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Language and cultural barriers that emerge in a bilingual workforce can contribute to miscommunication and on-the-job accidents and injuries. When you are managing such workers, it is your job to ensure they understand their duties, company policies and safety procedures. Because employees that do not speak English well generally hesitate to ask for help, employers with a bilingual workforce must take steps to bridge cultural gaps and ensure proper communication. First Impressions Orientation should be offered in the worker’s native language, if possible. Bilingual trainers in human resources or senior positions can serve a dual role, acting as translators at orientation, workplace presentations and safety meetings throughout the year. Understanding Information To promote worker safety, you should post signage and communication materials in the language in which your employees are fluent. For Spanish language compliance assistance, OSHA offers a variety of free, health and safety materials at: https://www.osha.gov/complianceassistance/spanish/hispanic-consultation In addition to printed safety materials, provide information about wages, medical insurance and employee policies. It is beneficial to first evaluate employees’ level of education, job duties and common injuries, as well as culture and background, and then adapt your safety programs and communications materials accordingly. Translating Materials Consider professional translation of your materials. If you have Spanish speaking employees, ensure the materials are translated into the most prominent dialect, and ask a native speaker to review the material for accuracy before distributing companywide. The standard translation fee ranges from $10 to $20 per page, but is well worth the expense when weighed against the risk of workplace accidents due to poor communication or understanding. English Classes To develop and retain skilled workers, you may want to consider offering on-site language classes to help your workers build communication skills. Offering learning opportunities at the workplace is convenient for the worker and encourages learning in a team setting. New Safety Environment On the safety front, keep in mind that new immigrants may not understand the importance of following U.S. safety standards. If a machine or tool breaks while an employee is using it, he or she may worry that the job is on the line and try to fix it or make do. Make sure new employees understand that broken machinery in the workplace is taken very seriously to ensure everyone’s safety. Workers should understand that properly reporting problems is a behavior to be rewarded, and will not cost them a job. Keep in Touch Plan to make regular, frequent visits with your bilingual employees, making sure to touch on safety issues in the workplace, and encouraging them to ask about any doubts or issues they may be encountering on the job. To create a welcoming environment for all employees, work to develop a company culture that promotes and supports diversity as a core value of the organization.

Hear directly from Karen Smerchek, Veriha Trucking President and TCA President, on how Safety Excellence has driven her business towards success. As one of our captive members, prioritizing safety transformed their business, reduced incidents, and improved their bottom line. Impact at a glance Ready to Take Control of Your Insurance Program? Cottingham & Butler offers captive solutions designed specifically for quality transportation companies. Our transportation captives provide: Greater control over your insurance program Potential returns of underwriting profit and investment income Stability during insurance market fluctuations Direct access to loss data and improved claims outcomes Industry-specific risk management resources Connect with Experts Learn more about our transportation captive programs and how they can benefit your company.

Written by Katie Hensley, Sales Executive - Risk Management I recently had the opportunity to join Leisa Fox on the Iowa Manufacturing Podcast to discuss the future of insurance for manufacturers. While I'll admit I was a bit nervous beforehand, I'm grateful for the chance to share what we're seeing in the market and how it impacts the clients we serve. The property and casualty insurance landscape is shifting rapidly. Between nuclear verdicts, emerging cyber threats, and dramatic property market changes, manufacturers are navigating more complexity than ever before. But here's what I know from working with our clients: with the right partnership and proactive approach, these challenges become manageable. What We Covered The Property Market: Lessons from the Hard Market We Can't Afford to Forget The property market experienced dramatic hardening over the past few years—capacity shrank, rates spiked, and underwriting scrutiny intensified. Now, we're seeing signs of rapid softening, which is welcome news for our clients. However, this transition presents an important opportunity. The disciplines we developed during the hard market aren't just temporary measures - they're best practices that should remain standard regardless of market conditions: Closing out open carrier recommendations promptly Maintaining accurate property valuations Staying proactive with loss prevention strategies These practices build resilience, not just compliance. Social Inflation and Nuclear Verdicts We discussed the growing impact of social inflation and those headline-grabbing nuclear verdicts that are reshaping liability exposures. General liability markets are showing warning signs similar to what we witnessed in commercial auto insurance. Understanding these trends helps our clients prepare rather than react. Cyber Insurance: Affordable Now, Critical Always Cyber insurance remains reasonably priced, but carriers are monitoring the landscape closely. One breach can fundamentally change a company's risk profile and insurance costs. The key is helping clients stay ahead of vulnerabilities through strong security protocols and regular assessments. Management Liability: Policies Are Only as Strong as Your Practices From Directors & Officers (D&O) to Employment Practices Liability (EPL), insurance policies are only as effective as the operational practices behind them. This means maintaining updated employee handbooks, ensuring clear communication, and enforcing policies consistently. It's not the most exciting conversation, but it's absolutely essential to meaningful risk management. Our Approach: Building Resilience, Not Just Buying Policies What I emphasized throughout the podcast is what makes our approach different at Cottingham & Butler: we don't just sell insurance policies - we partner with clients to build organizational resilience. Understanding what's happening in the broader market and within the specific industries we serve allows us to show up as true strategic partners. The insurance landscape will continue to evolve, but our commitment to proactive, informed risk management remains constant. To listen to the full episode of the Iowa Manufacturing Podca st, click here ! Katie Hensley Sales Executive - Risk Manangment khensley@cottinghambutler.com

