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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.

Written by: Brian Popelmayer, Risk Management Consultant - Hotel Insurance Vertical Leader I just returned from the 2025 Lodging Conference, and three recurring themes dominated my insurance conversations with fellow hoteliers. These aren’t just casual observations; they reflect growing frustration and real financial exposure across the industry. Here's what you need to know: 1. Lack of Creativity in Insurance Programs Hoteliers are tired of cookie-cutter solutions. The consensus? Brokers are recycling the same carriers year after year. Once the deal is closed, innovation fades. In a dynamic risk environment, this stagnation is dangerous. Only 12% of hotel owners say their broker proactively brings new risk solutions to the table annually. That’s a missed opportunity in a market where emerging threats from cyberattacks to social inflation are rewriting the rules. 2. Insurance Rates Continue to Rise Since the pandemic, insurance costs have skyrocketed. On average, U.S. hotel insurance rates have increased by 105% and some segments have seen even sharper spikes. Property insurance is finally stabilizing in 2025, but… Excess Liability rates are climbing fast, with hikes of 8–20% depending on location and risk profile. Resort hotels in high-risk zones pay up to $1,200 per available room annually. 3. Gaps in Coverage and Lawsuit Exposure This is where things get serious. Nuclear verdicts (over $10M) are at a 15-year high. Many hoteliers I spoke with aren’t confident they’re covered for high-risk exposures like: Legionnaires’ Disease – Multi-million-dollar settlements reported. Carbon Monoxide Poisoning – $15M awarded in a Montana case. Human Trafficking & Abuse – Often excluded or underinsured. What Can Hoteliers Do? Audit your coverage — especially for emerging risks. Challenge your broker to bring fresh carriers and creative structures. Consider layered programs or captives to control costs and fill gaps. Invest in risk mitigation — smart sensors, safety buttons, staff training, and crisis protocols. Brian Popelmayer Hotel Insurance Vertical Leader 847.370.0379 BPopelmayer@cottinghambutler.com

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

Cottingham & Butler and the Iowa insurance community are celebrating the induction of John Butler, the visionary leader behind Cottingham & Butler's success, into the prestigious Iowa Insurance Hall of Fame. This recognition honors Butler's six decades of leadership, innovation, philanthropy, and unwavering commitment to his clients and colleagues. Since taking the helm of Cottingham & Butler in the late 1950s, Butler has transformed the company from a small local agency founded by his great-grandfather in 1887 into a national powerhouse. Under his leadership, Cottingham & Butler has grown to become the 3rd largest privately held insurance broker in the U.S., with nearly 1,400 employees across 26 states and annual revenues surpassing $800 million. "John's commitment to serving clients' best interests and his unique approach to developing talent have been the cornerstone of our success," said David Becker, President & CEO of Cottingham & Butler. "His induction into the Iowa Insurance Hall of Fame is a fitting testament to his profound impact on our company and the industry." Butler's innovative spirit and client-centric approach have been the driving force behind numerous groundbreaking initiatives. He revolutionized how employers manage health plan costs with the establishment of Self-Insured Services Company and set new standards for third party administration through Cottingham & Butler Claim Services. Always thinking ahead of the curve, Butler launched divisions for safety consulting, managed care, and captive insurance, long before these became industry trends. "John's relentless pursuit of innovation has not only propelled Cottingham & Butler to the forefront of the insurance industry but has also deeply influenced the way we do business," said Andrew Butler, Executive Chairman of Cottingham & Butler. "His induction into the Iowa Insurance Hall of Fame is a fitting recognition of his contributions to our company, our clients, and our community, and is a proud moment for our family and a testament to the legacy he has built.” But perhaps Butler's greatest legacy is his ability to identify and cultivate exceptional talent. With a firm belief in the potential of people, he has built a culture of continuous learning and growth at Cottingham & Butler. Butler's commitment to teaching the industry and empowering colleagues to push beyond their comfort zones has been instrumental in the company's success. "John has an incredible ability to see the potential in people and to inspire them to achieve greatness," added Becker. "He has mentored countless individuals throughout his career, and his impact on the industry extends far beyond the walls of Cottingham & Butler." Beyond his professional achievements, Butler is renowned for his extensive philanthropic efforts and commitment to his community. His lifelong passion for education has led to long-standing support for numerous schools and youth programs, including serving as a Trustee at the University of Dubuque for over 40 years. Butler's generosity has also significantly impacted the arts, healthcare, and community development, leaving an indelible mark on the lives of countless individuals in Dubuque and throughout Iowa. "John is known as a man of deep integrity and vision," said Joel Wood, President & CEO of the Council of Insurance Agents & Brokers. "Insurance is an integral part of the glue that holds our national economy together, and in so many ways, John is the exemplar of what makes this industry so extraordinary." At age 94, Butler remains actively engaged as Chairman of Cottingham & Butler, offering strategic guidance and mentorship to the company's executive leadership team. His induction into the Iowa Insurance Hall of Fame stands as a testament to his impact as a visionary leader, a guardian of his family's legacy, and a dedicated community advocate. This recognition celebrates his bold thinking, dedication to clients and colleagues, and the lasting impact he has left on the insurance industry and beyond. "I am honored to carry on the legacy of my father, grandfather, and great-grandfather," said John Butler. "This recognition is a testament to the hard work and dedication of my family and the incredible team at Cottingham & Butler who have made our success possible. As I reflect on my journey, I am reminded of the importance of staying true to our core values, embracing innovation, and always putting our clients and our people first. These guiding principles have been the foundation of our success and will continue to light the way for future generations."

