new recommendations from the Federal Motor Carrier Safety Administration's (FMCSA) Truck Leasing Task Force (TLTF). In a recently released report, the task force has taken a strong stance against Lease-Purchase (LP) programs, recommending their outright prohibition based on findings of systematic issues affecting independent contractors. Understanding the Report's Key Findings The TLTF's investigation revealed concerning patterns in current LP programs. The task force found these arrangements often result in significant financial hardship for drivers, with programs frequently lacking equity potential and proper vetting processes. Perhaps most troublingly, the investigation uncovered that these issues weren't isolated incidents but rather systematic problems across the industry. The report highlighted several critical shortcomings in current LP programs: Insufficient disclosure requirements Poor program vetting processes Limited success rates for participants Lack of regulatory oversight Inadequate remedies for affected contractors Looking Forward: Recommended Changes The task force's recommendations are comprehensive, focusing on four main areas: First, they advocate for complete prohibition of current LP program structures. Second, they call for increased oversight mechanisms to prevent exploitative practices. Third, they recommend implementing both federal and state enforcement measures. Finally, they emphasize the need for enhanced protections and educational resources, including mandatory disclosures and specific contract provisions. What This Means for the Industry While these findings represent a significant development, it's important to understand that this report is currently in its initial stages. Implementation of any recommendations would require navigation through multiple legislative and regulatory processes. One potential outcome could be the integration of new oversight measures into existing frameworks, similar to the Federal Truth in Leasing regulations (49 CFR 376.12). Industry Best Practices Moving Forward For motor carriers, this report serves as a crucial reminder to evaluate their contractor relationships carefully. Progressive companies are already implementing more robust vetting processes and transparent contractual arrangements. This includes utilizing comprehensive evaluation tools and risk assessment frameworks to ensure compliance and fairness in their independent contractor programs. The report's findings underscore the importance of proactive risk management and program evaluation. Motor carriers would be wise to begin reviewing their current practices and implementing stronger oversight measures, rather than waiting for potential regulatory changes. Conclusion While the TLTF's recommendations are still in their early stages, they signal a potential shift in how the industry approaches contractor relationships. Forward-thinking companies will use this as an opportunity to evaluate and enhance their programs, ensuring they're well-positioned for any future regulatory changes while maintaining positive relationships with their independent contractors. The trucking industry stands at a crossroads, and how companies respond to these developments could shape their success in the years to come. Staying informed and proactive in addressing these concerns will be crucial for maintaining competitive advantage while ensuring fair treatment of independent contractors.

The IRS has issue d Revenue Ruling 2025-4 , pro viding long-awaited guidance on the federal tax treatment of contributions and benefits under state paid family and medical leave (PFML) programs. The ruling addresses how federal income and employment tax rules apply to the programs and includes guidance on related reporting requirements. The guidance was issued Jan. 15, 2025. The ruling is effective for payments made on or after Jan. 1, 2025, but transitional relief applies for payments during 2025. Currently, 13 states and the District of Columbia have enacted mandatory PFML programs. The ruling does not address state PFML programs that are voluntary. Action Steps Employers should study the revenue ruling so they are prepared to comply with federal tax requirements for PFML contributions and payments. In particular, employers should act to ensure that their payroll and W-2 form practices meet withholding and reporting requirements detailed in the guidance. The IRS is soliciting comments on additional situations and aspects of state PFML that are not covered in the revenue ruling. Employers may submit their written comments by April 15, 2025. State Mandatory PFML Programs In recent years, mandatory PFML programs have been enacted across the country, with 13 states and the District of Columbia having put in place PFML mandates to date. Additional states have established voluntary PFML programs, but the revenue ruling explicitly exempts these programs from its coverage. State PFML programs vary on features like employee eligibility requirements, covered employers, length of benefit coverage, amount of compensation, qualifying reasons for leave and job protections. Many state PFML laws also