The Challenge Mockingbird Transport was built from the ground up. Unified by their business motto "One Team, One Dream", Rey and Cindy Vargas built something remarkable in Donna, Texas. Starting as a truck driver for a big fleet in the valley, he'd grown his own trucking company to 50 trucks and earned respect as one of the most successful operators in the area.   But Mockingbird Transport's insurance strategy hadn't kept pace with their success. As a growing company with an excellent safety record and minimal claims, they were paying standard market rates that didn't reflect his operational excellence. Their insurance program needed to match the company's reputation and financial discipline. Why Cottingham & Butler For a year and a half, Cottingham & Butler attempted to get in touch with Rey but was unable to connect. Finally, our team showed up at his office and left a detailed report about our small fleet captive program. That got his attention - he called back on our drive home asking why we'd been so persistent.   The answer was simple: we saw the potential in what Mockingbird Transport's current program was missing. We scheduled a meeting to discuss captive insurance opportunities, but Rey did his homework first. The night before, he had dinner with a friend, who was an existing Cottingham & Butler captive member, to get the real story on what we'd be proposing. That due diligence convinced him we were worth serious consideration. The Results $150,000+ in annual savings  compared to standard market options Dividend eligibility  providing additional year-end returns based on captive performance Enhanced partnership  with weekly strategic discussions and constant communication Industry networking  through captive events including Nashville Captive Connections and Dubuque Overdrive Workshop Strategic alignment  between insurance program and company growth trajectory What Made the Difference Relentless Persistence : Sometimes the best opportunities require the longest pursuit. A year and a half of consistent outreach proved our commitment. Peer Validation : Rey's dinner with an existing captive client provided third-party credibility that no sales pitch could match. Ongoing Partnership : Weekly conversations and constant communication ensure alignment on both operational and strategic issues. Industry Expertise : Understanding that a growing, safety-focused fleet deserved better than commodity pricing. Event Integration : Facilitating connections through industry events that strengthen relationships and provide continued education. The Takeaway The right insurance partnership is worth waiting for - and worth pursuing relentlessly. Mockingbird Transport saved over $150,000 during their first year with Cottingham & Butler while building a true strategic partnership.   Sometimes the clients who are hardest to reach become your most successful partnerships. Ready to explore how captive insurance could transform your transportation company's bottom line? Contact Cottingham & Butler to discover if your fleet's safety record and growth trajectory make you a captive candidate.

