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WORKERS COMPENSATIONVIRTUAL REFERENCE GUIDE

TABLE OF CONTENTS

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Thank you for choosing Chubb!

From policy issuance to loss prevention and premium audit, this online tool kit gives you one place to access information about your Chubb Workers Compensation insurance program.

Simply click on any of the links in the table of contents to get started.

WORKERS COMPENSATION VIRTUAL REFERENCE GUIDE

POLICY INFORMATION AND LOSS REPORTS

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If an insured would like to know the status of a policy or see copies

of policy documents, agents can easily access this information and

order copies at:

On the @chubb home page, click BUSINESS POLICY

DETAIL on the Quick Links or under Account Management

and Inquiry.

Agents can view loss runs by policy number and share information

with insureds at:

On the @chubb home page, click BUSINESS LOSS RUNS on

the Quick Links or under Account Management and Inquiry.

Insureds may also have access to our Loss History Analyzer or

RMIS tools via the @chubb platform. If an insured does have

access to these tools, they can log in with their own credentials to

the @chubb homepage at:

VIEW POLICY TRANSACTIONS

1. POLICY INFORMATION AND LOSS REPORTS

VIEW LOSS REPORTS FOR YOUR POLICY

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Please contact your network administrator for an @chubb password if you do not already have one. If your organization does not have an administrator for Chubb’s online systems, one can be set up by contacting our eBusiness Helpdesk at 1.877.747.5266.

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REQUEST ADDITIONAL POSTING NOTICES

Issued policies will include one Posting Notice for each covered

state on the policy.


https://www.chubb.com/AtChubb/jsp/home.faces



Policies will not include Posting Notices for Monopolistic States

(North Dakota, Ohio, Washington, and Wyoming), as well as

Oregon and South Dakota because:

To request additional copies of Workers Compensation Posting Notices, contact your agent or local Chubb underwriter with the following information:

Policy Number and Insured Name

Policy Term (Effective and Expiration dates)

Name of the State, Form Number and # of copies needed for

each form. Please also include a total number requested.

Note: the state must be a covered state on the policy.

Specify the recipient of these forms — Insured, Producer,

Chubb Branch or Other.

If the forms should be sent to another party, please provide

the full name and address of the recipient.

1. POLICY INFORMATION AND LOSS REPORTS

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Note: If you are aware of the need for additional posting notices prior to policy issuance, it is best to provide instructions in your binding order.

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OREGON sends Posting Notices directly

from the Oregon Workers’ Compensation

Division when a policy is issued.

SOUTH DAKOTA does not require

Posting Notices.

EXCEPTIONS


http://www.oregon.gov/dcbs/insurance/Pages/index.aspx

http://dlr.sd.gov/insurance/default.aspx

http://www.oregon.gov/dcbs/insurance/Pages/index.aspx

http://dlr.sd.gov/insurance/default.aspx

CLAIMS REPORTING AND RESOURCES

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Choose whichever method is most convenient for you:

• Call 1-800-699-9916

• Fax 1-800-884-3946

If you choose to report a claim online, please review:

REPORT A CLAIM

2. CLAIMS REPORTING AND RESOURCES

Need to report a claim? There are four ways to report a claim to Chubb.

Only one Claims Kit is issued per policy, and we encourage you

to make copies of the forms provided in the kit for future use.

CHUBB CLAIMS KIT

Chubb Claims Kit contains the materials you need to expedite the reporting of a Workers Compensation claim.

If you suspect fraud or an exaggerated claim, contact

Chubb’s Special Investigation Unit (SIU) by notifying your

adjuster or call 1-800-35-Chubb (2-4822). Our SIU includes

a special team dedicated to investigating potentially

fraudulent workers compensation claims.

DO YOU SUSPECT FRAUD?

