Keeping the Promise: Our Past and Our Future
Workers’ Comp:
A Market Once in Turmoil
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fter experiencing several years of significant growth in the early 1990s, business owners throughout Kentucky were reaping the benefits of a strong economy. Unemployment in the state had dipped below the national average and businesses continued to expand, particularly in the construction and manufacturing industries. But Kentucky’s economy was not entirely well as small businesses struggled to find a reliable source for their workers’ compensation insurance coverage. Many of those businesses had no other choice but to join the Kentucky Workers’ Compensation Insurance Plan (KWCIP), a program administered by the National Council on Compensation Insurance (NCCI). The KWCIP offered workers’ compensation coverage but required employers to pay substantially higher rates than those paid for the same classification codes in the standard market. Referred to as the “Assigned Risk Plan,” the “Pool,” or the “market of last resort,” the KWCIP offered nothing more than a certificate of insurance and a guarantee of coverage to employers who were paying for workers’ compensation insurance. Most businesses with coverage through KWCIP did not know who their workers’ compensation insurance carrier was and there was no coordinated effort between the administrators of the program and its participants to address workplace safety concerns or manage the steady increase of claims due to the growing economy. One newsletter from the Kentucky Chamber of Commerce described the situation as follows: “For decades, many employers benefited when the rates in the current assigned risk pool were manipulated to artificially control premium costs. The result has been that for each of the past five years, the assigned risk plan lost an average of $100 million each year.” “To cover the unfunded liability, insurance companies who wrote business in Kentucky were required to pay a share of the assessment. Over time, the added costs of the assessment, combined with pressure to keep premiums competitive with the assigned risk rates, led many commercial insurers to the conclusion that they couldn’t afford to do business in Kentucky.” “With fewer and fewer insurers willing to write business (and pay the unfunded assigned risk liability) and more and more employers voluntarily purchasing insurance in the assigned risk pool because it was cheaper, we reached a crisis.” The “Pool” was a dangerous liability. News headlines portrayed a grim outlook on the situation, and pressure was building from business and trade groups across the state to push legislators in Frankfort to make drastic changes to
the failing system. Among those pressing for changes were the Economic Progress Initiative Council, which held a news conference to address many of the issues relating to workers’ compensation coverage in Kentucky. During the press conference, council members highlighted the high premiums that business owners were facing due to the mismanagement of the “Pool” and explained how the workers’ comp market was making Kentucky economically uncompetitive. “The council said workers’ comp cost Kentucky employers $520 per worker in 1993, substantially higher than any surrounding state,” wrote Bill Estep in a story published by the Lexington Herald-Leader. Fortunately for Kentucky businesses, the state legislature acknowledged the problems facing the workers’ compensation insurance market and took swift action. “The General Assembly enacted House Bill 928 on March 30, 1994, after three months of spirited and tumultuous debate. The legislation was signed by the Governor [Brereton Jones] and became law on April 4, 1994. The provisions of HB 928 are far-reaching, complex, controversial, and they affect almost every entity involved in the workers’ compensation program or process in Kentucky.” -- Excerpt from Kentucky Workers’ Compensation Reform, 1994 HB 928, A Citizen’s Handbook
KEMI is Created
Included in the sweeping changes brought by HB 928, Kentucky Employers’ Mutual Insurance Authority (KEMI) was created by the Kentucky Legislature as a non-profit, independent, self-supporting, de jure municipal corporation chartered as a competitive state fund and as a market of last resort for employers. KEMI would provide coverage for workers’ compensation, employers’ liability insurance and coverage required by the Federal Coal Mine Health and Safety Act, the Jones Act and the Longshore and Harbor Workers Act incidental to and in conjunction with workers’ compensation. The organization would be entirely self- supporting with the exception of initial start-up funding (amounting to $7 million to be provided by and repaid to the Kentucky Workers’ Compensation Funding Commission) and was denied full faith and credit by the Commonwealth. The organization would be governed by an 11-member board of directors including seven voting members appointed by the governor and subject to Senate confirmation. 2
Four non-voting ex-officio members would consist of the Secretary of the Finance and Administration Cabinet, the Secretary of Economic Development Cabinet, the Commissioner of the Department of Personnel, and the Commissioner of the Department of Insurance.
With an intense timeline to provide coverage effective September 1, 1995, Roger faced many challenges. KEMI had no employees and no benefits to offer, no offices and no furniture, no phones, no computer operating systems, no rates, no formal business plan . . . and essentially no time.