A janitorial employee was vacuuming the steps and floors. An observant worker realized that soon, dozens of employees and guests would be going down these steps on their way outside. This person then took the proper action to avert this potentially dangerous situation by plugging in the vacuum at a closer outlet, eliminating the trip hazard. Keep reading to learn more about slip and fall prevention. Do Your Safety Part An unguarded wet floor is only one of the many causes that accounts for millions of work-related injuries every year, which is why it is important to spot unsafe conditions that could lead to slips and falls, and do what you can to prevent them. There are various ways to suffer slips and falls while working. You can slip and lose your balance, you can trip over objects left improperly in your walkway or you can simply fall from an elevated position to the ground. To avoid slips and falls, be on the lookout for any substances on the floor, such as: Good Housekeeping Counts When entering a building from the outdoors or from debris areas, clean your footwear thoroughly. Snowy and rainy weather requires a doormat at each entrance to allow for complete wiping of shoes. Avoid running, walk safely and do not change directions too sharply. Beware of tripping hazards. Trash, unused materials or any object left in areas designed for pedestrian traffic invites falls. Extension cords, tools, carts and other items should be removed or properly barricaded off. If equipment or supplies are left in walkways, report it. Let the proper personnel remove it. And keep passageways clean of debris by using trash barrels and recycling bins. Practice Prevention Walk in designated walking areas. Short cuts through machine or cooking areas can cause accidents. Concentrate on where you are going - horseplay and inattention leave you vulnerable to unsafe conditions. Hold on to handrails when using stairs or ramps. They are there to protect you should a fall occur. If you’re carrying a heavy load that hampers your ability to properly go up or down the stairs, use the elevator or find help. The worst falls are from elevated positions such as ladders, and can result in serious injury or death. Learn and practice ladder safety. For example, use a ladder of proper length that is in good condition. Keep it placed on a firm surface. Do not climb a ladder placed on machinery, crates, stock or boxes. Keep the ladder’s base one foot away from the wall for every four feet of height. Don’t over-reach. Always have control of your balance when working from a ladder. Never climb a ladder with your hands full, and always transport tools in their proper carrying devices. Slips and falls occur every day. The extent of injuries and their recurrence can be minimized through proper safety knowledge, good housekeeping and practicing prevention.

Discover how to transform your organization's safety and efficiency through the powerful combination of lean manufacturing principles and safety practices. This webinar will reveal practical strategies for implementing continuous improvement initiatives that drive both operational excellence and workplace safety. Through real-world examples and proven methodologies, you'll gain actionable insights to launch or enhance your organization's continuous improvement journey.   LEARNING OBJECTIVES: Understand the strategic advantages of implementing continuous improvement initiatives and their impact on organizational success Differentiate between Lean and Six Sigma methodologies and determine the most effective approach for your organization Apply the seven fundamental types of waste identification in your operations while integrating crucial safety considerations Implement effective team-based improvement strategies through Rapid Improvement Events (RIE) and collaborative problem-solving Analyze real-world case studies demonstrating successful waste reduction initiatives, including measured ROI and safety improvements Click here to download the presentation.

Workplace hazard awareness training is essential for ensuring employee safety and preventing accidents. During such training, employees learn to recognize potential hazards in their work environment and take appropriate precautions. Whether it’s handling chemicals, operating machinery, or working at heights, hazard awareness empowers individuals to make informed decisions that contribute to a safer workplace. Remember, safety isn’t just a checklist—it’s an ongoing commitment. Regular training and reinforcement help create a culture of vigilance where everyone actively contributes to hazard prevention.   LEARNING OBJECTIVES: Understand the Importance of Hazard Recognition: Recognize that hazard awareness is a critical component of workplace safety. Appreciate how identifying hazards early prevents accidents and injuries. Learn Practical Hazard Identification Techniques: Explore visual cues and signs of potential hazards. Understand the role of situational awareness in hazard recognition. Discuss the use of checklists and job safety analysis (JSA) tools. Apply Hazard Recognition Skills in Real Scenarios: Practice identifying common workplace hazards (e.g., slips, trips, electrical risks). Discuss case studies or examples to reinforce learning. Promote a Safety Culture: Encourage employees to actively report hazards. Emphasize the collective responsibility for safety within the organization. Click here to download the presentation slides.