7WORKERS COMPENSATION VIRTUAL REFERENCE GUIDE

http://www.chubb.com/businesses/claims/chubb1304.html

https://extpws09.chubb.com/ChubbClaims/Extranet/eLoss/Login.aspx?GAMsg=

http://www.chubb.com/claims/documents/19878.pdf

http://www.chubb.com/businesses/cci/chubb19100.pdf

MEDICAL AND DISABILITY RESOURCES

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CorVel (All States)• Dial 1-800-318-6668 or go to

• Click “Find a Provider”

• Select Workers Compensation

• Fill in the distance and the city and state

• Enter your zip code and click “Find providers that meet search criteria”

CorVel (Texas)• To access the HCN in Texas log on to


• Select Texas CorCare Certified Network



CorVel (California MPN)• To access the MPN in California log on to


• Select California MPN Network



FIND MEDICAL PROVIDERS IN OUR PREFERRED NETWORK

PHARMACY BENEFIT MANAGEMENT PROGRAM INFORMATION

3. MEDICAL AND DISABILITY RESOURCES

Chubb gives you and your employees access to a network of providers that provide quality medical at reasonable rates, which is why we encourage you to use the providers affiliated with these networks.

The Pharmacy Benefit Management Program (PBM) for Workers Compensation is administered by Express Scripts (ESI), except in Texas where Chubb uses Corvel’s CorCareRX.

Contact Your PBM• Call Express Scripts at 866-672-2482

• Call CorCareRX (TX) at (800) 563-8438


http://www.corvel.com/ppo-lookup/



http://www.express-scripts.com/services/workerscompensation/


DEVELOPING A SAFETY PROGRAM

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Direct expenses—including lost wages, medical expenses and

increased workers compensation premiums—cost companies

billions of dollars. In addition, accidents may cause low

employee morale, poor work attitudes, low productivity and

reduced quality.

A comprehensive safety program reduces the potential risk of

injury or illness to your employees, allowing them to work safely

and productively, thereby positively impacting your bottom line.

4. DEVELOPING A SAFETY PROGRAM

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A safety program establishes a focused, company-wide

approach to safety that communicates with employees,

identifies and controls hazards, and defines a policy of

involvement and accountability throughout the organization.

Every activity that relates to safety becomes part of the unified

safety program. To help eliminate accidents and reduce the

potential effects of exposure to harmful substances, injuries

due to repetitive tasks, and other workplace occurrences, safety

must be managed, measured and rewarded.

A successful safety program has elements in common with other management programs:

Well-defined and measurable goals

Clearly assigned responsibilities

Frequent communication between management and

employees

Comprehensive training

Methods to guide, evaluate and monitor progress

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The goals and structure of your safety program must be based on a clear understanding of the hazards your employees face.

ELEMENTS OF AN EFFECTIVE PROGRAM

Each year, millions of disabling injuries and thousands of deaths occur on the job.


Reference Chubb’s loss control resources included in this virtual guide to start your program:

You can also use the following third-party sources to help develop your program:

Slip and fall guidelines:


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TOOLS TO HELP BUILD YOUR PROGRAM


https://www.osha.gov/law-regs.html

https://www.osha.gov/SLTC/etools/safetyhealth/mod2_sample_sh_program.html

https://www.osha.gov/recordkeeping/

https://www.osha.gov/SLTC/walkingworkingsurfaces/index.html

http://www.ccohs.ca/oshanswers/safety_haz/falls.html

CONDUCTING A SAFETY ANALYSIS

A safety analysis is a means of studying data on a scheduled basis to determine trends and identify problem areas. This analysis allows you to concentrate on areas of your business that pose the greatest threat to the health and safety of your employees.

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There are 3 types of analysis you can use:


TREND ANALYSIS

By keeping track of accident and injury data, you can identify

particular types of injuries and the causes of those injuries.

For example, back injuries caused by or correlated to lifting

operations. Analyzing this data can help uncover which injuries

tend to reoccur and potential causes. The trend analysis may

indicate the need for additional training, new procedures,

or engineering controls to help eliminate the problems.

