SBN Staff

The Ohio safety council rebate program created by the Ohio Bureau of Workers’ Compensation (BWC) rewards employers for their active participation in a local safety council. It also provides an additional performance bonus rebate for reducing the frequency or severity of workers’ compensation claims.

“With the number of safety councils available across the state with a focus on a variety of industries, employers are able to not only receive information on new safety techniques, products and services to assist their businesses, but also reduce their premium for simply attending these helpful meetings throughout the year,” says Russ Hocutt, vice president at CompManagement, Inc.

Smart Business spoke with Hocutt about how this rebate program works.

How much of a rebate can be earned?

Currently the incentive program enables employers to receive a rebate of 2 percent of their annual workers’ compensation premium through program participation and an additional 2 percent performance bonus based on the reduction of the frequency or severity of claims.

How can a local safety council be found?

BWC’s Division of Safety & Hygiene sponsors more than 80 safety councils across the state, organized through chambers of commerce, trade and manufacturing associations, American Red Cross chapters or other local, safety-minded organizations. A list is available at

What are the requirements for the participation rebate portion?

An employer must enroll in a local safety council by July 31. Once enrolled, an employer must attend 10 meetings or events between July 1 and June 30. Two of the 10 meetings may be external educational options such as BWC Safety & Hygiene training courses or industry-specific training. The chief executive officer must attend at least one safety council-sponsored function or meeting. Semiannual reports must be submitted for the calendar year to document attendance. The documentation must be an official certificate of attendance or transcript. Only employers that meet the participation eligibility requirements will be eligible for an additional 2 percent performance bonus.

How is the performance bonus calculated?

Employers that reduce their frequency or severity of claims by 10 percent or more compared to the previous year’s frequency or severity, or employers that maintain both frequency and severity at zero, will receive an additional 2 percent refund of their annual premium, assuming the participation portion of the safety council program is met.

BWC calculates frequency by multiplying the total number of claims reported in the measurement year by 1 million and dividing by the employer’s total reported payroll for that year. Severity is determined by multiplying the total number of days absent during the measurement year by 1 million and then dividing by the employer’s total reported payroll for that year. The measurement period for private employers is claims and payroll reported between July 1 and June 30 compared to the previous year. For public employers, the measurement period is between Jan. 1 and Dec. 31.

What impact would the program have on a midsize company’s premium?

Assuming the participation requirements are met and the employer was able to reduce the frequency or severity of claims as indicated above, a midsize service company could expect the following in annual premium savings, assuming the employer is participating in no other alternative rating programs:

  • Payroll — $3,990,000.
  • Individual discount — 16 percent.
  • Individual premium — $14,683.
  • 2 percent safety council participation rebate —  $200*.
  • 2 percent safety council performance rebate — $200*.

*Based on pure premium which does not include assessments for DWRF and administrative costs for operation of BWC/IC

Savings reflected above do not include the additional savings that can be realized by also participating in programs compatible with the safety council program such as Destination Excellence, Drug Free safety Program, Group Rating (performance bonus only), Group Retrospective Rating (participation bonus only), Large/Small Deductible, Individual Retrospective Rating, or One Claim Program. Always have your third-party administrator conduct a feasibility study to evaluate the best savings options available for your organization.

Russ Hocutt is vice president at CompManagement, Inc. Reach him at (800) 825-6755, ext. 65619 or

Save The Date: Safety council enrollment ends July 31 for the 2013 policy year.

Insights Workers’ Compensation is brought to you by CompManagement, Inc.































Jonathan Brett Klein

CEO and co-founder


Luis Luque

CEO and director


In a decidedly old-school industry, oil and gas, Jonathan Klein and Luis Luque are a breath of fresh air. They have worked hard to build Cimation as both a company and a brand with a specific identity and corporate message unlike many of its competitors.

Where other companies may scoff at marketing as expensive and unnecessary, both understand the importance of a cohesive, modern marketing strategy. This initiative enables Cimation to compete with Fortune 500 technology companies for top industry talent and has helped earn business accolades even beyond the energy sector.