allow employers to meet their PFML obligations through an approved private PFML plan. The IRS guidance discusses the rules it articulates in the context of a particular state PFML program (“State X”), whose described features are fairly standard, including funding from both employer contributions and employee payroll withholding at a set rate based on a percentage of employee wages, remitted to a state-administered fund. The revenue ruling does not apply to private plans. Federal Tax Treatment of PFML Contributions and Benefits Employer Contributions In general, according to the revenue ruling, employers may deduct their mandatory contributions to PFML programs as an excise tax. These amounts are not included in the federal gross income of the employee under IRS Code § 61. State PFML laws often allow employers to voluntarily pay part or all of their employees’ required contributions to the program. The ruling terms this an “employer pick-up” and allows the employer to deduct the payment as a business expense. The payments are treated as additional compensation to the employee under § 61 and included in wages for federal employment tax purposes. In addition, the employer must report the pick-up on the employee’s Form W-2. However, the employee may deduct the employer pick-up as state income tax, but only if the employee itemizes their deductions and only up to the state and local income tax (SALT) deduction limit. Employee Contributions Employees may similarly deduct the PFML contributions that are withheld from their pay by their employer as an income tax payment, but again only if they itemize their tax deductions and only up to the SALT limit. Even though these amounts are withheld from the employee’s wages, they are included in the employee’s gross income, and the employer must report the contributions on the employee’s Form W-2. Benefit Payments Generally, state paid family leave (as opposed to medical leave) payments must be included in employees’ gross income. However, these amounts are not wages subject to federal employment taxes. Nonetheless, states must file with the IRS and provide employees with a Form 1099 for any paid family leave payments of $600 or more in a taxable year. State medical leave payments are treated differently in the revenue ruling. For these benefits, only the portion of the payments attributable to the employer’s contribution is included in the employee’s gross income. This portion is also subject to both the employer’s and employee’s shares of Social Security and Medicare taxes. The amount of the medical leave payment attributable to the employee’s portion of contributions is excluded from the employee’s gross income and is not subject to Social Security or Medicare taxes. Tax Requirement Tables The revenue ruling included the two tables below detailing the tax requirements of contributions and payments under state PFML programs. Table 1. Summary of the Federal Income Tax Consequences of Contributions to State PFML Programs Types of Contributions Consequence to Employer Consequence to Employee Employer contribution Employer may deduct the employer contribution as an excise tax under § 164 of the IRS Code. Employee does not include the employer contribution in employee’s federal gross income. Employee contribution Employer must include the employee contribution as wages on employee’s Form W-2. Employee contribution is included in employee’s federal gross income as wages. Employee may deduct the employee contribution as state income tax under § 164 if employee itemizes deductions on employee’s federal income tax return, but only to the extent the deduction for state tax paid does not exceed the SALT deduction limitation provided under § 164(b)(6). Employer pick-up of employee contributions Employer may deduct the employer pick-up payment that employer pays from employer’s funds as an ordinary and necessary business expense under § 162. Employer must include the employer voluntary payment as wages on employee’s Form W-2. The employer pick-up is additional compensation to employee and is included in employee’s federal gross income as wages. Employee may deduct the employer pick-up of the employee contribution as state income tax under § 164 if employee itemizes deductions on employee’s federal income tax return, but only to the extent the deduction for state tax paid does not exceed the SALT deduction limitation provided under§ 164(b)(6). Table 2. Summary of the Federal Income Tax Consequences of Family and Medical Leave Benefits Paid by State PFML Programs Type of Benefits Amount Attributable to Employer Contribution Amount Attributable to Employee Contribution Family leave benefits Employee must include the amount attributable to the employer contribution in employee’s federal gross income (employer contribution not previously included in employee’s federal gross income). This amount is not wages. State must file with the IRS and furnish employee a Form 1099 to report these payments. Employee must include the amount attributable to the employee contribution, as well as to any employer pick-up of the employee contribution, in employee’s federal