To conduct a trend analysis, you should:

» Determine what data will be analyzed and compile that data

(example: accident injury data, records of hazards identified

during inspections, etc.). Contact your agent or broker for a

three-year history of losses as well.

» Determine how often the analysis will be conducted, and

what time period your results will cover (monthly, quarterly,

semiannually).

» Identify similarities in data (for example, you may find that

three out of four accidents involved a back injury, all injuries

were from the same work area, three out of four involved the

same work activities, and the same hazards were identified

during inspections).

» Develop corrective measures to help stop the unfavorable

trends.

A trend analysis requires a formal, consistent analysis procedure.

Your procedure should establish, in writing, who is responsible for

the analysis (by position) as well as the data to be analyzed and

frequency of analysis.




A JSA is a way to identify hazards associated with a certain task

and apply measures to help protect the employee, or eliminate

or control the hazard. A simple system of job analysis can also

help you obtain maximum efficiency and safety.

The term “job” refers to the steps or activities involved in

a person’s occupation, and a JSA applies a technique that

analyzes the relationship between your employee, the tasks

they perform, the tools they use, and the environment they work

in. When conducting a JSA, all factors, such as quality control,

production and safety, must be included in the analysis because

all of them contribute to a more efficient operation.

For more on how to conduct a JSA, refer to:

Solutions that result from a JSA can take the form of physical

changes that minimize or control job hazards (for example, using

machine guards). Other solutions might include a change in job

procedures that eliminate or minimize hazards (for example,

piling materials more safely).



JOB SAFETY ANALYSIS


https://www.osha.gov/Publications/osha3071.pdf

Using the information you uncovered in your trend analysis and

JSA, you can now determine which hazards may pose the greatest

threat to the safety and health of your employees. In the risk

assessment phase, use a risk classification matrix, applying the

likelihood and consequences of a loss, to categorize the exposure

as low, medium, serious, or high.

This initial assessment will help you determine the risk of injury

or illness based on the current level of control (or lack thereof).

Subsequent assessments of the same exposure as you improve

your level of control will help you determine what prevention

methods have proven effective so you can appropriately direct

your resources.

The reduction of risk is achieved by applying the following hierarchy of controls (in the order of effectiveness):

Elimination

Substitution of less hazardous materials, processes,

or operations

Engineering controls (ventilation or isolation)

Warnings (visual or audible)

Administrative controls (rest periods or job rotation)

Personal protective equipment



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RISK ASSESSMENT

A

B

C

D

E

F


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BASIC SAFETY PRACTICES

A comprehensive safety program reduces the potential risk of injury or illness to your employees, allowing them to work safely and productively, thereby positively impacting your bottom line.

Experience has shown that sincere commitment and participation

by management is necessary for a safety program to achieve

its goals. When management demonstrates genuine interest

in preventing workplace injuries and illnesses, supervisors and

employees are more likely to do the same.

Management should demonstrate active participation by translating ideas into specific safety actions such as:

Issuing a written statement of a safety policy.

Providing realistic allocations of time and money for

safety items.

Assigning responsibility and authority for implementing

and enforcing your loss prevention program.

Reacting promptly to recommendations, suggestions,

and complaints developed as a result of the loss

prevention program.

Attending safety talks and meetings.

Demonstrating safe behavior and concern for the safety

of others.

DEFINING YOUR SAFETY GOALS

RESPONSIBILITY FOR SAFETY STARTS AT THE TOP


A loss prevention program is more likely to accomplish the desired

results when safety goals have been established. Goals should

be easy to understand, realistic, and measurable. For example,

if your operation has a high accident experience, a realistic and

quantifiable goal may be to reduce accident frequency by 25%

during the next year. Safety goals should be established for every

organization, regardless of size.

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COMPREHENSIVE TRAINING FOR YOUR EMPLOYEES

As an owner or manager, you must ensure that all employees are

educated about the materials and equipment they handle, known

hazards involved in their jobs, and how to control those hazards.