KEMI’s enabling legislation directed that the board function in a manner similar to that of any domestic mutual insurer with corporate powers and specific duties defined by statute, including the responsibility to hire a manager to administer KEMI and present that individual for Senate confirmation, all on a time line to be fully operational on or before September 1, 1995.
The first six months of 1995 were a flurry of activity. Unless Roger Fries planned to underwrite and issue every policy himself, he knew he quickly had to hire and train a fledgling staff that had the potential and the motivation necessary to initiate and withstand the expected growth and challenges of the next five years. Before he would be able to entice employees with the type of character and ambition desired, a competitive benefits package KEMI Board Hires President & CEO Based upon the mandate of KEMI’s legislation, the would be required. With the assistance of Governor board conducted a national search for an experienced Jones’ administration, an executive order was issued and qualified candidate to lead KEMI into a successful allowing KEMI employees to participate in the Kentucky future that would essentially stabilize Kentucky’s Retirement System even though KEMI’s employees workers’ compensation insurance market and initiate would not be state employees or part of the Kentucky economic growth for the Commonwealth into the future. Personnel System. On January 4, 1995, Roger J. Fries, Executive Vice President of the Accident Fund in Lansing, Michigan With essential benefits in place by early February, it was was hired to serve as KEMI’s president and CEO time to search for office space, establish an actuarially and the concept of KEMI was shaping into its reality. sound rating plan, and select a workers’ compensation information system. Each task in itself was monumental.
Finding a Home, Hiring Staff, and Getting to Work
Building on the foundation the board for the newly created entity had established since it began meeting in August 1994, Roger assumed responsibility for the dayto-day operations of KEMI.
KEMI Opens for Business Lexington’s centralized location, amenities, and potential made it an ideal location for KEMI’s headquarters. With a vision of what would be, Roger began evaluating space and subleased half of a floor in the Lexington Financial Center, contracting for first right of refusal on adjacent space and floors. As luck would have it, furniture from the prior tenant remained and Roger was able to arrange for KEMI to retain it indefinitely for minimal expense. Now that a physical location had been established, phones were installed; letterhead was ordered; and employees were being hired. KEMI was off and running. Those first months up until September 1995 were 24/7. There were no vacations; there were barely weekends for the handful of employees and other supporting service providers such as
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Meridian Communications, CM Management, Price Waterhouse, and Milliman & Robertson, who committed their time and talents to successfully meeting the required deadline. From day one, the plan of operations at KEMI was to achieve the mandate established by the legislature, but to do it in such a way that made KEMI more than just a “here today, gone tomorrow” solution to a problem; more than just an insurance company for workers’ compensation; and more than just an employer for those first employees determined to data collection; and, ultimately, to make KEMI the see the company succeed. The ultimate plan for “Market of First Choice” as the leading writer of workers’ KEMI was to make the organization the best workers’ compensation insurance in Kentucky. compensation insurer operating in the Commonwealth.
KEMI’s First Rate Filing and One of the first objectives toward reaching that goal Writing the First Policies was to develop and execute a transition plan with NCCI to ensure that KEMI was prepared to issue coverage for any entity that desired it. Agencies servicing accounts were notified of their options. At the same time, KEMI was establishing a culture of customer service that would educate and assist agents as they began placing accounts with the new organization. By July 15, 1995, KEMI was fully operational; operating systems and employee training were complete and customer service values were in place. By August 1, the first applications for coverage were coming through the door. Even in those early days, the culture at KEMI was defined by the sense of responsibility to the cause and a desire to do the right thing right, building integrity for the organization and establishing a defined process for doing business. As difficult as it was at the time for most KEMI employees to imagine what the first year of operations would be like, Roger and the board had a greater vision and established long-term goals for financial compliance; safety, loss control, and managed care services; actuarially sound rates; low operating expenses; experienced employees; competitive and innovative products; competitive producer commissions;