They have created an energetic environment where people truly love to work. All employees are encouraged to pitch new business ideas and are rewarded for their success along the way. Employees are not confined by their job title; instead, they are urged to seek out training opportunities and develop expertise across multiple areas.

The collaborative work environment at Cimation encourages employees to offer critical insights and constructive feedback. Recently, in a strategic rollout across all of Cimation’s offices, Klein, Luque and their executive team launched a series of focus groups centered on key business areas. These contributions to the overarching company goals increased engagement at the grassroots level and improved employee satisfaction.

Klein and Luque believe — and Cimation’s sustained success attests to it — that empowered, engaged and appreciated employees are more productive and work harder to support the ambitions of the entire company.

The duo cofounded Cimation in 2009 at the height of the recession when most businesses were struggling to remain open. Nevertheless, theyhave led the company to success from day one, increasing revenue, profits, head count and industry accolades year upon year.

They recently spearheaded an intellectual property initiative that will see Cimation developing new packaged technology solutions and other forms of intellectual property in the near future. Although a risky move in an industry overcommitted to underperforming technology, their vision of Cimation as a truly “great” company demands that they continue to push the envelope.

How to reach: Cimation,




Joel Bomgar

Founder and CEO


Joel Bomgar was great at fixing computers, but the unbillable time he spent traveling from one client site to the next was making it pretty tough to make any money.

He decided there had to be a better way and after realizing there wasn’t a good product on the market, he went to work to develop his own solution.

He developed his own remote support software that enabled him to troubleshoot customers’ computers through the Internet from the comfort of his own desk.

More importantly, he didn’t have to drive anywhere to identify these problems.

Over the past decade, that piece of software has evolved into the Bomgar Box, a robust remote support solution now used by nearly 7,000 organizations in 65 countries worldwide.

As the founder and CEO of the company which he named after himself, Bomgar has forged his success by focusing on the niche remote support market versus diversifying. He targets large enterprises instead of consumers and produces an appliance-based solution instead of software as a service.

The company itself has a positive, fast-paced culture that is family friendly and is based on Bomgar’s own values and desire to work in a place he believes to be “the best place on the planet.”

Innovation is a priority for Bomgar and he gives employees the freedom to create as long as it feeds the company’s primary goal of improving tech support. This freedom within focus approach allows product engineers and developers to explore futuristic ideas while keeping everyone moving toward the same end goal.

There is also great freedom when it comes to choosing philanthropic causes to support. Bomgar wants employees to support causes that are important to them personally. The Bomgar Care Network is a rotating team that solicits ideas for philanthropic activities from employees and then leads activities in support of those programs. The company also donates its technology to nearly 100 missions around the world.

How to reach: Bomgar,




Peter M. Duncan

Founder, president and CEO

MicroSeismic Inc.

Peter Duncan has led multiple start-ups over his long career in geophysics. In his most recent venture, Microseismic Inc., he has created a company that utilizes cutting edge technology to help customers monitor their reservoirs.

He had the vision and work ethic to commercialize an idea for passively monitoring seismic activity from the surface, which many industry experts thought at the time was impossible. Further, he was able to adapt his technology to meet the demands of the market as the U.S. shale plays came online and the recent domestic natural gas and oil boom began.

At the time of Microseismic’s inception, the demand for frac monitoring was virtually non-existent, but seeing the opportunity for his company’s technology to enhance customer value by monitoring their growing number of non-traditional, enhanced recovery wells, he has pioneered a new industry that has much larger companies scrambling to replicate.

Microseismic competes with organizations that are far larger in size, and recently competitors have taken notice of Duncan’s success and competition is heating up. Duncan, who is founder, president and CEO, believes that competition is what will make his company even better, which is evidenced by the continued growth of Microseismic.

However, one of the biggest challenges that he believes his company faces is the need to convince users of his services and that his technology can provide additional critical data to make their drilling programs better.

According to Duncan, just a few years ago, only 0.5 percent of all fracked wells were monitored and recently that number has grown to just 4 percent. Obviously, there is room to grow, and Duncan views this challenge as a great opportunity. He is actively working to analyze and present the data that his company collects to convince engineers how valuable this relatively new technology can be to their drilling programs.