gross income. This amount is not wages. State must file with the IRS and furnish employee a Form 1099 to report these payments. Medical leave benefits Employee must include the amount attributable to the employer contribution in employee’s federal gross income (employer contribution not previously included in employee’s federal gross income) except as otherwise provided in § 105. This amount is wages. The sick pay reporting rules apply to the medical leave benefits attributable to employer contributions. These payments are third-party payments (by a party that is not an agent of the employer) of sick pay. The amount attributable to the employee contribution, as well as to any employer pick-up of the employee contribution, is excluded from employee’s federal gross income. Effective Dates The revenue ruling states that it is effective for payments made on or after Jan. 1, 2025; however, the ruling provides the transition relief detailed below for payments made during calendar year 2025: Medical leave benefit payments made in 2025 attributable to an employer’s contribution —States and employers are not required to follow the income tax withholding and reporting requirements applicable to third-party sick pay. Neither the state nor the employer will be liable for any associated penalties under Code § 6721 for failure to file a correct information return or under § 6722 for failure to furnish a correct payee statement to the payee. Medical leave benefit payments made in 2025 attributable to an employer’s contribution —States and employers are not required to comply with § 32.1 and related Code sections (as well as similar requirements under § 3306) during the calendar year or to withhold and pay associated taxes; consequently, associated penalties will not apply. Employer pick-up payments made during calendar year 2025 —Employers are not required to treat amounts they voluntarily pay for any part of an employee’s required PFML contribution as wages for federal employment tax purposes under §§ 3121(a), 3306(b) and 3401(a). Comments Requested The IRS is soliciting comments on additional situations and aspects of state PFML programs that are not cover ed in Revenue Ruling 2025-4. The comments may be submitted electronically via the federal e-rulemaking portal at https://www.regulations.gov . Comments may also be submitted by mail to the following address: Internal Revenue Service, CC:PA:LPD:PR ( Revenue Ruling 2025-4  PDF ), Room 5203, P.O. Box 7604, Ben Franklin Station, Washington, D.C., 20044. Comments should be submitted in writing on or before April 15, 2025.

Each year, group health plan sponsors are required to complete an online disclosure form with the Centers for Medicare & Medicaid Services (CMS), indicating whether the plan’s prescription drug coverage is creditable or non-creditable. This disclosure requirement applies when an employer-sponsored group health plan provides prescription drug coverage to individuals who are eligible for coverage under Medicare Part D. CMS Disclosure Deadline The plan sponsor must complete the online disclosure within 60 days after the beginning of the plan year . For calendar year health plans, the deadline for the annual online disclosure is March 1, 2025 . In addition to the annual disclosure requirement, the disclosure to CMS must be made whenever any change occurs that affects whether the coverage is creditable. More specifically, within 30 days after any change in the plan’s creditable coverage status or after the termination of a plan’s prescription drug coverage. Online Disclosure Method Plan sponsors are required to use the online disclosure form on the CMS creditable coverage website. This is the sole method for compliance with the disclosure requirement unless the entity does not have internet access. The disclosure form lists the required data fields that must be completed in order to generate the disclosure notice to CMS, such as types of coverage, number of options offered, creditable coverage status, period covered by the disclosure notice, number of Part D-eligible individuals covered, date the creditable coverage disclosure notice is provided to Part D-eligible individuals, and change in creditable coverage status. Important Dates March 1, 2025 The deadline for sponsors of calendar year plans to complete an online disclosure form with CMS. Oct. 15, 2025 Group health plan sponsors must provide creditable coverage disclosures to Medicare-eligible individuals before this date. Action Steps To determine whether the CMS reporting requirement applies, employers should verify whether their group health plans cover any Medicare-eligible individuals (including active employees, disabled employees, COBRA participants, retirees, and their covered spouses and dependents) at the start of each plan year. Please reach out to your Cottingham & Butler team member for guidance on how to complete the disclosure for your plan. CMS has also provided instructions on how to complete the form.  For additional information, please visit CMS’ creditable coverage website , which includes links to the online disclosure form and related instructions.