During KEMI’s first year, there were countless daily obstacles – all critical in nature – and one of the most significant related to KEMI’s first rate filing, which was publicly announced in June of 1995. After months of evaluating data, actuaries for the organization recommended that the board make a rate filing that would increase rates substantially for businesses that had been insured in the pool. In explanation, Mr. Fries conceded that the rate increases would not be popular, but stated, “Our job is to take the lead in getting the Kentucky workers’ compensation system under control; we will begin providing coverage on September first with the goal of putting the system on sound actuarial footing. Other benefits will follow. These include better health and safety conditions for Kentucky workers, a better business environment to attract new industry to the state, and yes, even lower premium rates are possible once the system is on solid ground.” Though the increases required were a consequence of previous mismanagement of the assigned risk pool, Mr. Fries was correct that they would not be well-received. Legal action was necessary to resolve the matter and receive final approval of the rates from the department of insurance. 4
KEMI Pays Off Loan from the Funding Commission KEMI’s 1995 annual report predicted that the organization would become the dominant force in Kentucky workers’ compensation insurance in 1996 and take a leadership role in encouraging actions which improve the system and provide better, more affordable service to all employers, large and small. Demonstrating commitment to this prediction in a manner directly related to KEMI, in the spring of 1996 Roger Fries recommended to the board that they repay the $7 million start-up loan that was provided by the Kentucky Workers’ Compensation Funding Commission. Although the terms of the loan allowed re-payment through October 2001, according to KEMI’s Vice President of Finance, early payoff made good business sense. He stated, “At the current interest rate we’re (KEMI) paying the Funding Commission, we would have sunk over $2.2 million into interest payments by the year 2001. Policyholders are much better served over the long term by putting that money to work instead of paying it out.” Payoff of the loan six years early was a huge relief and a significant statement to the community about the viability of KEMI and its future success.
The KEMI Philosophy on Customer Service The KEMI philosophy of customer service has been a core component of the organization’s corporate strategy and culture. Early in the company’s history, priority was placed on interaction with customers and developing service standards they had not previously known; these standards were defined as employee values, representing the commitment of the KEMI staff.
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To this day they continue to be deeply embedded in KEMI’s operations: We will reflect integrity in all that we do by making decisions that are ethical and in accordance with statutory requirements and KEMI operating policies. We understand that communication and teamwork within our organization are essential to resolving all issues. We will educate our customers about, and involve our customers in, decisions that affect their relationship with KEMI. We will listen to our customers and treat them with honesty and respect. We will understand and address our customers’ needs while providing them prompt and responsive service. We recognize that our decisions will not always meet with the approval of all customers we serve. We take pride in being a dependable and respected resource for Kentucky employers. We believe that our customers’ satisfaction is a key measure of our success. After one year of serving policyholders, Roger Fries issued a special note of thanks and appreciation to each and every member of the KEMI team. “We have been extraordinarily successful during this first year and every measure of that success can be attributed to your hard work, initiative, and dedication to excellent customer service,” wrote Roger. “What sets us apart, and will continue to make a significant contribution to our success, is your unrelenting drive to make things better – for the company and for our policyholders.”
Since the company’s inception, KEMI staff has had an inherent understanding of the “unrelenting drive” Roger referenced in his note and its significance to the organization and the Commonwealth. That drive has been exhibited in dedicated service units like KEMI’s Center for Assistance, in providing customized training courses and materials available free of charge, in the ever-growing and improving online tools available at kemi.com, and in countless behind the scenes efforts that make KEMI more effective and cost efficient for customers.
Holding true to early commitments to innovation and technology, it wasn’t long before KEMI.com was transformed into a fully interactive site which provides tools for submitting claims and applications, online payments, obtaining loss runs and certificates of insurance, obtaining quotes, and completing audits. Since KEMI.com has become a huge component of how we efficiently serve customers and control expenses, improvements to the site remain under constant consideration by KEMI’s Information Technology and Communications staff, as well as management.
From the beginning, staff understood that there was no difference between the workers’ compensation insurance policy KEMI sold and the workers’ compensation insurance policy sold by any other insurance company. At the very basic level, policies for workers’ comp insurance provide the same protection and benefits no matter whose paper the policy prints on. But KEMI benefited from the early vision of Roger and the board as they recognized that the KEMI policy could stand apart by supporting it with a commitment to financial stability, non-complacency, creativity, and unique strategies for customer service and innovation.
Even with the implementation of online services available via KEMI.com, management and employees at KEMI had no intention of sacrificing service values.