Foundationally, each employee needs to know that your organization supports and expects them to comply with the following guidelines:

No employee is expected to undertake a job until he or she

has received job instructions on how to do it properly and

has been authorized to perform that job.

No employee should undertake a job that appears unsafe.

You may be able to combine safety and health training with other

job-specific training that you do, depending on your company’s

hazards and current training practices. New employee orientation,

for example, should include safety information. The goal of your

training in any situation should be that every employee knows

what they need to do to keep themselves and their fellow workers

safe and healthy.

Here are a few tips to help make your training program effective:

Don’t just explain hazards and prevention—verify that

employees really understand what you have taught them.

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Train your supervisors to know all the hazards that face the

people they supervise and how to reinforce safety training

with quick reminders and refreshers, and with disciplinary

action if necessary. Verify that they understand what is

expected of them.

You and all of your top management staff should understand

all of your safety responsibilities and how to hold subordinate

supervisory employees accountable for theirs.

Additionally, to prevent injuries, encourage your management staff and supervisors to:

Pay special attention to new employees and employees

who are moving to new jobs. Because they are learning new

operations, they are more likely to get hurt.

Encourage employees to be particularly cautious while

performing tasks that are non-routine, such as emergency

repairs or rarely occurring maintenance. This is when many

fatalities and severe injuries occur.

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COMPREHENSIVE TRAINING FOR YOUR EMPLOYEES



All accidents and near-miss incidents in your company should

be investigated, no matter how minor the injuries or damage.

Conditions or acts that cause minor injuries or damage once could

just as easily cause a catastrophe under different circumstances.

For more on how to conduct an accident investigation, please review Chubb Loss Control Service’s:

An interactive software program that helps identify

and understand common safety and health hazards

in your workplace.

Resource providing guidance for hazard and

control programs.

Booklet providing information related to planning

for emergency events.

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ACCIDENT INVESTIGATION


Investigating accidents is an important part of any loss prevention program.

RESOURCES TO HELP BUILD YOUR PROGRAM

Occupational Safety and Health Administration (OSHA) offers tools and information to help companies build safety programs.



http://www.dol.gov/elaws/oshahaz.htm

https://www.osha.gov/SLTC/etools/safetyhealth/mod4_factsheets_hazctrl.html

https://www.osha.gov/Publications/osha3088.html

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MONITORING AND MEASURING YOUR PROGRAM

It is important to monitor the implementation of your loss prevention program and establish metrics that indicate the program is meeting or exceeding your company’s safety goals and the expectations of management. On a scheduled basis, the company should review their loss prevention metrics and consider alternative methods if the results are not acceptable.


MONITORING THROUGH SELF-INSPECTIONS

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Regularly scheduled and recorded self-inspections can help you

verify that controls are in place per your loss prevention program

and that they are being maintained. A well-planned safety

inspection program helps you detect uncontrolled or under-

maintained hazards before an injury or illness occurs. They can

also identify new hazards that have not been assessed.

To implement a self-inspection, first decide:

Who will perform the inspection?

How often will inspections occur?

How will the inspection be recorded?

Who is responsible for reviewing the reports and

recommending or approving corrective actions?

Check your injury and illness records for the location and causes

of accidents so the prescribed controls can be verified by the

inspection. Use an inspection checklist to assist you and add

additional items if necessary.

In addition to routine inspections, consider conducting a self-

inspection following a key company change—whether your

company has increased production, changed operations or

job tasks, installed new equipment, or hired untrained new

employees. These events often pose new hazards.

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MEASURING YOUR PROGRAM

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There are many ways to measure the success of your program. If

your company is required to report injury and illness data OSHA,

you can determine your rate of OSHA recordable injuries and

illnesses per 200,000 hours of work:

Using Bureau of Labor Statistics (BLS) data, you can compare your

OSHA injury and illness rates to other companies in the same

industry and within your state. To determine and compare your

data access the:

Using workers compensation data, your company may measure

and compare the number of claims submitted in a specified time

period, or the cost of those claims. If your company has a workers

compensation experience modifier, it can also be used to compare

your workers compensation performance to others in your state

and industry on an annual basis. Your insurance agent or broker can

assist you with your experience modifier.

