Complex Lit - Unit Managers Playbook

NA R S P r in c ip l e s PLAYBOOK Co m pl i a n c e P er f & Ror m eqa n uc ie M r ema enn a tg sem en t R A esd p m onsin i is b t r i a l t i t iv i NARS Playbook ese Front Cover Complex Litigation Unit (CLU) Managers 2023 Y M oura Wn a orgi n k g

s e l ip c in r NARS Playbook P S R NA The NARS Playbook is intended to be a reference e guide for all members of the NARS team. Each c section contains information outlining key n a i pl operational areas and accompanying expectations of m employees. Co Business lines and departments may supplement this t Playbook to include specific requirements and ens expectations on an individual position, team, emt g a en n a em account, or departmental basis. r e Mi c u n eq a m & R or f er P ees ivi t ti l ai rb ti is inons mp des AR g k n or gi a W n a our M Y 2 Confidential, Proprietary and Trade Secret Document of NARS and protected by the Florida Uniform Trade Secrets Act, chapter 688, Florida Statutes. No use allowed unless specifically authorized.

NA R S Table of Contents P r in c ip l e NARS Principles , Cultural Values 5 s Compliance 9 Performance Management & Requirements 11 Co Onboarding New Hires 14 m pl i Temp Employee Management 14 a n c Departing Employee Procedure 14 e Administrative Responsibilities 17 Managing Your Work 19 P er f Authority 23 & Ror m eqa n uc Documentation 25 ie M r ema enn Financial Responsibilities 27 a tg sem Timeliness/Deadlines 29 en Client/Customer Details 31 t R A esd p m onsin i is b t r i a l t i t iv i ese YM oura Wn a orgi n 3 kg Confidential, Proprietary and Trade Secret Document of NARS and protected by the Florida Uniform Trade Secrets Act, chapter 688, Florida Statutes. No use allowed unless specifically authorized.

s e l ip c in r P S R NA e c n a i pl m Co t ens emt g a en n a em r e Mi c u n eq a m & R or f er P e es ivi t t i l a i r b t i is inons m p d es A R g k n or gi a W n a our M Y 4 Confidential, Proprietary and Trade Secret Document of NARS and protected by the Florida Uniform Trade Secrets Act, chapter 688, Florida Statutes. No use allowed unless specifically authorized.

NAN NARS Principles, Cultural Values R AR S S P P r r ininc c ipip l l e es The NARS Employee Handbook has been prepared to inform all s employees of the policies and procedures of NARS. You will want to familiarize yourself with the Handbook and should refer to it when you have questions about Company policies. Specific questions Co regarding any NARS policies may also be referred to your manager or m pl i Human Resources. a n c All NARS employees are expected to: e • Act honestly, ethically, and in good faith at all times. • Comply with applicable laws, rules and regulations of all P er f governmental entities and private and public regulatory agencies, & Ror m eqa including all insurance departments having jurisdiction over n uc ie M r NARS. ema enn a • Maintain all company records accurately, truthfully, and in a tg sem timely manner. en • Avoid apparent conflicts of interest in personal and professional t relationships. • Maintain the highest standards and practices in all matters R esA relating to accounting and financial controls. d p m • Adhere to NARS policies, guidelines, and timelines. onsin i is b t • Protect the confidentiality of NARS work product and r i a l t i t iv i proprietary information of NARS and our customers. ese • Promote a culture of honesty and accountability. Y M oura W n a or gi n 5 k g Confidential, Proprietary and Trade Secret Document of NARS and protected by the Florida Uniform Trade Secrets Act, chapter 688, Florida Statutes. No use allowed unless specifically authorized.

s e l ip NARS Principles, Cultural Values c in r P S R NA Our cultural values are reflected in the NARS "S.T.A.R.S." Principles, which state that we are: OLUTION DRIVEN: e S c • We anticipate our customers' needs, offering tailored, easy-to- n a i understand solutions that benefit all stakeholders. pl m • We prioritize transparency and forthrightness in our actions, Co ensuring that we always deliver what is most important to both our customers and other stakeholders. EAM ORIENTED t T ens • We operate as a high-functioning unit, valuing each member's emt g contribution and fostering a supportive environment where egos are a en n a em set aside, and assistance is readily offered. r e Mi c u • We keep it fun and celebrate victories together, acknowledging both n eq a m & R personal and team milestones as we strive for success. or f er P CCOUNTABLE A • We take pride in our work and hold ourselves responsible for our actions, decisions, and goals, ensuring timeliness, accuracy, and e es attention to detail for the utmost customer satisfaction. iv i t • We are passionate about delivering exceptional results and own our t i l a i r b t i commitments to both our team and the company. is in ons m p d ESPONSIVE A es R R • Weare fanatical about response times, consistently surpassing expectations through clear communication and diligent follow-ups. g k n or gi a W n a our M Y 6 Confidential, Proprietary and Trade Secret Document of NARS and protected by the Florida Uniform Trade Secrets Act, chapter 688, Florida Statutes. No use allowed unless specifically authorized.