Today, Duncan’s willingness to take risks and go against conventional wisdom has given Microseismic a 95 percent share in the market.

How to reach: MicroSeismic Inc.,



Michael L. Soper

President and CEO

Legacy Funeral Group

While many entrepreneurs recall that they started their business careers at an early age, not too many have started at the ripe old age of 7. That’s when Michael Soper began his lawn sprinkling service.

It was during a drought in 1973 that he got the idea that since a daytime sprinkling ban was in effect. Young Soper would charge $5 per house to during sprinklers on and off during the permitted hours of midnight to 4 a.m.

Many ventures later, Soper had graduated from college and had a short stint at Kanaly Trust Co. as a financial planner. He had an opportunity to attend the Texas Funeral Directors Association conference in Fort Worth at the last minute. At that convention he found his calling in the funeral service industry, with an interest that much of the money held in trusts was being invested in CDs — and it was a huge opportunity to help these small business owners.

He soon ran the Southwest Guaranty Trust’s funeral and cemetery division, bringing impressive growth. In 1998, he left to start Legacy Funeral Group, taking out a second mortgage against his house and with a motivation to help small town funeral home owners that needed somewhere to go.

Soper developed a vision to create a regional holding company that would acquire rural family funeral homes. He realized that in small towns it was important to retain local people for continued success after an acquisition and encouraged many former owners to stay engaged in the business.

While Legacy has grown to become one of the largest private companies in the death care provided industry, Soper strives to maintain the small company feel, believing and implementing a strong people culture in his firm.

The company is projected to grow by 20 percent this year. Soper’s goal is grow the business to 100 funeral homes by 2017.

How to reach: Legacy Funeral Group LLC,




Bryan Leibman

President and CEO

Frosch International Travel Inc. 

As the second generation of the family business, Bryan Leibman became president of Frosch International Travel Inc. in 1999. Under his leadership, Frosch has experienced extraordinary growth over the past decade.

The company has grown from four agents in one office to more than 1,100 employees across 27 offices nationwide and ownership in an international network spanning more than 42 countries. During the past five years, Frosch has experienced a 30 percent annual growth rate. In 2012 Frosch was honored by Inc. as one of the fast growing privately-held travel and

hospitality companies in the U.S.

Today, Frosch is one of the top 10 travel management companies in the United States. Known as a visionary for the travel management business, Leibman led Frosch to pursue his dream for a profitable travel business that reflects today’s distinctive needs of the modern business and leisure travel markets. He has turned his passion for travel into investments in the best technology and strategic acquisitions to become a top travel agency.

Leibman’s passion for travel is the biggest driver for originality and innovation at Frosch. The company has established service, technology, relationships and experience as the keys to success in the ever-changing travel industry. Frosch stands out from its competitors by offering a superior level of personalized service through the creative management of clients’ travel costs using innovative technology.

With the evolution of the travel industry, the profit margins for traditional travel agency businesses have shrunk and many smaller travel agencies have folded under competition from the Internet and airline commission cuts. Leibman takes a highly proactive and realistic approach to create better and more effective products, processes, services, technologies and ideas.

Today, Frosch boasts market-leading innovations that deliver added value to clients. Leibman has created a business model that capitalized on the most current and innovative technology in order to offer customers the best service and travel experience.

How to reach: Frosch International Travel Inc.,



If you work for Drake Mills, you need not worry about being told what to do at every turn. As president and CEO at Community Trust Bank, Mills takes great joy in seeing young leaders advance in the organization and apply their talents to help the bank service its customers better.

He doesn’t leave them completely on their own, but rather sets a course and lets them figure out the best way to follow it. He measures and advises, but he doesn’t micromanage, and the approach has enabled his team to stay together and work quite effectively as a group. He has not lost a vice president or higher level senior leader in six years.

Community Trust Bank has grown substantially over the past 10 years with much of that growth coming during a recession that has hampered many businesses, specifically those in the financial industry. The growth of credit unions has provided another potential hurdle.