Some companies may use activity metrics to measure the success

of their program. Examples would include the number of safety

inspections completed in a month or quarter, the number of job

safety analyses completed, or the number of safety meetings held.

Another effective metric is quantifying the number of risk

assessments completed and using historical data to demonstrate

the level of risk reduction achieved through the application of more

effective controls.

On a routine basis, your company should review their loss prevention metrics and consider alternative methods if the results are not acceptable.



https://www.osha.gov/recordkeeping/

http://data.bls.gov/iirc/mainDisplay.do

REVIEWING YOUR PROGRAM

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A regular review of your loss prevention practices will keep your

program effective and current. It is an opportunity to fine-tune

your program and make meaningful adjustments.

Conduct a thorough review of each practice. Make sure

that any new equipment, procedures, or operations are

incorporated into the appropriate components of your plan.

Check your existing procedures against your metrics to ensure

that they are meeting your safety needs. Make changes and

adjustments in your plan where necessary, and don’t forget to

notify your workers of the changes.



PREMIUM AUDIT AND ACCOUNTING PROCESSES

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WHAT IS A PREMIUM AUDIT?

CHUBB PREMIUM AUDIT TIMELINE

5. PREMIUM AUDIT AND ACCOUNTING PROCESSES

A premium audit is a review of a policyholder’s records and

operations to ensure that the exposure information is accurate.

When Chubb writes your policy, we base premium on estimated

payroll. After the policy expires, we perform an audit to

gather your gross payroll. The gross figures, less any allowable

deductions, are then used to correctly adjust the premium.

The following timeline explains what to typically expect during a premium audit, and shows who is responsible for what tasks:

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CHUBB PREMIUM AUDIT TIMELINE

ESTIMATED TIMELINE

PO

LIC

Y E

XP

IRE

S

30 DAYS 60 DAYS 30 DAYS

CLIENT CONTACT & PREPARATION

FIELD AUDIT ANALYSIS

PREMIUM AUDIT CENTER PROCESSING COMMUNICATION

Documents completed and information submitted by Client

Schedule audit appointment

Audit appointment completed

All client info received

Complete audit submitted to Premium Audit

Audit center review, processing, and billing

Communication between Audit center, auditor, underwriter

Client contact

Chubb auditorChubb auditor

Chubb Audit Center

Chubb auditor

Chubb underwriter

TASKS

RESPONSIBILITY

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ONGOING THROUGHOUT

PROCESS90 DAYS 120 DAYS30 DAYS


PREPARING FOR A PREMIUM AUDIT


To help anticipate what information your company will need to share with Chubb, use our:

Prior to the premium audit process, you will be required to complete the:

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AUDIT PAYROLL SPREADSHEET

It is important that you cooperate in a timely manner to ensure the completion of the premium audit within the indicated timeline.


http://www.chubb.com/businesses/cci/chubb20438.xlsx

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PREPARING FOR A PREMIUM AUDIT

A premium audit is a review of a policyholder’s records and operations to ensure that the exposure information is accurate.


PREMIUM AUDIT

Generally conducted on

site or at an appropriate

secondary location (e.g.

accountant’s office). This

audit may be performed

by a Chubb auditor or

by an independent audit

company hired by Chubb.

A Chubb telephone

auditor or an independent

audit company hired by

Chubb will contact the

insured over the phone to

complete the audit.

The premium audit format is based on jurisdictional

requirements, as well as the size of the policy and/or the

nature of the operations.

The audit may be completed in one of two ways:

Premium auditors gather information from books of original entry

and verification from tax documents. The records required for an

audit depend on the type of coverage on the policy. In order to

take advantage of possible premium reducing credits, records

need to be clear and concise.

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PHYSICAL AUDIT

OR

TELEPHONE AUDIT


PAYROLL AUDIT

A payroll audit is conducted for workers compensation policies.