s e l ip NARS Principles, Cultural Values c in r P S R NA RESPONSIVE(con't) • We build mutual understanding by active listening, documenting discussions, and fostering a caring environment where all individuals e are treated with respect and empathy and feel valued and heard. c n a i ELF-IMPROVING pl S m • We are dedicated to personal and professional growth through Co ongoing education, skill development, and process refinement. • We welcome constructive criticism as an opportunity to identify areas for further improvement, ensuring our commitment to t excellence remains unwavering. ens emt g Our vision of sustained growth requires an unwavering commitment to a en n a em our values, capabilities, and service. In addition to specific objective r e Mi c u measures, performance reviews are based on various components of n eq a m & R NARS"S.T.A.R.S." These principles have been incorporated into or f performance objectives at all levels of the organization. er P Service and performance excellence should be embraced and demonstratedin our daily work and customer interactions. Positive e es efforts, results, and behaviors should be recognized and discussed in iv i t t i weekly unit meetings, one-on-ones, and performance l a i r b t i reviews. Additionally, KAZOO and other forms of recognition should is in ons be regularly used to recognize and incentivize individual and team m p d es success and service differentiation. A R g k n or gi a W n a our M Y 7 Confidential, Proprietary and Trade Secret Document of NARS and protected by the Florida Uniform Trade Secrets Act, chapter 688, Florida Statutes. No use allowed unless specifically authorized.

s e l ip c in r P S R NA e c n a i pl m Co t ens emt g a en n a em r e Mi c u n eq a m & R or f er P e es ivi t t i l a i r b t i is inons m p d es A R g k n or gi a W n a our M Y 8 Confidential, Proprietary and Trade Secret Document of NARS and protected by the Florida Uniform Trade Secrets Act, chapter 688, Florida Statutes. No use allowed unless specifically authorized.

NA R Compliance S P r in c ip l e s In general terms, compliance can be defined as a business requirement to abide by a set of rules, regulations, industry standards, generally accepted business practices, and/or customer guidelines. CoC NARS requires all management and employees of the organization to mom plp comply with all applicable laws, regulations, rules, and standards that il aia nnc apply to the company. All aspects of business are to be conducted c ethically, with integrity, and in compliance with the law. ee Compliance is ensured through the design, development, and implementation of policies, processes, and procedures. Additionally: P er f • Licensing is required for many jurisdictions and individual jobs & Ror m eqa throughout the organization. Each employee needs to be aware n uc ie M r of licensing requirements for their position and are required to ema enn obtain and maintain appropriate licensing and accreditation. This a tg sem includes continuing educational credits where mandated. en t o Unit Managers will provide team members with a list of states they need to be licensed in. The process for obtaining the required license(s) can be found in the Licensing R A Guidelines resource in NARS University. esd p m onsin i is b t o To help ensure compliance, NARS claim system contains r i a l t i t iv auto-assign rules which only allow assignments to be made i ese to adjusters licensed in the loss state. Additionally, Assigned Adjuster No License In State reports are distributed to leadership weekly for review of exceptions.. Y M oura W n a or gi n 9 k g Confidential, Proprietary and Trade Secret Document of NARS and protected by the Florida Uniform Trade Secrets Act, chapter 688, Florida Statutes. No use allowed unless specifically authorized.

s e l ip c Compliance in r P S R NA • NARS is required to collect, document, and/or report claims data e to regulators, customers, and various entities. Examples include c Medicare reporting, loss and experience data, personal injury n a details, and vehicle identification numbers. It's important for key i pl data elements, information, and loss data, primarily located in the m claims system, to be accurate, complete, and updated Co timely. Managers should monitor data accuracy trends to confirm compliance, further ensuring reporting meets legal and regulatory t standards and requirements. ens emt g a en n • NARS University has a wealth of information and materials relating a em r e Mi c u to various compliance and jurisdictional issues. Detailed resource n eq a guides, state specific publications, and industry news updates can m & R or f all be referenced quickly and easily in NARS University. er P e es iv i t t i l a i r b t i is in ons m p d es A R g k n or gi a W n a our M Y 10 Confidential, Proprietary and Trade Secret Document of NARS and protected by the Florida Uniform Trade Secrets Act, chapter 688, Florida Statutes. No use allowed unless specifically authorized.