Our most recent webinar, "Manufacturing Cyber Security: Threats, Prevention, & Response" was an interactive discission hosted by Cottingham & Butler and Travelers industry experts. As manufacturing operations face increasingly sophisticated cyber threats designed to disrupt production, steal intellectual property, and compromise sensitive data, this session highlighted how to protect your operations. For those who couldn't attend or would like to revisit the material, we've compiled key takeaways below: Rising Threats : Ransomware and social engineering fraud are increasing significantly, with manufacturers being prime targets. These attacks can disrupt production, compromise intellectual property, and expose sensitive company and employee data - often sold on the dark web. Proactive Protection Is Critical : Implementing strong cybersecurity measures is essential. This includes multifactor authentication, endpoint protection, data encryption, and network segmentation to reduce exposure and limit damage. The Cost of Inaction : According to Travelers, the average ransomware incident costs $509,158, with systems down for an average of 26 days. In addition to proactive protection, a cyber insurance policy acts as your business’s financial bodyguard - it works quietly in the background but will step in to absorb the impact when trouble strikes. Click here to view the powerpoint.

Federal law prohibits group health plans and health insurance issuers from entering into contracts with health care providers,third-party administrators (TPAs) or other service providers that contain gag clauses (i.e., clauses restricting the plan or issuerfrom providing, accessing or sharing certain information about provider price and quality and de-identified claims). Health plans and issuers must annually submit an attestation of compliance with the gag clause prohibition to theDepartments of Labor, Health and Human Services, and the Treasury (Departments). These attestations are due on Dec. 31 ofeach year. The next attestation is due on Dec. 31, 2025 . The Departments may take enforcement action against plans andissuers that do not timely submit the required attestations.  Action Steps  Employers should review their contracts with health plan service providers to confirm they do not contain prohibited gagclauses. Employers should also confirm that these contracts prohibit their service providers from entering into agreements withother entities that provide or administer the plan’s network (“downstream agreements”) that restrict the plan from accessing orsharing relevant information or data. According to the Departments, this restriction would be a prohibited gag clause, eventhough the health plan is not a party to the agreement.  Also, employers should review what actions they may need to take to comply with the gag clause attestation requirement.Employers with fully insured health plans do not need to provide an attestation if their plan’s issuer provides the attestation.Self-insured employers can enter into written agreements with their TPAs to provide the attestation, but the legal responsibilityremains with the health plan. Self-insured employers may need to submit their own attestations if their TPA is unwilling tosubmit the attestation on their behalf.  Prohibition on Gag Clauses  A gag clause is a contractual term that directly or indirectly restricts specific data and information that a health plan or issuercan make available to another party. Federal law generally prohibits group health plans and issuers offering group healthinsurance from entering into agreements with health care providers, TPAs or other service providers that include certain gagclause language. Specifically, these contracts cannot restrict a plan or issuer from:  Providing provider-specific cost or quality-of-care information or data to referring providers, the plan sponsor,participants, beneficiaries or enrollees (or individuals eligible to become participants, beneficiaries or enrollees of the planor coverage);  Electronically accessing de-identified claims and encounter information or data for each participant, beneficiary or enrolleeupon request and consistent with privacy rules under the Health Insurance Portability and Accountability Act (HIPAA), theGenetic Information Nondiscrimination Act (GINA) and the Americans with Disabilities Act (ADA); and  Sharing information or data described in (1) and (2) above or directing such information to be shared with a businessassociate, consistent with applicable privacy rules.  