The auditor will look for records that reflect:

Employees by name with job duties and working state

Documents maintained to show payroll categories

separately such as:

• Gross Payroll / Remuneration

• Payments for Active Military Duty

• Overtime / Double Time

• Group Term Life

• Severance Pay

• Tips

Non Qualified Stock Options - exercised

Third-Party Sick Pay

Executive officers, partners, and members of an LLC may

be subject to payroll limitations. Records must reflect

these individuals separately. Corporate by-laws may be

used to verify executive officers.

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INCLUDED REMUNERATION

Wages or salaries, including those that are retroactive

Total cash received by employees for commissions and draws

against commissions

Bonuses, including stock bonus plans

Pay for overtime work except for the premium portion of

overtime pay

Payment by an employer of amounts that would have been

withheld from employees to meet statutory obligations for

insurance or pension plans such as the Federal Social Security

Act or Medicare

Pay for holidays, vacations, or periods of sickness

Payments to employees on any basis other than time worked,

such as piecework, profit sharing, or incentive plans

Payments or allowances for hand tools or handheld power

tools used by employees in their work or operations

The rental value of an apartment or house provided to an

employee based on comparable accommodations

The rental value of lodging, other than an apartment or house

received by employees as part of their pay to the extent

shown in the insured’s records

The value of meals received by employees as part of their pay

to the extent shown in the insured’s records

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The information in connection with

remuneration is based primarily on

the NCCI Workers Compensation

And Employers Liability manual.

This information is being provided

to you for discussion and

informational purposes only. The

definition of remuneration may vary

from state to state and is subject to

the actual Workers Compensation

And Employers Liability manual

applicable in a given state.

INCLUDED REMUNERATION

Value of store certificates, merchandise, credits or any

other substitute for money received by employees as part

of their pay

Payments for salary reduction, savings plans, retirement or

cafeteria plans made through employee-authorized salary

reduction from the employee’s gross pay

Davis-Bacon wages or wages from a similar prevailing

wage law

Annuity plans

Expense reimbursement to employees to the extent that

an employer’s records do not confirm that the expense

was incurred as a valid business expense

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And Employers Liability manual.

This information is being provided

to you for discussion and

informational purposes only. The

definition of remuneration may vary

from state to state and is subject to

the actual Workers Compensation



EXCLUDED REMUNERATION

Tips or other gratuities received by employees

Payments by an employer to group insurance or group

pension plans

Payments by an employer into third-party trusts for the

Davis-Bacon Act or a similar prevailing wage law provided

the pension trust is qualified under IRC Sections 401(a)

and 501(a)

The value of special rewards for individual invention or

discovery

Dismissal or severance of payments except for time worked or

vacation accrued

Payments for active military duty

Employee discounts or goods purchased from the employer

Expense reimbursements to employees to the extent that an

employer’s records confirm that the expense was incurred as

a valid business expense

The premium portion of the overtime wages can be excluded

as long as overtime is paid at 1.5 or 2x the regular wage rate.

Records must be kept to reflect these payments

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And Employers Liability manual. This

information is being provided to

you for discussion and informational

purposes only. The definition

of remuneration may vary from

state to state and is subject to the

actual Workers Compensation



STATUS OF INDEPENDENT CONTRACTORS

After reviewing the 1099s, the auditor will determine whether

the designation of independent contractors is acceptable

for insurance purposes and review documents illustrating

the relationship between the insured and its independent

contractors and/or subcontractors, including:

Proof of insurance (Certificates of Insurance and insurance

policies)

Exemptions from workers compensation insurance filed

with the state

Contracts between the insured and the independent

contractor or subcontractor

Payments to contract labor and/or subcontractors may

be included in the absence of a Certificate of Insurance

showing the appropriate coverages for the policy period

Decide who should be the primary contact. This should

be a person who is familiar with the work done by all

departments and employees.