NA Performance Management R S P r & Requirements in c ip l e Performance Management s • Employees are an extremely important asset to NARS. o Opencommunications between manager and employee are essential. Performance feedback and coaching should take place regularly during one-on-ones and situationally on claims. Co o Managers should follow the annual performancereview process m pl i and complete all performance-related employee reviews prior to a n the deadline, which includes: c o Completing the review templatein NARS HR System e o Submittingreview to next level/HR for approval o Obtaining authority for potential promotion, salary changes PP o Discussingresults with the employee ere frf &oro o Confirming final, signed documents are returned to HR & R Rmrman eqea qn ucc iuie Me rre M • Managers should communicate expected behaviorsand results, and emmeaan enn aag describe howemployee(s) canbecome top performers. Examples: tng steme o Deliver consistent work quality that meets/exceeds expectation. senme tn o Demonstrate timely and accurate decision-making abilities. t o Exhibit logical and thoughtful problem-solving skills. o Demonstrate good relationship and customer service skills. o Be self-directed but know when to elevate questions and issues. R A esd p m onsin • Managers should demonstratetheircommitment tothe growth i is b t r anddevelopment oftheir employees. Examples: i a l t i t iv i o Meet individually with employees to discuss career goals and ese developmental opportunities. o Identify potential career paths, requirements,and skill gaps. o Assignspecial projects and tasks to build transferrable skills. o Development plans should be individualized and discussed with employee during 1:1's and throughout the year. Y M oura W n a or gi n 11 k g Confidential, Proprietary and Trade Secret Document of NARS and protected by the Florida Uniform Trade Secrets Act, chapter 688, Florida Statutes. No use allowed unless specifically authorized.

s e l Performance Management ip c in r & Requirements P S R NA • Managers should monitor and review every employee's performance regularly. Examples of common tools to utilize:  User Metrics e  QA audits (SCORE!) and QAR's (Quality Assurance Reviews) c n  Claim system diaries a i pl  User Activities (in claim system) m  Daily Pending Report Co  Phone reports • Managers are responsible for recognizing and t addressing individual and team performance trends and issues in ens a timely manner. emt g a en n o Issues should be identified, assessed, and communicated with a em r e Mi individual employees and/or the team timely and appropriately. c u n eq a o Resources should be sought and identified as needed. The m & R or NARStraining team/NARS University, individualized coaching and f er P mentoring, target audits, performance/action plans, etc., are examples of tools to assist in performance improvement. • Managers should meet with employees that are not meeting e es expectations on a regular (weekly) basis to discuss issues, results, iv i t t i l a i and needed improvement. r b t i is o Managers should discuss and document specific performance in ons m p concerns with the employee and provide guidance, additional d es A R training, and mentoring. o Examples of common issues include low or inconsistent closing ratios, increase in service and/or DOI complaints, overdue User Metrics (count excessive), unprofessional k behavior, failure to meet goals and objectives, etc. g o Managershould email a meeting recap to theadjuster and n or gi store it, and related documentation, in the adjuster’s a W n performance folder. a our M Y 12 Confidential, Proprietary and Trade Secret Document of NARS and protected by the Florida Uniform Trade Secrets Act, chapter 688, Florida Statutes. No use allowed unless specifically authorized.