Recognizing the speed of change and the importance of personal service in an environment that was becoming more and more automated, KEMI created a specialized unit of employees technically proficient in all areas of KEMI’s operations and then empowered them with authority to completely handle inquiries being received by phone and via KEMI.com. KEMI’s Center for Assistance (CFA) began operating before KEMI’s five-year anniversary and has remained one of the One of those strategies came to life in the creation most significant units within the company. In a single of KEMI.com. Though the initial site did provide some year, the CFA team handles more than 45,000 calls functionality to obtain a quick quote, the majority of the and responds to more than 7,500 messages sent to site served as an informational hub for those interested answers@kemi.com. in learning more about KEMI and the services the company provided. 6
Our policyholders were surprised when we called to ask how we could help them. They had never received that kind of service from a workers’ compensation insurance provider before.
Roger Fries
President & CEO of KEMI
Controlling Your Own Destiny: Safety Impacts the Bottom Line Companies that placed their coverage with KEMI in 1995/1996 had likely not experienced the type of workers’ comp service or involvement KEMI was focused on providing. With a full staff of loss education specialists located in Kentucky, policyholders quickly learned that KEMI’s free resources were easily accessible. Site evaluations were conducted as a routine course of business and available upon request of policyholders. Effective solutions to safety concerns on the jobsite were presented and carried forth with KEMI’s “Control Your Own Destiny” message; a message which has resonated over the years with businesses that accepted KEMI’s recommendations and implemented improved safety measures within their workplace. As a result, those businesses saw reductions in their workers’ compensation premiums through the stabilization of their experience modification, rate reductions, the application of credits, and even preferred pricing. KEMI’s approach to loss control has made safety a worthwhile investment for policyholders.
with just KEMI customers. Take, for example, the KEMI Mine Safety & Training Competition held in Pikeville each year.
This annual KEMI event is free of charge for all coal companies to attend and features more than 500 coal miners competing in events for Mine Rescue, Pre-Shift, At every opportunity KEMI has endeavored to make Bench and First-Aid. safety and loss education affordable for Kentucky businesses. In addition to safety materials and In 2011, over 50 coal companies from Alabama, evaluations, in 2010, KEMI’s loss education specialists Illinois, Kentucky, Pennsylvania, Tennessee, Virginia and began offering free OSHA training courses in General West Virginia were in attendance, and more than 200 Industry and Construction Training which provides an officials from the Mine Safety & Health Administration incredible value for businesses. One attendee expressed (MSHA) and the Kentucky Office of Mine Safety and the appreciation of his company as follows: “Our Licensing (OMSL) served as judges for the three-day Superintendents who have gone through similar training safety training event. in the past all noted how beneficial and common sense that his (KEMI trainer) approach to the course was. We KEMI recognizes that our commitment and message of appreciate that he trained us on our level and for the safety must reach beyond just our policyholders; we position that we represent in the field. Everyone was must engage this close-knit industry by offering safety very satisfied that they learned a great deal more with training to anyone who is interested. While several his approach to training than any other trainer that they employees were focused on promoting this free event have had in the past. Retention should be very high to policyholders and other coal companies in Kentucky, with this approach and that means more success for our a coordinated communications effort was underway to draw in out-of-state competition as well. The result in company.” our first year: more than 20 coal companies from five At KEMI we have earned a tremendous amount of different states attended KEMI’s free safety event, respect in the workers’ compensation marketplace and the word spread quickly throughout the industry both in Kentucky and beyond with such efforts. Our that KEMI was offering an opportunity too good to be employees are working hard each day to empower passed up. KEMI policyholders to control their own destiny by We are proud to report that in only its fourth year, the making workplace safety a top priority. KEMI Mine Safety & Training Competition has grown to But our efforts to promote workplace safety do not stop be the largest annual mine safety event in the nation. 8
Financial Stability: It’s More than Just the Bottom Line As a start-up operation, KEMI didn’t have money that would be needed to pay employees, secure space, obtain an operating system, begin paying benefits to injured workers, or do anything for that matter. As mentioned, HB 928, KEMI’s enabling statute, authorized KEMI to borrow up to $7 million from a state agency to meet start-up expenses. In May 1996, six years earlier than expected, KEMI held a payoff celebration and repaid the $7 million start-up loan to the Kentucky Workers’ Compensation Funding Commission. Since that time, KEMI has been debt-free.