For example, if a contract between a TPA and a health plan provides that the plan sponsor’s access to provider-specific costand quality-of-care information is only at the discretion of the TPA, that contractual provision would be considered aprohibited gag clause. A health plan’s TPA or other service provider may have separate agreements with other entities to provide or administer theplan’s network. If such downstream agreements restrict the health plan from providing, accessing or sharing the relevantinformation or data, this would be a prohibited gag clause, even if the plan is not a party to the agreement. To comply with thegag clause prohibition, the Departments expect that, in their direct contracts with TPAs or other service providers, health planswill include provisions that prohibit the TPA or other service provider from entering into a downstream agreement that restrictsthe plan from accessing or sharing relevant information or data.  Plans and issuers must ensure their agreements with health care providers, networks or associations of providers, TPAs or otherservice providers offering access to a network of providers do not contain provisions that violate the prohibition of gag clauses.  Gag Clause Compliance Attestations  Health plans and issuers must annually submit an attestation of their compliance with the gag clause prohibition to theDepartments. Attestations are due on Dec. 31 of each following year, covering the period since the last attestation. Thedeadline for submitting the next attestation is Dec. 31, 2025.  The attestation requirement applies to fully insured and self-insured group health plans, including ERISA plans, nonfederalgovernmental plans and church plans. Additionally, this requirement applies regardless of whether a plan is considered“grandfathered” under the Affordable Care Act. However, plans that provide only excepted benefits and account-based plans,such as health reimbursement arrangements, are not required to submit an attestation.  According to the Departments’ FAQs , health plans and issuers that do not submit their attestations by the deadline may besubject to enforcement action.  Gag clause attestations must be submitted electronically through a federal website . The Departments have providedinstructions for submitting the attestation, a system user manual and FAQs, all of which are available here . Noncompliant Agreements  Health plans are required to submit the annual gag clause attestation even if they are aware that they have entered into anagreement that violates the gag clause prohibition (including because a TPA or service provider has entered into a downstreamagreement that restricts the use of relevant information or data). According to the Departments’ FAQs , health plans mustidentify the noncompliant provision as part of their attestation, using the text box labeled “Additional Information” in Step 3 ofthe online system for this purpose. Such additional information should include:  Any prohibited gag clauses that a service provider has refused to remove; The name of the TPA or service provider with which the plan has the agreement containing the prohibited gag clause; Conduct by the service provider that shows the service provider interprets the agreement to contain a prohibited gagclause; Information on the plan’s requests that the prohibited gag clause be removed from such agreement; and Any other steps the plan has taken to come into compliance with the provision.  Even if a health plan submits this additional information, the provision in question could still be considered a prohibited gagclause and may be subject to enforcement action by the Departments. However, the Departments have indicated that they willtake into account good-faith efforts to self-report a prohibited gag clause in any such enforcement action. Relying on Issuers/TPAs to Submit Attestation  With respect to fully insured group health plans, the health plan and the issuer are each required to submit a gag clausecompliance attestation annually. However, when the issuer of a fully insured group health plan submits a gag clausecompliance attestation on behalf of the plan, the Departments will consider the plan and issuer to have satisfied the attestationsubmission requirement.  Employers with self-insured health plans can satisfy the gag clause compliance attestation requirement by entering into awritten agreement under which the plan’s service provider, such as a TPA, will provide the attestation on the plan’s behalf.However, even if this type of agreement is in place, the legal requirement to provide a timely attestation remains with thehealth plan. Also, some service providers have indicated they are unwilling to submit attestations for their self-insured groups. In this case, employers may need to submit the attestations for their health plans.