The Federal Motor Carrier Safety Administration (FMCSA) is modernizing its Safety Measurement System (SMS) to enhance road safety and simplify compliance monitoring. Here's what motor carriers need to know about the upcoming changes. Three Major Updates 1. Streamlined Compliance Categories The FMCSA has reorganized its compliance categories to better reflect safety priorities: A new "Vehicle Maintenance: Driver Observed" category separates violations that drivers can identify during routine inspections Controlled Substances/Alcohol violations now fall under Unsafe Driving Operating while Out-of-Service violations are consolidated into relevant categories 2. Simplified Violation Groups The current system's 2,000+ individual violations will be consolidated into approximately 100 violation groups. This means: Similar safety issues are grouped together Multiple violations of the same type during one inspection count as a single violation Carriers face more consistent evaluation standards Focus shifts to identifying safety issues rather than counting violations 3. Clear-Cut Severity Weights Gone is the complex 1-10 scale. The new system uses just two weights: Weight of 2: Out-of-Service violations and Driver Disqualifying violations Weight of 1: All other violations What This Means for Your Operation These changes will streamline how you: Monitor safety performance Prepare for inspections Address compliance issues Train your drivers Next Steps Preview your data on the CSA Prioritization Preview website Update your safety programs to align with new categories Train your team on the new violation groups Review your maintenance and compliance procedures Stay Informed The FMCSA continues to refine these changes through industry feedback and data analysis. Future webinars will address additional updates, including: Improved intervention thresholds Additional compliance category changes Updated utilization factors Questions? Contact the CSA InfoLine Team at 877-254-5365 or visit  https://csa.fmcsa.dot.gov/PrioritizationPreview .

American Transportation Research Institute's (ATRI) release of the "Top 10 Trucking Industry Concerns for 2024" serves as a crucial tool for industry stakeholders by providing a clear picture of the key issues impacting tanker truck operators and the broader transportation sector. As the industry continues to evolve, ATRI's findings reflect the pressing challenges operators are facing across various sectors, including regulatory compliance, workforce shortages, and the increasing demand for safety advancements, with these top concerns expected to influence strategic planning and policy decisions in the year ahead. Industry concerns identified within the study are: Economy - Economic uncertainty and market volatility continue to challenge fleet operators' ability to maintain stable operations and plan for future growth. Lawsuit Abuse Reform - The rising tide of nuclear verdicts and predatory litigation practices threatens carriers' financial stability and drives up operational costs across the industry. Driver Shortage - The persistent lack of qualified drivers remains a critical issue, with an estimated shortage of over 80,000 drivers nationwide affecting delivery schedules and capacity. Driver Retention - Companies struggle to keep experienced drivers, facing high turnover rates that impact operational efficiency and training costs. CSA - Compliance, Safety, Accountability scores remain a key concern as carriers work to maintain favorable ratings while navigating complex regulatory requirements. Driver Distraction - The increasing presence of technology and other distractions on roadways poses significant safety risks for tank truck operators and other motorists. Insurance Cost / Availability - Skyrocketing insurance premiums and limited coverage options create substantial financial pressure on carriers, particularly smaller operations. Battery Electric Vehicles - The transition to electric vehicles presents both opportunities and challenges, including infrastructure needs and operational adjustments for tank truck fleets. Diesel Technician Shortage - The growing scarcity of qualified diesel technicians impacts fleet maintenance capabilities and vehicle downtime. Driver Compensation - Finding the right balance between competitive pay packages and operational costs continues to challenge carriers in attracting and retaining quality drivers. The full report is available on ATRI’s website by clicking here . Our team at  Cottingham & Butler understands the trucking landscape.  With decades of industry experience, we offer a complete 360-degree suite of property & casualty, employee benefit, claims administration, safety and risk management services. With an array of comprehensive solutions, our team can go beyond basic insurance, providing insight and coverage second to none. For more information about managing your fleet's risks, contact your Cottingham & Butler representative .