Performance Management NA R S P & Requirements r in c ip l e • If significant performance issues persist, a written performance plan s may be needed. HR should be consulted and can provide guidance for formalizing and administering the plan. o Performance plans should include, but are not limited to: Co  A complete summary of the issue(s) m pl i  Documentation of issue(s) history a n c  Dates and times of prior performance discussions e  Supporting documentation (Emails, claim notes, etc)  Date of next performance follow-up discussion o Once theplanis created, approval and authority to P er f proceedshould be obtained by managementand HR & Ror m eqa o Once management and HR approve,the manager should meet n uc ie M r with the employee to review the plan and all documentation ema enn a o The managershould determine if the performance levels of the tg sem employee suggest they should be removed from the plan, have en it extended, or recommended for additional performance t actions including termination. o Manager should document and complete nextstepsas R A agreedto withmanagement and HR. esd p m o Managers should communicate and document performance onsin i is b t observations regularly and maintain individual performance r i a l t i t iv i folders for their employees. ese Y M oura W n a or gi n 13 k g Confidential, Proprietary and Trade Secret Document of NARS and protected by the Florida Uniform Trade Secrets Act, chapter 688, Florida Statutes. No use allowed unless specifically authorized.

s e l Performance Management ip c in r & Requirements P S R NA Onboarding New Hires • Managers should contact new hires 1 week prior to start. • Once onboarding and initial NARS training has been e completed,manager should meet with the new hire to c n review process, goals, tools, and expectations. a i pl • Managers should send an email to new hire confirming expectations m andrequest a response confirming understanding. Co • The new hire should be teamed up with an approved peer/mentor. Resources to utilize include the post-onboarding checklist provided by training, and Mentor Guide and Checklist in NARS University. t • Managers should set up daily 1:1 meetings, for 15-30 minutes, with ens the new hire to further onboarding and acclimation to NARS. These emt g a en should continue as needed, then move to a weekly cadence. n a em r • Managers should ensure new hires are added to all appropriate email e Mi c u n eq and communicationgroups. a m & R or f er Temp Employee Management P • Managers are responsible to ensure that temp employees are working during their expected hours. • Managers should spot audit claims handled by temps to ensure claim e es handling is appropriate, addressing any issues that may arise. iv i t t i l a i • Managers need to review and approve temp timecards within 24 r b t i hours of receipt. is in ons m p d es Departing Employee Procedure A R • The following steps should be taken immediately by the manager: o If advanced notice is provided, notify HR immediately upon notice and verify how departure will be managed. k o If no notice is provided, notify HR immediately so all system g accesses can be removed promptly. n or gi o Voicemail and emails will be redirected to manager. a W n o Manager is responsible for claim file and task reassignments. a our M Y 14 Confidential, Proprietary and Trade Secret Document of NARS and protected by the Florida Uniform Trade Secrets Act, chapter 688, Florida Statutes. No use allowed unless specifically authorized.

Performance Management NA R S P & Requirements r in c ip l e s Claim Handling Timelines and Requirements • NARS has established guidelines and timelines for completing many activities and processes associated with claims. These should be Co reviewed with all new hires in Orientation and Onboarding. m pl • Once onboarding and initial NARS training has been completed, i a n the Manager and/or peer mentor should meet with the new hire to c review and reinforce required timelines, process and expectations. e o Managers should send an email confirmation to the new hire confirming process, expectations and request a response P er confirming awareness and understanding. f & Ror m • NARS Claim Handling Timelines can be located in NARS University eqa n uc (Resources --> Claim Handling Resources --> Claim Handling ie M r ema enn Timelines). a tg sem en t R A esd p m onsin i is b t r i a l t i t iv i ese Y M oura W n a or gi n 15 k g Confidential, Proprietary and Trade Secret Document of NARS and protected by the Florida Uniform Trade Secrets Act, chapter 688, Florida Statutes. No use allowed unless specifically authorized.

s e l Performance Management ip c in r & Requirements P S R NA e c n a i pl m Co t ens emt g a en n a em r e Mi c u n eq a m & R or f er P e es ivi t t i l a i r b t i is inons m p d es A R g k n or gi a W n a our M Y 16 Confidential, Proprietary and Trade Secret Document of NARS and protected by the Florida Uniform Trade Secrets Act, chapter 688, Florida Statutes. No use allowed unless specifically authorized.