Review your payroll documents to assure that the

auditor can break out the categories of payments and

separate the employees by the job duties and the state of

employment.

Review the audit findings with the auditor and request a

copy of the audit worksheets.

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KEYS TO A SMOOTH AUDIT


HOW TO REQUEST AUDIT WORKSHEETS


Note: An authorization is only good for that audit term. Each audit will require a new insured authorization and documentation.

To request copies of the Audit Worksheets, please send a request

to Chubb’s Premium Audit Center mailbox:

In your subject line, please follow this format:

Worksheet Request - Insured Name, Policy Number,

mm/dd/yy–mm/dd/yy.

Please note that these Audit Worksheets contain confidential

payroll information and may not be released to anyone outside of

Chubb (including agents) without the approval of the insured. All

requests for copies of the Audit Worksheets must be accompanied

by authorization from the insured, either from an email address

with the insured company domain or an attached document using

company stationary.

The authorization must specify:

Policy number

Effective date of audit

Name and title of requestor

Name and address of recipient, if different than requestor

[email protected]

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mailto:auditdisputes%40chubb.com?subject=

HOW TO DISPUTE A PREMIUM AUDIT


Our auditors’ goal is to minimize potential disputes during the

audit process through clear communication with you. However, if

you would like to file a formal dispute of a premium audit, we ask

that you follow the process below:

We ask that the agent and insured review and verify the

audit billing statements together.

If an agent or insured disputes the audit because of

incorrect exposures or classification issues, please provide

a detailed explanation and any supporting documentation

(e.g. payroll reports, job titles and descriptions, tax return,

corporate bylaws).

Send the dispute to:

Once the dispute is received, the Premium Audit Center will

acknowledge receipt of the dispute, and our audit analysts

will review and send an initial response to the insured

typically within 5 business days.

Often, additional information is needed to respond to the dispute.

We ask that all required information be returned within 10 business

days. If the required information is not received, a final notice will

be sent allowing 5 more business days. If there is no response

within 5 days after the final notice, the dispute is closed and the

audit premium is expected to be paid. Our goal is to resolve all

disputes within 30 days.

[email protected]

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2

3


mailto:auditdisputes%40chubb.com?subject=

PREMIUM AUDIT COLLECTION & UNPAID AUDITS


When a workers compensation audit is issued, the payment due

date is typically determined by the issue date and the agent’s

payment terms with Chubb. For example, if an audit was issued

by Chubb in January, an agent with 45-day payment terms is

expected to pay that audit in March.

When a workers compensation audit is not paid by the due

date, Chubb’s Premium Accounting Service Center (PASC)

will investigate to determine if there is a potential dispute or

revision. Agents, if you know an audit is being disputed, please

inform PASC to ensure the collection is put on hold until the

dispute is resolved.

If research indicates that the audit stands as issued, PASC may

issue a notice of cancellation for non-payment of premium on

the current term in compliance with any applicable cancellation

laws or regulations.

If the audit remains unpaid and it stands as issued, Chubb

may pursue any available remedies under any applicable law

or regulation, including but not limited to, proceeding with a

collections action.


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We are committed to helping you find ways to create a safer

workplace, addressing claims promptly and fairly, assisting you

in managing costs, and providing support to get your employees

back on the job as soon as possible.

We hope this resource helps you manage your workers

compensation program more efficiently, and look forward to

continuing to support your needs.

Thank you for trusting Chubb with your Workers Compensation insurance.

THANK YOU


This document is advisory in nature. It is offered as a resource to be used together with your professional insurance advisors. Evaluations,

reports, and recommendations are made solely to assist the insurer in underwriting and loss control. Evaluation for any hazard or

condition does not imply that it is covered under any policy. Actual coverage is subject to the language of the policies as issued.

No liability is assumed by the information contained in this document. Chubb refers to the member insurers of the Chubb Group of

Insurance Companies. Not all insurers do business in all jurisdictions. Chubb, Box 1615, Warren, NJ 07061-1615.