From a surprising 52% increase to just 4.7% - this Chicago suburbs manufacturing company avoided over $323,000 in additional premiums while removing $1.5+ million in ongoing claims through strategic workforce planning and innovative benefit solutions. The Situation A Chicago suburbs manufacturing company with 183 eligible employees faced a 52% renewal increase, translating to over $323,000 in additional annual premiums. This stemmed from an aging workforce with multiple high-dollar claims creating unsustainable cost pressures. With limited resources and a workforce heavily concentrated in older age demographics, traditional cost-management approaches were insufficient when addressing this challenge. Key Results 52% to 4.7% Reduction Transformed large renewal increase into manageable growth while maintaining coverage quality. $1.5M Reduction in Claim Exposure Reduced large claimant exposure through participant education on alternative plan options - providing improved coverage. Win-Win Situations Implemented best-in-class Government Assistance Program resources to educate employees eligible for coverages like Medicare on which options helped reduce their out-of-pocket and premium costs the most. Why They Needed Change Premium Increase: 52% increase in medical premiums threatened organizational financial stability with over $323K in additional annual costs Aging Workforce: 3 largest claimants over age 60, 2 over 65, with 20 total members over 65 driving unsustainable utilization Large Claims Concentration: 8 members hit 50% of their specific deductible, accumulating $1.1M in paid claims with 4 exceeding $90K specific limits Limited Traditional Options: Standard cost-containment measures insufficient for addressing concentrated high-dollar claim exposure

What began as a 42% premium increase transformed into substantial savings through innovative medical treatments, strategic workforce transitions, and risk management. This transformation delivered over $450,000 in total impact while maintaining employee satisfaction. The Situation An Illinois manufacturing company with 196 enrolled employees faced escalating healthcare costs driven by an aging workforce and concentrated high-dollar claims. The organization needed immediate solutions to transfer risk and implement cost-reduction strategies. Like many manufacturers with tenured workforces, they confronted demographic-driven utilization increases and catastrophic claims concentration that threatened long-term plan sustainability. Key Wins $93,000 in Unnecessary Surgery Avoidance Implemented innovative treatment plan to help employees with musculoskeletal problems avoid the expensive surgeries and long recovery times. Win-Win Situations Implemented best-in-class Government Assistance Program resources to educate employees eligible for coverages like Medicare on which options helped reduce their out-of-pocket and premium costs the most. $450K Overall Savings Through education of employees eligible for alternative coverages, and implementation of innovative treatment plans for outpatient surgeries. Why They Needed Change Increase in Claims: Overall net claims were up 37%from prior plan year, with gross cost per employee jumping 42%, creating unsustainable financial pressure. Aging Workforce Demographics: The risk profile of the group projected their claims experience to be 30%higher than industry benchmarks – driven by an older, male-dominated demographic. Catastrophic Claims Concentration: 17 members hit 50% of their $65K specific deductible, with 8 exceeding limits, resulting in $1,265,364 total exposure. Limited Traditional Solutions: Standard cost-containment measures insufficient to address magnitude of demographic and claims concentration challenges.

The American Transportation Research Institute (ATRI) has released its 2025 findings from  An Analysis of the Operational Costs of Trucking , providing critical data on cost and performance trends shaping the trucking industry today. Overall Operating Costs In 2024, the average cost to operate a truck was $2.26 per mile, reflecting a slight 0.4% decrease from the previous year. However, when excluding fuel costs, non-fuel operating expenses rose 3.6% to $1.779 per mile — the highest level recorded in ATRI’s history. Cost Breakdown Highlights Fuel and Maintenance:  Both fuel expenses and repair/maintenance costs declined compared to 2023. Driver Wages:  Driver wages increased by 2.4%, slightly below the inflation rate. Truck and Trailer Payments:  These payments rose by 8.3%, reaching a record high of $0.39 per mile. Driver Benefits:  Costs increased 4.8%, reaching $0.197 per mile. Profitability Impact The trucking industry continues to face tight margins. Average operating margins were below 2% across all sectors except less-than-truckload (LTL). The truckload segment reported an average operating margin of -2.3%, highlighting ongoing financial pressures. Operational Adjustments Several operational impacts were noted as carriers respond to market conditions: Truck capacity declined by 2.2% as fleets sold or sidelined trucks. Empty miles increased to an average of 16.7%, indicating underutilized capacity. The number of drivers per truck decreased to 0.93. Non-driver staff headcount was reduced by 6.8%. These improvements demonstrate ongoing efforts to maintain efficiency and reliability. Benchmarking and Performance Analysis Carriers participating in ATRI’s benchmarking program receive customized reports comparing their operational performance to anonymized peer groups of similar size and sector. These insights are valuable for identifying cost management opportunities and enhancing operational effectiveness. Full Report Access The complete ATRI report is available at https://truckingresearch.org/2025/07/an-analysis-of-the-operational-costs-of-trucking-2025-update Sources American Transportation Research Institute (ATRI),  An Analysis of the Operational Costs of Trucking , 2025 Report ATRI Website:  https://truckingresearch.org Industry Cost and Performance Benchmarks, ATRI Data Sets, 2024-2025