Administrative NA R S Responsibilities P r in c ip l e Time off requests s • Time off requests should be submitted to the manager via email for prior approval before submitting the request in the HR system. • Themanager should review their calendar and verify how many employees are scheduledoff on that date. Rule of thumb is no Co more than1/3 of the unit is scheduled off on any given day. m pl i • The manager should then approve or decline the time off a n c request and notify the employee. e • Employee is to submit their time off request in the HR system for approval and tracking. Manager should update the team calendar. P er f Vacation / PTO & Ror m eqa • Employees are responsible for updating their out of office voicemail n uc ie M r and email messages to confirm they are unavailable, dates of ema enn a absence, and alternative contacts while out. tg sem • Managersshould ensure voicemail, metrics (urgent documents) and en mail are reviewed daily for anyone on PTO. t o Managers shouldavoid assigning new losses to anyone on PTO. Otheradjusters may be utilized to work losses in that R ResAdA adjuster’s name while they are out. This includes new loss set esd ppmm up, contact with all pertinent parties, sending letters and onsonsinisin i is ibbtt correspondence, and establishing action plans. rr iliaa l t itit t iviv iesi • Managers shouldassist other managers while they are on ese e PTO. This includesmonitoring and managing voicemail, reviewing User Metrics, managingreserve and payment approvals, authority requests, and providing guidance and support to the staff. • Proactive management of tasks and assignments provides Y M continued support for customers while employees are oura W n out. Employeesshouldnot worry about returningto a work backlog. a or gi n 17 k g Confidential, Proprietary and Trade Secret Document of NARS and protected by the Florida Uniform Trade Secrets Act, chapter 688, Florida Statutes. No use allowed unless specifically authorized.

s e l Administrative ip c in r Responsibilities P S R NA e c n a i pl m Co t ens emt g a en n a em r e Mi c u n eq a m & R or f er P e es ivi t t i l a i r b t i is inons m p d es A R g k n or gi a W n a our M Y 18 Confidential, Proprietary and Trade Secret Document of NARS and protected by the Florida Uniform Trade Secrets Act, chapter 688, Florida Statutes. No use allowed unless specifically authorized.

NA R Managing Your Work S P r in c ip l e s Managers should complete daily reviews of queues, mail, voicemail, metrics, & faxes. • Every morning the manager should checktheir email, voicemail, diaries, and calendar for anything urgent. Co m • Managersshould also check new assignments and pl i a team/adjustermetrics. Any issues or backlogs should be n c addressedimmediately with the individual(s) and/or team. e • If issues persist the manager should take additional steps to address and document the problem and consider further assistance as appropriate. P er f • Manager should maintain documentation for training and & Ror m eqa n performance management purposes. uc ie M r ema enn a Weekly reviewof pendingand metrics. tg sem • Managersreceive a weekly pending report and should focus on en closing ratios of individual adjusters and the team. Goal is to t haveconsistent closing results with ultimate goal of 100%+. • Metrics should be reviewed regularly to ensure all aspects of the R A file are moving forward. As issues or backlogs are identified, the esd p m manager shouldtalk with the employee about ways to address and onsin i is enroll further assistance, if needed. b t r i a l t i • Managers should coachadjusters to identify and move files that t iv i ese are “ripe” for settlement to closure. If needed, provide adjuster(s) with: o Additional training o Peer mentoring Y M ouYM o Assistance with developing claim specific Action Plans rourana W Wagn o Guidance, ideas,and creative approaches to file resolution a ororingi gn 19 kk g Confidential, Proprietary and Trade Secret Document of NARS and protected by the Florida Uniform Trade Secrets Act, chapter 688, Florida Statutes. No use allowed unless specifically authorized.

s e l ip c Managing Your Work in r P S R NA Managerial Involvement • Managers should review files within 30 days of initial assignment, and every 90 days thereafter at minimum, as outlined in NARS e Claim Handling Timelines. Key focus areas include: c n o Coverage a i pl o Liability m o Exposures (Property Damage, PIP, Bodily Injury, etc.) Co o Litigation o Reserving Accuracy t o Resolution plans – proactively moving files to closure ens Claims with Multiple Adjusters emt g a en • Many transportation claims involve multiple exposures (PD, PIP, n a em r e Mi BI, etc.). When there are multiple adjusters on a file, each should c u n eq a manage andprovide updates on their assigned portion of the file. m & R or f • When Bodily Injury is involved, the BI adjuster is the Claim Level er P Adjuster (CLA) - responsible for overall coverage and liability determinations. • Specific responsibilities of each assigned adjuster are outlined in the Transportation workflow document in NARS University. e es iv i t t i l a i r b t i Unit Meetings, One-on-Ones is in ons • Managers should have weekly teammeetings. An agenda should m p d es be included in the invitation to allow all employees to A R participate. Notes should be taken, maintained, and distributed. • Managers shouldconduct weeklyone-on-one meetings, for 15 – 30 minutes, with their employees. k o Topics may include performance trends and results, status g of metrics, employee development, etc. n or gi o Documentation should be retained for performance a W n trends, development goals, and general observations. a our M Y 20 Confidential, Proprietary and Trade Secret Document of NARS and protected by the Florida Uniform Trade Secrets Act, chapter 688, Florida Statutes. No use allowed unless specifically authorized.