But Mills has proven adept at working through challenges by knowing when to take risks and when to be more cautious.

He is also a big believer in building and maintaining a healthy corporate culture. To that end, he created a Culture Council to help define, manage and continuously enhance the company’s workplace and deal with any issues that arise. He also created an entire department devoted to ensuring that the culture remains consistent as the company continues to grow.

The result is a company that provides exceptional customer service and a dynamic work environment that contributes to the performance of the bank and helps Community Trust retain best-in-class talent.

When the work is done, Mills takes his commitment to people another step further by getting involved in causes such as the Boys and Girls Club of North Central Louisiana and the United Way of Northeast Louisiana. Employees also can get up to 20 hours of paid time each year to work on charitable causes.

How to reach: Community Trust Bank,


Midstream Services


Gregory L. Ebel

President and CEO

Spectra Energy Corp.

As the president and CEO of Spectra Energy Corp., one of North America’s premier pipeline and midstream companies, Greg Ebel challenges himself and his 5,000 employees to lead the industry in terms of safety and sustainability.

Through his actions, Ebel has contributed significantly to the economic, environmental and energy security goals of the U.S. and Canada, while overseeing impressive growth and delivering superior results on behalf of Spectra’s investors, customers, employees and other stakeholders. In addition, he plays an active role as a natural gas industry advocate and spokesman.

Since becoming CEO, his key objective was to become the leading performer in reliability, efficiency and safety by 2012. Having met this objective, he has not slowed down. The company is executing on an expansion program to build-out needed energy infrastructure for North America, and Ebel has set an ambitious goal to secure investments in new and existing assets by 2016 and to continue to lead the sector in safety and reliability.

Ebel refers to Spectra Energy as the “FedEx” of energy — able to deliver energy safely, consistently and on time. His goal is for Spectra to be the company of choice for employees, suppliers, partners, investors and government advisors.

As an early adopter of proven technologies and best practices in safety and sustainability, Spectra Energy continues to lead the industry in those areas. The company has been named to the Dow Jones Sustainability Index, the Dow Jones North America Index, has ranked first in the energy sector for the Carbon Disclosure Project’s Leadership Index, been included in Corporate Responsibility magazine’s prestigious 100 Best Corporate Citizens list, and was named one of the World’s Most Ethical Companies by Ethisphere Institute.

Ebel’s compelling vision for Spectra Energy allows him to create an open, transparent, diverse and inclusive environment. He sets the bar high, while inspiring confidence and commitment among his team.

How to reach: Spectra Energy Corp.,

Midstream Services


Brad Childers


Exterran Holdings Inc.

When Brad Childers became CEO at Exterran Holdings Inc., the future did not look too bright.

The company was facing a lot of debt, a historically low stock price and several consecutive years of losses. The company was formed in 2007 through a merger, but there was not a good integration plan in place to bring the two organizations together. The result was a bad culture and a poorly performing company.

Childers became CEO in 2011 and saw the fundamentals of a good business. They just needed a strong leader to come in and put it all together.

Not all the decisions that Childers made were popular. He eliminated personal printers and company cell phones and made changes to the work schedule. He reined in unprofitable pet projects and re-evaluated the company’s product mix.

He needed to cut costs. But he wanted to get these painful steps out of the way quickly so everyone could move on and see the positive outcomes that would be the result.

His goal was to create an environment where the company made money, employees were rewarded for their dedicated effort and everyone had the chance to live their lives and spend that valuable time with their family that doesn’t come around again.

It’s why Childers is always looking for ways to do it better and make work more efficient, such as when he identified a technology to use touch-screen devices to track activities performed in the field on a real-time basis.

The information provided will help the company make better decisions regarding resource allocations and material levels needed. It will also help identify process inefficiencies, improve equipment performance and eliminate redundancies.

The key to earning the support from employees who had heard similar claims from other leaders in the past was Childers’s willingness to get out in the field and answer the important questions that allowed the tools to be effective.

How to reach: Exterran Holdings Inc.,