1. Thank you for joining us today. We will begin shortly! Manager Briefing for the Business Acumen Learning Workshop

2. Program Objectives & Participant Selection Criteria Cigna University Business Acumen Defined Cigna University Strong Business Acumen capability means that leaders, managers and employees make decisions every day that align with Cigna’s goals, improve our competitive advantage, and help move our “3G” strategy forward. How Cigna makes money How our decisions and actions impact how Cigna makes money

3. Program Objectives Cigna University Goals: During the 2-day Acumen Learning classroom training, participants will: Learn simple financial vocabulary needed to discuss enterprise-level business results Meet potential new network contacts (pre-assigned seating) Make connections to their daily decisions & actions Increase skills in these 2014 competency areas: Customer Focus, Dealing with Ambiguity, Organizational Agility, Perspective, Priority Setting and Problem Solving. Objectives: After the 2-day Acumen Learning classroom training, participants will: Demonstrate defined Business Acumen behaviors consistently. Contribute 1-2 new ideas to you for driving business results for your areas as part of an Individual Action Plan. Extend their Business Acumen knowledge by participating in additional Program activities NEW FOR 2014

4. Keith Gulledge & Ben Cook Consultants—Acumen Learning, LLC Manager Briefing for the Business Acumen Learning Workshop

5. 5 Benefits to Managers and Participants 1.To deliver department results, as defined by your department metrics and APOs 2.To develop people to create a talent pipeline

6. 6 What This Class is NOT Primarily About… 1.Skill training. 2.Accounting. 3.Finance. 4.Management techniques.

7. What This Class IS About at Cigna… How to think differently… How to decide differently… How to do differently… …So that each decision and action considers the financial impact on Cigna at the individual, department and enterprise levels.

8. To Support Cigna’s 2014 Priorities Continue to put our customers at the center of all we do Embrace and adapt to change faster Leverage insights to accelerate execution of our growth strategy Tie personal APOs to the team or department objectives and Cigna’s Enterprise Scorecard.

9. 9 Business Acumen Topics Workbook

10. 10 1.The Big Picture of Cigna’s mission, business model, strategies, and your impact on enterprise performance 2.5 Key Drivers that all businesses focus on to succeed; how measured at Cigna how you influence them 3.Driving faster profitable Growth through more effective team and stakeholder collaboration and networking, to improve customer service 4.Analysis of financial statements and key measures, to leverage insights to support more effective personal performance 5.Tying financial performance to making more effective decisions through asking the right questions and gathering the right information 6.Draw connections between personal performance (APOs), team results, Cigna’s enterprise performance and individual benefits 7.Cigna’s external healthcare environment and key players 8.Financial Markets and impact of Cigna employees on Cigna’s stock price Course Content: Understand & Apply 9

11. 11 1.When setting business or project objectives, ask questions that dig deeper and take into consideration long-term customer impact of decisions. 2.Apply the “story” behind Cigna’s numbers to customer commitments (impact of economic conditions, competitive pressures, etc. on our ability to drive revenue and profitability); explain those insights to leaders and others. 3.Demonstrate greater ability to draw connections between your individual performance, business results (department and enterprise levels), and your personal and professional rewards. 4.Collaborate effectively with appropriate stakeholders as part of a team rather than operating in a department or personal silo; understand and consider impacts of decisions on upstream, downstream and later business partners. 5.Identify and champion initiatives and innovative ideas; ensure alignment of those projects with Cigna’s priorities; drive effective execution and achieve or exceed success measures. Acumen: Core Leadership Behaviors 6

12. 12 Primary DELIVERABLE Outcome 57 Individual Action Plan (IAP)  Behaviors and Insights for personal application and follow-up  Initiatives for continued personal development and leadership influence  Report and debrief IAP and workshop experience with Manager Pre-Class OPPORTUNITY Post-Class SOLUTION

13. 13 Individual Action Plan 58

14. 14 Video Overview of Cigna’s Global Business 9

15. Day 1 welcomes you to Building Business Acumen “Seeing the Big Picture” FACILITATED BY: Keith Gulledge Acumen Learning, LLC Orem, Utah

16. 16 5 Key Business Drivers

17. Can a company have too much Cash ? $ $ $ $ $

18. PROFIT Section 3 17

19. What Driver does Cigna’s Differentiated Value Proposition focus on? Customer-centricity Customer Focus Consultative Selling Physician Engagement 34

20. 20 MAKING BETTER DECISIONS Section 7 38

21. 21 Approach to Making Better Decisions Involve the right people Ask deeper, relevant questions Gather timely, pertinent data Gain insights to determine options Perform cost-benefit analysis Decide and execute Perform analysis and make decision considering impact on the 5 Drivers and Financial Reports Think – Decide – Do

22. 22 MEASURING PERFORMANCE Section 8 45

23. 23 Measuring Performance: 5 Key Business Drivers Statement of Cash Flows & Balance Sheet Income Statement (P&L) Balance Sheet 5 Key Business Drivers