NA R Managing Your Work S P r in c ip l e Claim Reviews with an MGA or carrier s • Managers should ensure their teams are fully prepared for claim reviews with MGA's, agents, insureds, and carriers. • Managers should obtain the claims list at least 1-2 weeks prior to the review. The list of claims should be shared with the team, along Co m with a blank Claim Summary Template. pl i a n • Adjusters should complete the review form for each of the claims to c be presented. These should be submitted to their respective e manager at least 2 days prior to the claim review. • The manager should lead the claim review meeting and introduce P each adjuster, who will present their claim(s) to the group. er f & Ror • Managershould ask clarifying questions and confirm understanding m eqa n uc as needed,until all claims on the list have been discussed. ie M r ema • Managers should capture takeaways during the meeting, and enn a tg is responsible for ensuring follow-up with the group. sem en t Roundtable Process Each team should conduct one roundtable meeting per week. The director or unit manager should set the meeting date/time and extend R A esd the invitation. All adjusters should be prepared to present their files at p m onsin the roundtable. Meeting invites should include the director, Chief Claims i is b t r i a l t Officer, and other line of business directors and leaders as appropriate. i t iv i ese Criteria to roundtable claims includes, but is not limited to: • Claims that are valued > $250,000 • Time limit, Policy limit demands in known liberal venues • Claims with clear excess exposure • Claims with catastrophic injuries where liability possible or likely Y M oura • NOTE: Claims should be roundtabledas exposures/risks verified W n a or gi n 21 k g Confidential, Proprietary and Trade Secret Document of NARS and protected by the Florida Uniform Trade Secrets Act, chapter 688, Florida Statutes. No use allowed unless specifically authorized.

s e l ip c Managing Your Work in r P S R NA Policy and Time Limit Demands The timely, accurate, and complete handling of all Policy and Time Limit Demands is critical to the success of NARS and our clients. The manageror adjuster normally receive notification of policy and e time limit demands via email/fax, and should ensure the following: c n a i pl o Upon receipt of a policy or time demand, the m manager/adjustershould immediately notify legal by Co . forwarding it to [email protected] o Theclient/carrier should be notified immediately (Berkley, as an example), and be provided with a copy of the t demand. The manager should set a diary for themselves ens and the adjuster to ensure key dates are not missed. emt g a en o Review the demand and evaluation immediately. If n a em r additional facts or information are needed, they should e Mi c u n eq beverified and secured as soon as possible. a m & R o File should be considered for roundtable, if appropriate. or f er o Identify allegations of Bad Faith, all demand Conditions and P Prerequisites, and all Deadlines. o Consider need for coverage or defense counsel involvement, if not already utilized. e es o If an extension is required, it must be requested and iv i t t i l a i confirmed in writing and documented in claim notes. r b t i o All demand responses must be made in writing and is in ons documented in the claim file. m p d es o Managers should confirm appearances have been A R completed with documented proof in the claim file. NARS implemented a new process for managing demands in 12/2023, outlined in Effectively Handling Time Limit and Policy g k Demandstraining inNARS University. Process documents detail how n or new demands are routed, how diaries and metrics are established, gi a W n and how activity is monitored to ensure deadlines are met. a our M Y 22 Confidential, Proprietary and Trade Secret Document of NARS and protected by the Florida Uniform Trade Secrets Act, chapter 688, Florida Statutes. No use allowed unless specifically authorized.

A Aut ut Authority hor hor i t y it y Reserving and Settlement Authority • Claims-specific authority levels are outlined in the client handling instructions. D • Individual adjuster and manager authority levels for reserving and oc um settlement will be established by the claims Director. ent • If reserve or settlement authority requested exceeds the amount a t i stated in client handling instructions, approval is to be requested on from client, regardless of internal NARS authorities. Authority Requests R • The adjuster should submit the original authority request to their es F p i ons n manager for review and approval. i an b c • Managers should respond to requests within 24 hours of receipt. i i l al i t i • Managers shouldreview files submitted for authority to verify es coverage, limits, liability, damages, and calculation of exposure. • Once approved by the manager, authority forms/requests should be submitted via email to the director for review, confirming: o DOL, Loss Description T D i o Venue ea m d el o Coverage verification i l nes i o Limits, deductibles nes s & o Attorney rep'd o Injured parties, type of injuries sustained o Liability/Negligence o Pertinent ISO results C o Damages –Specials (lost wages, medical)and General us t o Reserve/settlement amount requested om C l i er ent D & et 23 a i l Confidential, Proprietary and Trade Secret Document of NARS and protected by the Florida Uniform Trade s Secrets Act, chapter 688, Florida Statutes. No use allowed unless specifically authorized.