In this high-stake industry, nuclear verdicts can pose an existential threat to even the most established companies. In our recent webinar, our claims management experts examined the factors driving these awards and shared proven strategies to help protect your organization. Through real-world case studies and practical insights, we covered the actionable steps to strengthen your defense position and mitigate the impact of nuclear verdicts. Key Insights Understand the key factors   contributing to nuclear verdicts and identify specific vulnerabilities within their operations Implement concrete risk management strategies  to strengthen their organization's defense position before an incident occurs Execute effective claims management protocols  that can help mitigate the impact of catastrophic events Takeaway Checklist Are You Prepared?​ Proactive Training​ Policies & Procedures buttoned up?​ Hiring Practices​ Safety Culture​ Are the Right Claim Strategies Implemented?​ Rapid Response / Quick Strike​ First Call Settlement Strategy​ Accident Reconstruction​ Preservation / FOIA Requests​ Internet Mining​ Are Your Drivers Prepared?​ Do they know what to do/say at the scene? What evidence to document? How/when to speak to law enforcement? Accident Kits Early Reporting

Discover how strategic insurance restructuring and industry expertise transformed a food processor's inadequate coverage into a comprehensive risk management program. The Situation A St. Louis-area meat processor was operating with dangerous coverage gaps despite paying substantial premiums. Their existing broker provided no claims support, lacked industry expertise, and had no strategy to control rising insurance costs. Key Wins Why They Needed Change The client faced critical vulnerabilities that threatened their business stability: Equipment Risk : $25,000 Spoilage & Ammonia coverage wouldn't cover even a single significant incident Product Safety : $500,000 Recall coverage left them exposed to catastrophic recall events Cost Control : Premiums were rising with no strategy to stabilize them Expert Support : Lack of broker expertise in food industry meant missed opportunities and improper coverage design Claims Management : No claims advocacy or safety program support increased their risk exposure The Cottingham & Butler Approach Strategic Planning & Analysis Implemented a strategic roadmap targeting captive readiness through SMSC engagement, specifically focusing on reducing workers' compensation claim frequency with a clear 2025 captive option goals. Industry Expertise & Program Development Leverage specialized knowledge in food processing and large single location property placements to provide comparative benchmarking data, revealing adequate pricing but critical coverage gaps. Designed a comprehensive program solution through detailed operational assessment and targeted marketing efforts, carefully calibrated to the client's risk tolerance profile. Relationship Building & Lasting Vision Cultivated strong partnerships with both Owner and CFO throughout the sales process, successfully securing the CFO as an internal champion for their initiatives. Established a differentiated approach by focusing on generating long-term competition rather than conventional annual insurance cycles, demonstrating strategic foresight. Ready to maximize your coverage? Contact us today to begin your journey!

From insurance crisis to strategic success: Discover how a multi-location warehousing operation transformed their risk management approach. The Situation A large multi-location warehousing company faced a critical challenge when their property insurance carrier announced non-renewal due to a shift in risk appetite. The client, who had previously worked with a small local broker, recognized they had outgrown their existing insurance relationship and needed more sophisticated solutions for their complex risk profile. Key Wins Why They Needed Change Misconceptions about risk profile impacting coverage options Previous broker relationship based on personal rather than technical capability Property insurance program facing non-renewal Complex risk profile including mixed-use facilities The Cottingham & Butler Approach Conducted a comprehensive risk analysis of mixed-use facilities Identified and addressed market misconceptions Leveraged technical expertise to secure optimal terms Ready to maximize your coverage? Learn how Cottingham & Butler can help your company!

In this webinar, our experts equipped both employees and employers with life-saving protocols and guided them through developing comprehensive workplace crisis management plans. Participants gained invaluable hands-on knowledge about clear, decisive actions that can protect their colleagues and minimize risks when emergencies unfold. Through interactive demonstrations and real-world scenarios, attendees learned how to transform their workplaces into safer environments where every team member knows exactly how to respond when seconds make all the difference. Webinar Takeaways We covered the foundational elements of workplace emergency management, focusing on how to assess potential risks and create comprehensive response plans that keep our team safe and prepared for various scenarios. Each team member now understands their specific role during emergencies, including communication chains, evacuation routes, and basic first aid protocols that can help save lives in critical moments. We discussed the importance of learning from each incident through our new post-emergency review process, which will help us continuously strengthen our emergency preparedness program and keep our workplace safer over time.