Our latest webinar explored the critical role fatigue management plays in protecting drivers, companies, and the public. Our experts shared actionable strategies for building a comprehensive Fatigue Risk Management System and supporting driver wellness through proven practices. Whether you attended live or are catching up now, here are the key insights from the session: The Challenge of Driver Fatigue:  Driver fatigue is a significant silent killer that is difficult to measure objectively. It affects all drivers, results from multiple contributing factors, and cannot be resolved through quick fixes. Framework for Fatigue Management:  An effective fatigue management program requires two fundamental components: a strong safety culture and a structured Fatigue Risk Management System (FRMS). Core FRMS Components : A comprehensive FRMS includes three essential elements: sound scheduling and routing practices, a sleep disorders management program, and fatigue detection technologies. Five Keys to Wellness:  A proactive safety culture must support the five keys to wellness: sleep hygiene, positive personal relationships, mindfulness, nutrition, and exercise. Driver Training:  Drivers must be trained to recognize their own objective signs of fatigue and practice effective fatigue management strategies. Free Resources : All educational resources and tools are available free of charge at NAFMP.org . Click here to view the presentation.

On Oct. 9, 2025, the IRS released Revenue Procedure 2025-32 (Rev. Proc. 25-32), which includes the 2026 inflation-adjustedlimit on employee salary reduction contributions to health flexible spending accounts (FSAs). For plan years beginning in 2026,the adjusted dollar limit on employees’ pre-tax contributions to health FSAs increases to $3,400 . This is a $100 increase fromthe 2025 health FSA limit of $3,300.  The Affordable Care Act (ACA) imposes a dollar limit on employees’ salary reduction contributions to health FSAs. This limitstarted at $2,500 for plan years beginning on or after Jan. 1, 2013, and has been adjusted for inflation for subsequent planyears. Employers should ensure their health FSAs will not allow employees to make pre-tax contributions over $3,400 for the2026 plan year. Employers can impose a lower limit on employees’ pre-tax contributions to a health FSA.  Employers should confirm that their health FSA contribution limit is included in the plan’s documents and communicate it toemployees at enrollment time.  Pre-tax Contributions  The ACA’s dollar limit applies only to employees’ pre-tax contributions to a health FSA. Nonelective employer contributions toa health FSA (for example, matching contributions or flex credits) generally do not count toward the health FSA contributionlimit. However, if employees may elect to receive the employer contributions in cash or as a taxable benefit, then thecontributions must be treated as salary reductions and counted toward the health FSA contribution limit.  Per-employee Limit  The health FSA limit applies on an employee-by-employee basis. Each employee may only elect up to $3,400 in salaryreductions in 2026, regardless of whether they have family members who benefit from the funds in that FSA. However, eachfamily member eligible to participate in their own health FSA has a separate limit. For example, a married couple who havetheir own health FSAs can both make salary reductions of up to $3,400 for 2026, subject to any lower employer limits.   Health FSA Carryovers  As an exception to the use-or-lose rule, employers with health FSAs may allow employees to carry over a certain amount offunds remaining at the end of a plan year to reimburse eligible expenses incurred in the plan year immediately following. Themaximum carryover amount is adjusted annually for inflation. For 2026, Rev. Proc. 25-32 increases the maximum carryover limitto $680 (from $660 for 2025 plan years). Employers that allow carryovers may impose their own limit that is lower than themaximum carryover limit.

Written by Kara Vines, Sr. Safety Consultant Running commercial vehicles means facing costly risks: regulatory fines, false accident claims, and skyrocketing insurance premiums. The use of camera technology in the trucking industry is drastically increasing, mostly with the forward-facing (or road facing) cameras.  Dashboard Cameras systems continue to grow in popularity, both with motor carriers and drivers because of their ability to accurately capture safety events.  Many times, drivers are concerned with privacy issues but quickly accept and appreciate the cameras once they prove to mitigate potential claims and lawsuits.  In a recent study sponsored by the Federal Motor Carrier Safety Administration (FMCSA) conducted by the American Transportation Research Institute (ATRI), truck drivers said that cameras are their second most preferred in-cab technology. The Problem: Hidden or Surprise Fleet Costs False accident claims : $25,000+ in legal fees per incident Insurance penalties : Poor safety records drive up premiums dramatically Driver turnover : $10,000+ to replace each driver lost to compliance frustration Solution: Dashboard Cameras What They Do Modern dash cams are your 24/7 legal defense systems that record the road, potentially monitor driver behavior, and capture incidents even when your equipment is parked. Your Protection Accident defense : One lawsuit where footage proves innocence saves $50,000+ in legal costs 20% crash reduction : Virginia Tech study shows significant safety improvement Fraud prevention : Video evidence immediately exposes staged accidents Insurance benefits : Fewer at-fault claims lead to lower premiums over time Key Features Forward cameras : Document road incidents Driver cameras : Detect distracted or drowsy driving, and help reduce common violations of your Unsafe Driving BASIC such as seatbelt violations Parking mode : Catch vandalism and hit-and-runs ROI You Can Count On Immediate Savings: Eliminate violation fines: $1,000+ per incident avoided Defend against false claims: $25,000+ per case Long-term Benefits: Lower insurance premiums from improved safety records Operational efficiency from automated record-keeping Typical Payback : 6-12 months for most fleets Getting Started Common Concerns Addressed "Drivers won't like being monitored"  Frame it as protection, not surveillance. When falsely accused, video evidence clears their name immediately. "Technology seems complicated"  Modern devices are designed for simplicity. Most drivers learn basics in under 30 minutes. "Privacy issues"  Be transparent about data usage and establish clear access policies. The Bottom Line These aren't just compliance tools - they're profit protectors. The question isn't whether you can afford this technology, but whether you can afford the next violation, false claim, or insurance rate hike without it. Start with compliance, expand for protection, and watch these simple devices transform your biggest business risks into competitive advantages. Kara Vines Sr. Safety Consultant KVines@smscsafety.com