y t i Authority hor ut A If the required or recommended reserve and/or settlement amount exceeds NARS internal authority levels, the adjuster should submit on the internally-approved request to the client as directed in their i t client handling instructions. a ent • NOTE: NARS staff should not increase reserves or attempt um settlement of claims without first securing the necessary oc D authority from the client and/or internal leadership, subject to account authority specifications and internal authority levels. es i t i al l i i c b ani n ons i p F es R & s nes i nesl i d elea m D i T s l i a &et D enter i l C om t 24 us C Confidential, Proprietary and Trade Secret Document of NARS and protected by the Florida Uniform Trade Secrets Act, chapter 688, Florida Statutes. No use allowed unless specifically authorized.

A ut Documentation hor i t y Manager Guidance on New Losses Managers should provide documented guidance for adjusters in the claim notes. This includes initial instruction and subsequent follow- up. Diaries should be established for future review of key activities D D oc ocum and metrics. um e ent n t a at File Documentation t i i on Adjusters should be coached to clearly document the file notes with on all investigative facts, communications, tasks, and activities completed. Action plans should be utilized to document steps planned to move claims to resolution. R es F p i ons n For ALL claims, the claim file should contain detailed documentation i an b c i i of the confirmed facts and critical investigative steps taken. This l al i t i includes, but is not limited to, the following: es ● Policy declarations and coverage review - examine all applicable coverage forms and documents, confirm limits and deductibles ● Contacts - named insured (NI), insured driver (ID), claimants, witnesses T D i ● Confirm facts - statements, police report, inspections, ISO ea m d el i ● Determine liability/negligence and update claim tree and notes l nes i ● Verify property damage and request photos and estimates nes s & ● Document reserve rationale when opening and adjusting reserves ● Initial Status Report should document investigation, action plan, and anticipated outcome C ● Document mailing of all applicable statutory, mitigation, and us t om C l claim-specific letters i er ent D & et 25 a i l Confidential, Proprietary and Trade Secret Document of NARS and protected by the Florida Uniform Trade s Secrets Act, chapter 688, Florida Statutes. No use allowed unless specifically authorized.

y t i Documentation hor ut A on i t a ent um oc D es i t i al l i i c b ani n ons i p F es R & s nes i nesl i d elea m D i T s l i a &et D enter i l C om t 26 us C Confidential, Proprietary and Trade Secret Document of NARS and protected by the Florida Uniform Trade Secrets Act, chapter 688, Florida Statutes. No use allowed unless specifically authorized.

A ut Financial Responsibilities hor i t y Reserving • Reserves are to be established in accordance with NARS Claims Handling Timelines and based on program D requirements. Reserves should contemplate the most likely oc outcome of the claim, including anticipated expenses. um • Reserves should be re-evaluated promptly when new information ent a t i material to the anticipated value and/or costs of the claim are on received. Modifications should be made in accordance with NARSClaim Handling Timelines and program requirements. Authority to modify the reserve should be RR ese requested from the carrier via the use of a Large Loss Review s FFin pp i (LLR). onson n anan is c • The file should be documented every time it is reviewed by the bib ic i al ial lil i tit i adjuster, indicating whether the reserve is adequate or needs to esie be modified. Authority approval documents and emails should be s retained in the claim file and documented in the claim notes. Check Processing T D i ea m • There are various funding requirementswhich may be d el i l nes requiredbased on amount of reserve or payment. Account i nes s handling Instructions and/or the client contract will address & funding requirementsand should be reviewed prior to completingfinancial transactions. • At no time should a check issuer also be the check printer and/or mail processor. C us • At no time should anyone issue a check to a vendor without a t om C l i 1099 or W9, without receiving and entering the information into er ent the C3. D & et 27 a i l Confidential, Proprietary and Trade Secret Document of NARS and protected by the Florida Uniform Trade s Secrets Act, chapter 688, Florida Statutes. No use allowed unless specifically authorized.

y t i Financial Responsibilities hor ut A on i t a ent um oc D es i t i al l i i c b ani n ons i p F es R & s nes i nesl i d elea m D i T s l i a &et D enter i l C om t 28 us C Confidential, Proprietary and Trade Secret Document of NARS and protected by the Florida Uniform Trade Secrets Act, chapter 688, Florida Statutes. No use allowed unless specifically authorized.