24. 24 Three Primary Financial Statements Statement of Income (P&L) Balance Sheet Statement of Cash Flows 1.Basic purpose & relationship to 5 Drivers 2.Governing equation 3.Key numbers, ratios and trends 4.Actions to impact results For each statement… Measuring 5-Driver Performance

26. Vote 26 What is the business term that refers to how well a company employs its Assets to make money? 26 1.Profit Margin 2.Asset Utilization 3.Cash Flow 4.Financial Leverage 5.Asset Strength

27. External Factors: THE WORLD AROUND US Section 9 50

28. 28 Health Care Environment

29. 29 External Factors: FINANCIAL MARKETS Section 9 55

30. Stock Price vs. Competitors—1 yr.

31. 31 Profit  Discuss in your group how you personally can enhance REVENUE, reduce EXPENSES, and increase PROFIT  Write down one or more specific actions you could take to impact PROFIT (improve Revenue, reduce Expense) General areas to consider: Expenses you can influence Product value you can add Employee satisfaction & reten. Customer service & loyalty IAP  p. 59 Discussion & Notes 22

32. FINALACTIONPLANNING Section 10 57

33. 33 1.7 days: Review your Workbook, other notes, and IAP. 2.10 days: Discuss your Individual Action Plan with your manager. Follow through on your Action Items. 3.30 days:Read “Seeing the Big Picture” if not completed. 4.Quarterly:2- 4 hours. Continue to use the resources available to build your business acumen. Review Cigna and competitor financials; use websites. 5.Quarterly:Prepare for, listen to the Quarterly Alumni Review call 6.Ongoing: Teach others. Use Business Acumen in Making Better Decisions. “What’s the impact on CASH, PROFIT, ASSETS, GROWTH and PEOPLE?” Post-Course Action Steps

34. Keith Gulledge & Ben Cook Consultants—Acumen Learning, LLC Questions & Answers

35. Alicia Engel Program Manager, Business Acumen Business Acumen Learning NEXT STEPS

36. “Great class, one of the best I’ve taken at Cigna.” “Very useful! Thank you” “The best training class I ever attended in >20 yrs at Cigna. EVERY employee needs this training.” “I feel energized and proud of what I have learned.” “Excellent course and relevant information. Great opportunity to network.” Offered New Locations April 8-9: Phoenix April 22-23: Bloomfield May 21-22: Hong Kong August 26-27: Bloomfield, CT September 9-10: Bloomfield, CT October 7-8: Franklin, TN October 20-21: Belgium October 23-24: United Kingdom Participant Survey Feedback NPS = 82%+ NEW FOR 2014

37. “Bring to the class on August 26” Identify one departmental need/ opportunity/ challenge you are facing right now and prepare a 2-minute explanation of this opportunity for a class exercise. During class, the need/challenge participants bring will be referred to as their “opportunity.” Managers and participants are expected to meet before the class starts to identify this opportunity. The opportunity can be as general or as specific as you feel appropriate. DO NOT SOLVE – If they solve for the opportunity before the class, some of the session work may feel redundant. Participant Pre-Work Cigna University Select team priorities that can be tracked with department metrics. Current initiatives Local Processes Frequent decisions Collaboration practices Communications Policy applications Examples: Higher sales revenue; Lower ASA, Reduced error rate; Higher efficiencies Lower costs; Reduced redundancies; Persistency goals; Faster processing or cycle time; Increased accuracy rates;.

38. Meet with your attendee(s) for 15 minutes to: Help clear existing non-emergency schedule conflicts Explain why they were nominated for this invitation-only program Ask the attendee to print their APOs to have in class. Explain that you expect to meet after the class Meet with your team for 15 minutes to: Explain the value of having a team member compare ideas with other Cigna employees outside of your area Agree on 1 departmental business need or challenge for attendee focus during the class – their “opportunity” for the workshop Tell them that you expect after-class collaboration Before the workshop:

39. What participants should bring with them: A copy of their 2014 APOs Their departmental opportunity Laptops for classwork on Day 2 What they need for class

40. Expect participants to schedule 1:1s with each of you to review the Individual Action Plan (IAP): Manager Planning Checklist Determine how your attendee will share his/her experience with the rest of your team. Explore your employee’s ideas for driving departmental performance related to the team priorities presented before the class Determine next steps for those ideas based on your local needs. After the class: Take Action

41. Quarterly Alumni Review calls Each quarter after our business results are announced to the public, graduates can attend this 60-minute virtual training Earnings results reviewed from the lens of the class concepts. Next 2014 Call: November 20 2015 Calendar will be announced later LIMITED TIME OPPORTUNITY: Cigna’s Global Business Simulation - “Two hours in the CEO’s chair” - Expires 9/30/14 - 30-minute preview webinar replay available Extended Learning for Program Alumni

42. 42 We look forward to seeing your participants in Bloomfield on August 26-27 Participants will receive final event details from me by EOB 8/21

43. 43 Questions and Feedback Program Manager: Alicia Engel Alicia.engel@cigna.com Registration Class logistics Participant Q&A A recording of this call will be available shortly.