The Purpose of a Policyholders’ Surplus
Recognizing the nature of workers’ compensation insurance, development of KEMI’s surplus required immediate attention. By definition the term “surplus” is typically misunderstood outside the insurance industry and is misconstrued as profit or excessive funding. However, surplus is essential as the ultimate backstop for policyholder claims. As individual claims are reported they are evaluated and KEMI sets a monetary reserve for medical costs and income benefits. In addition, insurers like KEMI must set a reserve to cover claims that have occurred but have not been reported each year. In contrast to reserves, surplus is accumulated to cover unexpected occurrences such as mining catastrophes, unanticipated medical inflation over the long tail of workers’ compensation claims, and the impact of legislative action like the federal Byrd amendment which passed with the healthcare reform bill of 2010. That retroactive legislation provides for the filing and reopening of workers’ compensation insurance claims for benefit payments which it would have been impossible to anticipate when initial claims reserves were set. Essentially, surplus is a safety net providing financial stability above and beyond operating expenses 9
and claims reserves; it is the working capital needed to support past, present, and future risk and operations, and it ensures a workers’ compensation insurance company can live up to its obligation to pay claims as required by law.
The Comp Market Stabilizes as KEMI Grows Though very few people knew exactly what to expect when KEMI opened its doors for business, under Roger’s leadership, the board, management, and staff were prepared for changes to Kentucky’s insurance market. By the end of 1996, KEMI had grown to over 18,000 policyholders and was the largest workers’ compensation insurance company in the state - writing more than $93 million in premium. Just as expected, competition in the workers’ comp insurance market returned to Kentucky and by the end of 1999 KEMI’s written premium was reduced to $28 million. After just five years, the workers’ compensation market in Kentucky was recognizing the impact of KEMI’s successful creation and execution. All the while, KEMI was continuing to fine-tune its services and anchor itself in the solid business practices that would reinforce the company’s competitive presence and be necessary for future growth.
KEMI Rated “Excellent” by A.M. Best In 2000, after four complete years of operations, KEMI had reached the age necessary to apply for a financial strength rating from A.M. Best. The evaluation process was extremely intense and time-consuming; historical data had to be generated and analyzed, corporate structure and planning had to be discussed, financial forecasts had to be prepared and presented, the impact of potential legislative involvement had to be considered and business strategy had to be laid out in detail. After months and months of working through the
process, in March 2001, A.M. Best issued KEMI’s first Sharing Our Success financial strength rating, A- (Excellent), which would be The financial success KEMI has garnered from avoiding one of the most significant events in KEMI’s short history. compromise and conducting business with integrity is a concrete advantage of placing coverage with KEMI; At the end of the 90’s and start of the new century, the long-term financial stability of the organization the workers’ compensation insurance industry across the provides peace of mind to policyholders and injured nation was struggling with irresponsible business practices workers alike. Repeated affirmation of KEMI’s and pricing wars; Kentucky was no exception. Now that “Excellent” rating by A.M. Best and clean financial KEMI had obtained an “Excellent” rating from A.M. Best, audits from KEMI’s independent auditors as well as the organization was keenly positioned to compete with the department of insurance confirm the continued the other insurance companies in the state to provide solvency of the organization. A conservative investment workers’ comp insurance for large, highly-respected strategy, placing 90% of investments in bonds, and Kentucky operations, many of which are restricted to routinely monitoring the portfolio with reputable asset obtain coverage from insurance carriers rated “A-” or management partners has proven beneficial for KEMI better by A.M. Best. Even in this new culture dominated even when markets have struggled. Though as a by competition, KEMI maintained a position to avoid mutual insurer, KEMI has the ability to issue dividends price wars, evaluate each risk, and price each policy to policyholders, and did so in 2010, the company has accordingly. Many other carriers and self-insured funds found greater long-term impact for its policyholders were irresponsibly pricing policies to post policy premium by returning premium to them through rate reductions. on their books, but KEMI was unwavering in its commitment to ensure adequate rates and financial stability. That Over the course of the past 15 years, KEMI has issued particular time in workers’ compensation insurance eight rate reductions; keeping rates lower than they were history led to the demise of many insurance companies. when KEMI opened for business in 1995 and promoting In Kentucky, AIKComp fell victim to its self-inflicted Kentucky’s economic development by providing a wounds, unable to fund claims liabilities being forced quality source for workers’ compensation insurance and to assess policyholders and ultimately close their doors. outstanding service at a competitive price.