A ut Timeliness & Deadlines hor i t y Timeliness is an essential component of all aspects of investigation, customer service, and overall claim handling. Specific requirements for adjusters are referenced in NARS Claim Handling Timelines. D General Expectations oc Deadlines um • If you are given a deadline by a customer or management, that ent a t deadline should be met by the date requested. i • If for some reason the deadline cannot be met, you should notify on the customer or management as soon as possible to confirm the issue and establish a revised timeline that is acceptable to the R parties involved. es F p i • Extensions should be requested, and documented, as necessary. ons n • Managersshould add a calendar reminder the day prior i an b c i i l al i to expected due dates to ensure timely completion. t i es Email and Voicemail • If you receive an email or voicemail before noon, a response should be made the same business day. T T D i • If you receive an email or voicemail after noon, it should be eaD m im d eaelel returned the same or next business day, and no later than 24 i l d nesines i l hours after communication was received. nesinesss & & • Documentation of all returned voicemails should be placed in the file notes. • Email notifications should be turned on to ensure that important emails are received timely. C us t om C l i er ent D & et 29 a i l Confidential, Proprietary and Trade Secret Document of NARS and protected by the Florida Uniform Trade s Secrets Act, chapter 688, Florida Statutes. No use allowed unless specifically authorized.

y t i Timeliness & Deadlines hor ut A While out of the office o Managers are required to change their voicemail and email on to reflect they will be out of the office, and the dates. i t o If the Manager will be out of the office for an extended a period, a return date should be stated in the message. ent o Example of voicemailrecording (out of office): um oc  "Hello, you have reached the desk of _______. I am D sorry that I am unable to answer your call at this time as I am out of the office from _____ to _____. Please es leave a detailed message and someone will return i your call as soon as they are available. Thank you! t i al l i i c b ani o Exampleof Email(out of office w/minimal email access): n ons  "Pleasebe advised that I am out of the office with i p F es limited access to email starting _______ through R _______. I will be returning to the office on ________. If this is an emergency, please reach out to one of the following people below. (Name employees that can be reached in the event of an urgent issue). & s nes i nesl When employees are out of the office it's important for their back- i d elea ups and managers to be made aware of the absence and expected m D i T duration. Critical activities, including payments, contacts, and deadlines, should be completed and managed to avoid any slippage or disruption to service and outcomes. s l i a &et D enter i l C om t 30 us C Confidential, Proprietary and Trade Secret Document of NARS and protected by the Florida Uniform Trade Secrets Act, chapter 688, Florida Statutes. No use allowed unless specifically authorized.

A ut Client & Customer Details hor i t y As a boutique third-party administrator, NARS is committed to tailoring business services and handling requirements to meet the unique needs of our clients. Expectations and procedures vary from D customer-to-customer. Account Handling Instructions are a critical tool oc which should be reviewed, understood, and followed to help ensure um successful service delivery consistent with client expectations on a ent a t i claim-by-claim basis. on Accounts to be handled directly by Complex Litigation Unit (See AHI’s in R C3): es F p i ons n i an - FEI Berkley Environmental b c i i l al i t - OSAR/Clear Blue Gun Range (Liability) i - Launch Environmental es - Magnolia Grove Environmental - Accelerant Indigo & Templar Professional Liability Programs Files on non-dedicated programs are referred to CLU either via T D i ea m discussion at bi-weekly Roundtable or via separate discussions with d el i l nes i CLU team. See CLU summary document for referral guidelines and nes s description of Complex Lit Oversight function, specifically: & NARS Complex Litigation Unit Best Practices_9.15.2023.doc CCu uss t to Cl ommeCie l i err entn D t De & & ett 31 aail i l Confidential, Proprietary and Trade Secret Document of NARS and protected by the Florida Uniform Trade ss Secrets Act, chapter 688, Florida Statutes. No use allowed unless specifically authorized.

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