Discover how an aluminum products company transformed their property insurance program through strategic risk management with Cottingham & Butler. The Situation After two decades working with their previous broker, an aluminum product manufacturing company sought a new direction for their insurance program by partnering with Cottingham & Butler. They were looking for more than just a broker change – they needed a complete program overhaul, from enhancing their market presentation to creating forward-thinking risk management solutions. Key Wins Why They Needed Change $75M of unsprinklered TIV in a location with high tornado activity Experiencing 15-40% increase in pricing terms annually Long-term property insurance challenges Cottingham & Butler's Strategy Focused on Two Key Elements Craft a more compelling narrative for insurance carriers Implement targeted improvements to strengthen risk profile By rebuilding their program from its foundation, we could address both immediate needs and long-term strategic objectives.

Robust insurance coverage is a key piece of effective risk management. A single uninsured event can lead to severe financial disruption, halt operations and threaten long-term viability. Yet, despite these risks, underinsurance remains a frequently overlooked vulnerability. Whether due to outdated valuations or budget decisions, carrying insufficient coverage can leave businesses exposed. Business owners need to be aware of the causes and consequences of underinsurance and take steps to address it. Several factors contribute to underinsurance in businesses, including the following: Outdated property valuations - Business owners may overlook the need to routinely update the value of their buildings, equipment or inventory, resulting in coverage that doesn’t accurately reflect current replacement costs. Business growth without policy changes - Business owners may add staff, change locations or increase assets without adjusting their insurance coverage, creating new exposures and increasing the risk of uncovered losses. Misunderstanding policy terms - Business owners may misinterpret complicated insurance policy language, leading to false assumptions about what is covered, when coverage applies and how limits or sublimits work. Fixating on premiums - Business owners may focus on minimizing insurance costs without considering the implications of reduced coverage limits, broader exclusions or how higher deductibles may compromise coverage. Neglecting emerging risks - Business owners may fail to account for new threats such as cyberattacks, climate-related events or supply chain disruptions that may not be covered under standard policies. The financial and operational consequences of underinsurance can be significant and include: Partial or denied claims - If coverage limits are too low or exclusions apply, insurance may not fully cover the cost of losses. This can leave the business responsible for the remaining expenses. Lengthy downtime - Coverage should be in place to adequately cover loss scenarios. For example, without business interruption coverage, a business may struggle to meet ongoing expenses during recovery following significant property damage, increasing the risk of prolonged closures or permanent shutdown. Regulatory and legal exposure - Insufficient liability coverage can leave businesses vulnerable to fines, penalties or lawsuits, particularly in highly regulated industries. Reputational damage - Delays in service or failure to meet obligations due to uninsured losses can erode client trust and damage long-term relationships. To minimize underinsurance risks, business owners should regularly reassess their insurance coverage, particularly after operational changes (e.g., expansion, new hires or equipment upgrades). Obtaining professional appraisals of property and assets is also crucial, especially during periods of inflation or supply-chain volatility. Additionally, businesses should evaluate whether their existing policies account for emerging risks, including cyberthreats, climate-related events or evolving liability exposures. Business owners should carefully examine policy terms and understand exclusions to reduce the risk of insurance shortfalls. Working with a knowledgeable broker or agent can help uncover insurance gaps and ensure coverage closely aligns with the business’s current operations, assets and evolving risk landscape. Contact us today for more risk management information.

The Benefits Brief: Micro-Strategy Sessions  are monthly, 15-minute virtual sessions designed for CFOs, Human Resource, and Benefit Leaders who want fast, actionable insights on employee benefits strategy and healthcare cost management. Each episode delivered expert guidance, emerging trends, and practical takeaways - packed into a concise format that respected your time and sharpened your strategy. Check this series out below! The Hidden Cost Lever - Rethinking Health Plan Eligibility: 8/6/25 Click here to view the presentation. Beyond the Plan: Exploring Alternatives That Benefit Members and the Bottom Line - 9/2/25 Click here to view the presentation. Health Plan Mastery: Regain Control, Reduce Costs - 10/7/25 Click here to view the presntation. Stay tuned for more On-Demand Micro-Strategy Sessions! BJ McAndrew BMcAndrew@cottinghambutler.com 608.228.6055