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Humana’s 2022 Impact Report

Letter from Humana’s President and Chief Executive Officer

At Humana, transformation toward positive health outcomes for every person we serve is something we’re passionate about. Caring for people and making healthcare affordable, accessible and easier to navigate is at the center of all we do.

For our customers, we’re continuously working to remove barriers to health and to providing quality care. We’re proud that for the fifth year in a row, we have the highest number of customers in plans with 4 or more stars across all our national competitors. As one of the largest home-health providers in the country, we outperformed the national average in Stars scores, earning 4.5- and 5-star ratings in quality of care and 5 stars in patient satisfaction.

For our employees, we are creating safe and supportive workspaces that nurture diversity, inclusion, equity, and belonging. Teammates are encouraged to express their talents through mentorship and volunteering. In fact, last year over 20,000 Humana employees gave back to their communities and more than 30% were involved in network resource groups that offer opportunities for connection and professional development.

For communities, we know our ability to lead a healthy, meaningful life is shaped by environmental conditions and social/lifestyle factors. This is why we established a program to meet basic needs of our members and provided social health supports. We’re partnering with organizations like the Veterans of Foreign Wars to address food insecurity and other health-related social needs, together raising over 3.5 million meals for veterans. The Humana Foundation is also shaping a healthier approach to nutrition by improving food education and security, and in October announced its focus on advancing health equity and improving health, including mental health, so that vulnerable seniors, veterans and youth can live connected, healthy lives. The Humana Foundation donated more than $22,500,000 to communities in 2022.

For the environment, we’re working to help build stronger, more equitable communities to support their resilience during natural disasters. Humana and The Humana Foundation partner with local organizations to understand immediate needs and remove barriers to ensure people have the care, support and resources they need. The Humana Foundation’s disaster relief grants, in combination with ways Humana is caring for members, like waiving referral requirements and suspending prescription refill restrictions, shows who we are as a company.

We’re grateful to be recognized as an award-winning employer and service provider. We value this recognition because it not only serves as motivation to keep achieving great things, but it’s direct feedback from those we serve which is what our work is all about.

Measuring our progress and addressing opportunities is critical to achieving our strategy and creating value. We know that it’s how we continue to build trust with you, and is why we are committed to transparently sharing our strategy and progress through our annual Impact Report and Environmental, Social and Governance (ESG) disclosures, PDF. Because you are what matters most.

Bruce Broussard Chief Executive Officer

Humana's Impact—Now and into the future

Leaders at Humana discuss the company's commitment to environmental, social and governance goals now and into the future.

How can we advance healthcare in this time of change? And how can we do things that structurally makes it a better place?

When I think about health equity, it is reaching a place where every single person in our country and honestly in our world has the opportunity to achieve their full health potential. And to do that, that means we remove any barriers to full health.

What gets me energized every single day is the mission-driven purpose of this organization. It's really about being able to create a great healthcare experience, not just for a population or for a segment, but really for every single heart in that community.

ESG or Environmental Social and Governance, those are areas that we at Humana had said we are going to stay committed to. We have to be able to show up in a way that our environment is going to be a reflection of what we want to see inside our walls as well as outside our walls. So take, for example, first, environment.

One of the things that we've been very much focused on is the footprint that we leave on the environment. If you think about the social determinants of health, the environment that folks are in has an impact on their overall health.

So for us, we are constantly thinking about how do we reduce our carbon footprint. So for example, we've done a lot in work on reducing the amount of energy consumption that our facilities have to consume. We've also done a lot with regards to waste diversion when we're doing the demolition and decommissioning of spaces. We divert that waste from a landfill and recycle it. This is just one step in that bigger picture of making sure that the environments of people that we serve are as healthy as they can be and we're not contributing to the problem.

The social in ESG really boils down to our ways that we can commit to relationships within the communities. So being able to have frontline associates have that relationship with our community partners and address the ways that Humana is thinking more broadly beyond just insurance, but really into the healthcare company we strive to be.

Over the last 18 months, there are a few principles that we really focused on that I think led us through the pandemic in such a wonderful way.

If you have a system where people are disenfranchised and you bring a global pandemic, you will worsen every single thing that they've had. And I don't think that anything about the pandemics surprises people that have understood the challenges that many underserved communities have had for such a long time.

People were being told to stay at home and they're socially distance. They needed access to the medication. We were very concerned about the drug supply chain. Can it withstand people stockpiling? Being able to have a strong chain was important so that we could be there for our members when they needed those advanced medications in their home.

I am so grateful for the very, very personal way that our associates, our teammates tried to really understand, ask the open-ended questions, and hear from our members as humans.

That's when you saw us focus heavily on telehealth, but it's also where we focused on sending home kits so that people could get testing. And all these things are really how we're going to see healthcare in the future.

When you think about going forward and how our work continues to evolve, there's a lot that we see across the world that's happening, but we also have a lot that we have to work on here within our own country. And we've got structural inequities, historical background in the United States that many other countries don't have.

A holistic approach to our inclusion and diversity efforts really starts at the heart, first, around belonging, making sure that each person no matter where they are in the organization, that they're able to bring their full selves to work.

Inclusion and diversity are inputs. If we have good inclusion, if we have good diversity, then the outcome is the resulting equity that we see in our communities and how we're able to impact to our communities. Those individuals who would fully care for themselves and show up fully can then care for our members fully. All of it is connected. All of it is fully connected.

We've done great work in the past, but this is also about us being able to say that we have not done enough. We can't just say we're on the right track. We have to have the community also saying we're on the right track. That's how we get to innovation. If you are able to show up fully and I'm able to show up fully and we're able to debate together and come to great outcomes, that benefits our community, that benefits our members.

Finally, the G, Governance. I love governance more than anything not because, again, it's always about policy, but to me, it's about having the guardrails. Being able to say that as our commitment to our associates as well as to ourselves, what do we stand for? What do we want to stand for? So our governance is going to always be the driver of how we do our work and the importance of what we prioritize as well as again, that value add back to our community.

The question was always, how do we service that person, that entity, that thing? How do we keep doctors afloat? How do we help that member who's isolated or lonely? We got to see that come alive. It really hearkens back to our investment and our values, but what that unlocked was that freedom to serve.

It was really about how everyone came together, really put the member first. And we really focused on what their needs were, and then turned that into action.

So to all of our partners, thank you so much for being there in the most difficult moments that our nation has ever experienced, continuing to stay in the fight and opening our eyes to things that we had not seen or maybe had not been aware of.

There's still more work to do, but I firmly believe we're absolutely on the right path to driving change with individuals, but also in bigger ways.

But really at the heart of that is the human, the human and Humana. So any and all things that we can do to really take ourselves outside of our walls. And to really, again, be a good reflection of our communities is where we need to be.