What began as a non-medical benefits consolidation unlocked opportunities across the entire benefits program. Through strategic analysis, this transformation delivered $2.5M in total savings spanning pharmacy, stop-loss, and more. Key Results The Challenge A leading media conglomerate with approximately 4,200 employees spread across 40 states partnered with Cottingham & Butler to optimize their complex benefits strategy. Like many growing businesses, they faced an inefficient benefits structure spanning multiple states, carriers, and employee classes, creating administrative burdens and missed cost-saving opportunities. Why They Need Change Multiple acquisitions led to 10+ carriers and 30 employee classes  Disability claims management stretched across 40 states  Union contracts required separate benefits structures  Multiple carriers limited cost-saving opportunities  State-by-state compliance taxed HR resources The Cottingham & Butler Approach Streamlining Non-Medical Benefits While others simply marketed rates we held weekly strategic sessions with HR, Legal, and the CFO to understand every nuance of their benefits structure. This comprehensive discovery led to a consolidated program that delivered both savings and enhanced coverage. Consolidated 10+ carriers into single-carrier solution  Saved over $200,000 on non-medical benefits package Reduced projected renewal increase by 19%, while enhancing benefits Optimizing Risk Management Our deep-dive discovery process identified where manual processes and compliance burdens create unnecessary costs and strain HR resources. For this client, we transformed their benefits administration into a streamlined, outsourced solution that drove both efficiency and compliance. Reduced administrative burden by automating disability claims processing  Implemented multi-state compliance tracking system to minimize risk exposure   Enhancing Union Negotiations Our strategic approach leverages data-modeling tools to find opportunities for benefits alignment and long-term efficiency gains. For this client, we partnered with Human Resources to create a path forward for systematically integrating diverse union and corporate benefits programs. Provided Union-specific cost-impact analysis for HR negotiations Developed phased approach to consolidate 4 separate policies Created framework for future contract negotiations   Unlocking Hidden Savings Our thorough discovery process digs deeper than traditional benefits reviews to uncover missed opportunities and cost recovery potential. For this client, comprehensive analysis of their stop-loss and pharmacy programs revealed substantial savings that previous partners had overlooked. Recovered nearly $1 million in denied stop-loss reimbursements Implemented prescription changes, projecting an additional $1 million in savings Ready to revolutionize your HR processes? Contact us today to begin your journey!

In the trucking industry, driver health directly impacts your bottom line. With drivers facing unique health challenges on the road, investing in their wellbeing isn't just a nice employment perk—it's essential for business success. The Cost of Inaction The numbers speak for themselves: Drivers with chronic conditions cost health plans 2.4 to 5.5 times more Companies spend approximately $13,300 annually per driver with chronic conditions But: HealthCheck360 clients with an incentivized condition management program spend $2,500 per driver with a chronic condition per year less than those without a program. Comprehensive Health Management Our program delivers four key components designed for the trucking lifestyle: 1. 24/7 Health Monitoring Continuous health tracking that works with irregular schedules, keeping your drivers connected to their health goals around the clock. 2. Personal Wellness Coaching Expert guidance tailored to the unique challenges of life on the road, providing practical solutions for better health. 3. Mobile Health App Health management tools accessible anywhere, putting wellness resources directly in your drivers' hands. 4. Condition Management Program Targeted support for chronic health conditions, focusing on high-risk and high-cost health factors to ensure best practices in health management. Real Results for Your Business Companies implementing HealthCheck360 see: Up to 15% reduction in healthcare costs Decreased workers' compensation claims Improved driver retention Better overall fleet performance Take Action Now Ready to reduce healthcare costs and support your drivers' health? Contact us to learn how we can create a customized wellness program for your fleet.