KEMI continues to excel and is positioned to face the future with great confidence. We expect KEMI to continue to be the cornerstone of a stable, competent workers’ compensation system in Kentucky with all the attendant benefits to workers, businesses, and the prospects for sustained economic development for our great state.
David Snowden
Board Chairman
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Awards & Honors - Roger Fries has served on the Board of Directors for the Workers’ Compensation Research Institute (WCRI) since 1996 - KEMI has been rated A- “Excellent” by A.M. Best since 2001 - KEMI Received the Award of Excellence from the Professional Insurance Agents of Kentucky (PIAK) in 2001, 2003, and 2007 - In 2004, KEMI received the inaugural Top Business for Women Award by Women Leading Kentucky - KEMI was recognized by National Underwriter magazine in 2005 for its underwriting discipline
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- KEMI was chosen as one of the Best Places to Work in Kentucky in 2006, 2008, 2009, and 2010
- In 2007, KEMI was ranked as one of the top 50 workers’ compensation insurance companies in the nation in an independent study published in National Underwriter magazine - KEMI received the Central Kentucky Volunteer Award in 2007 from the United Way of the Bluegrass in honor of its commitment to serving the non-profit community - KEMI was honored nationally with the Alfred P. Sloan Award for Workplace Flexibility in 2009, 2010, and 2011 - In 2010, KEMI was named to the prestigious list of Ward’s 50 top performing property and casualty insurers - KEMI was recognized in 2010 with the We CARE Award by Republic Bank for service to the community - KEMI was ranked #1 Nationally as a Best Place to Work in Insurance (amongst small-sized property and casualty companies) by Business Insurance magazine - In 2011, the KEMI Mine Safety & Training Competition was recognized as the largest annual mine safety and training event in the nation
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KEMI in the Community Over the years, KEMI has invested a significant amount of time, energy, and resources in building lasting community partnerships. We understand that in order to truly make a noticeable impact, we must not only contribute as an organization, but we must also foster a work environment that promotes and recognizes active community participation and volunteerism on an individual level for each of our employees. To encourage community involvement and volunteer work, KEMI has developed an Activities Committee composed of a diverse group of employees. This Committee is responsible for coordinating volunteer opportunities, fundraisers, awareness campaigns, and much more throughout each year. The Committee also surveys employees and makes recommendations regarding special contributions to organizations during the holiday season or during times of local, national or global crisis. KEMI is also engaging the community through its corporate wellness program, beWell@KEMI, where KEMI employees can earn gift cards and other recognition by participating in local walks and runs which benefit the many non-profit organizations that coordinate these events to raise support and awareness. Thanks to the significant contributions from our staff, our commitment to serving the community has been recognized with numerous awards and honors. 13
Here are just some of the organizations KEMI has supported in recent years: • All God’s Children • American Diabetes Association • American Heart Association • Bluegrass Domestic Violence Program • Bluegrass State Games • Books As Bridges • Carnegie Center for Literacy & Learning • Catholic Action Center • Chrysalis House • Dare to Care Soup Kitchen • Girls on the Run • God’s Pantry • Habitat for Humanity • Homeless for the Holidays • Junior League of Lexington Holly Day Market • Kids’ Chance of Kentucky • Lexington Clinic Foundation • Lexington Hearing & Speech Center • Lexington Humane Society • Lions Club Walk for Sight • March of Dimes • Rolex 3-Day Event • Ronald McDonald Charities of the Bluegrass • Salvation Army • Sayre Christian Village Nursing Home • St. Vincent de Paul Food Bank • United Way of the Bluegrass • Women Leading Kentucky • Woodford County Humane Society
Keeping the Promise When KEMI started doing business, a promise was made to Kentucky to sustain financial stability in the everchanging world of workers’ compensation insurance, to maintain strong claims reserves as a commitment to ensure benefits for injured workers now and in the future, to deliver outstanding service and competitive pricing, to educate businesses about workplace safety, and to make workers’ comp work.
KEMI is fulfilling that promise every day. Our mission is to protect our policyholders, promote safer workplaces, preserve our financial stability, and provide superior service to all our customers. Our vision is for KEMI to be the workers’ compensation carrier of choice for Kentucky businesses. ...........................
To see recent news from KEMI, view our current and past annual reports, or access our diverse library of workplace safety resources, visit us at:
www.kemi.com
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Kentucky Employers’ Mutual Insurance 250 W. Main Street, Suite 900 Lexington, KY 40507 www.kemi.com 2011