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1、Our Mission in Action2022 Sustainability ReportIntroductionOur people and cultureHealthy environment22022 Sustainability ReportA modern,high-performing health systemResponsible business practicesPerformance dataIntroductionA message from our Chief Executive Officer(CEO)A message from our Chief Susta
2、inability Officer(CSO)About UnitedHealth Group Sustainability at UnitedHealth Group 2022 sustainability highlights Our commitmentsBuilding a modern,high-performing health system Advancing health equity Accelerating the transition to value-based careExpanding in-home clinical careExpanding access to
3、care by lowering the cost of prescription drugsEnhancing consumer-oriented benefits Personalized care coordination when it matters mostBuilding healthier communities Healthy environmentCharting our path to net-zeroManaging weather-related risksReducing waste,water and paperOur people and culture Adv
4、ancing diversity,equity and inclusionEmployee health and well-beingDeveloping and growing our talentResponsible business practices Corporate governanceData privacy and securityResponsible use of artificial intelligence and machine learningSupply chain management Supplier diversity Public policy Comp
5、liance and ethicsAppendices Performance dataSustainability Accounting Standards Board IndexAbout this reportContents3 4 57 111213 1618 2023 2527 2934364596747987 90IntroductionOur people and cultureHealthy environment32022 Sustainability ReportA modern,high-performing health sy
6、stemResponsible business practicesPerformance dataA message from our CEOBut that alone,is not enough.As youll see throughout this report,we believe we have a greater leadership role to play.We understand the linkage between a healthy society and a healthy planet.We are making real progress toward re
7、ducing our carbon footprint,identifying alternative energy sources and transitioning to net-zero.We are reimagining our processes to take as much paper as possible out of our system helping to minimize resource consumption,while improving the consumer experience.We know one of the first steps to cre
8、ating a more equitable system is to help build a health workforce that not only understands,but reflects the people and communities it serves a challenge we are addressing head on,both within and beyond our walls.And we are doubling down on our most valuable resource our people by investing in new o
9、pportunities for training,skill-building and leadership development at every level of the company,providing new benefits,creating greater workplace flexibility and building a culture of inclusion where diversity is not only celebrated and embraced,but considered one of the greatest strengths of our
10、company.My colleagues the people of UnitedHealth Group are incredibly proud of the work reflected in this report.But we also know just how much more is still undone.We feel a profound responsibility to strive each day to make our health system work better for everyone.Andrew Witty Chief Executive Of
11、ficer,UnitedHealth GroupUnitedHealth Group was founded on the simple premise that consumers deserved better options for their health care.As weve grown to serve the needs of more than 150 million people around the world,so has the scale of our mission:To help people live healthier lives and help mak
12、e the health system work better for everyone.Across Optum and UnitedHealthcare,were working to fulfill that mission by integrating our deep clinical expertise with data and analytics capabilities to build health benefits,pharmacy,technology and financial services businesses that drive innovation in
13、the system.Our comprehensive,value-based care delivery network connecting primary,specialty and surgical care with behavioral and pharmacy services now reaches more than 100 million people.Yet as far as weve come,we recognize we have more to do.Consumers deserve even better.More choice.More simplici
14、ty.More value.Better outcomes.Lower costs.Greater value for everyone.We often say sustainability is core to our mission,to our culture and our strategy.In fact,in looking across each of our five growth priorities,its inextricable from our long-term ambitions.A systemwide transition to value-based ca
15、re provides higher-quality outcomes for patients,more fulfilling experiences for physicians and lower costs throughout the system.Making health benefits simpler,more accessible and affordable includes expanding coverage to more people and looking after the unique social needs of our most vulnerable.
16、Integrating pharmacy care with behavioral health improves outcomes for people with complex conditions.Advancements in health technology and financial services strengthen trust between care providers and payers,creating greater ease and convenience for consumers.IntroductionOur people and cultureHeal
17、thy environment42022 Sustainability ReportA modern,high-performing health systemResponsible business practicesPerformance dataA message from our CSOoutcomes for complex chronic conditions and behavioral health patients.A$100 million investment is building a pipeline of diverse health care talent ove
18、r the next decade,helping more people across the country access culturally competent care.Our impact shows up in the daily interactions we have with real people in the rural home of someone on the verge of a heart attack or the person whose health depends on a meal and a ride to their next medical a
19、ppointment.Our opportunity lies in those single interactions,multiplied millions of times each day,to help close the gaps we see today and anticipate the challenges of tomorrow.Our mission in action,benefiting real peopleOur persistent commitment to sustainability serves as the foundation of our str
20、ategic growth priorities,designed to not just serve more people,but serve them better,more comprehensively and with higher-quality,more affordable care.While we have plenty of work ahead of us,the progress weve made to date will form the bedrock for the future.Our mission comes to life in the pages
21、of this report with real words from real members,patients and employees who have joined this company because they are drawn to our mission and the opportunity to make a difference in peoples lives.I am proud to be a part of this endeavor each day,and Im excited for the progress we can make in the ye
22、ars to come.Patricia L.Lewis Chief Sustainability Officer,UnitedHealth GroupThe mark of any sustainable company is progress an unwavering focus on addressing societys most complex challenges with a steadfast adherence to a core mission.As one of the worlds leading health care companies,we have a lon
23、g history of operating with one objective:to help people live healthier lives and help make the health system work better for everyone.A path to a healthier futureOur company has made significant progress to advance our sustainability priorities by continuing to deliver on our long-term commitments,
24、supported by decades of strong and effective corporate governance.We carried our momentum into 2023 by closing 141 million gaps in care and connecting 862,000 people to services to address social determinants of health.We provided in-home clinical assessments to more than 2.2 million people,a quarte
25、r of whom had a condition they didnt know about.We are building a workforce reflective of the diverse people and communities we serve.Women now represent 40%of top management positions at our company and 33%of our Board of Directors,and we remain dedicated to increasing racial and ethnic representat
26、ion in our companys leadership.Last year we saw an 81%membership increase in our Employee Resource Groups.The U.S.health care sector accounts for 8.5%of national carbon emissions.By establishing a roadmap to decrease our scope 1,2 and 3 emissions,we are charting a path to dramatically reduce our car
27、bon footprint over the next several decades to positively impact human health.Progress rooted in equityHealth equity remains one of the great challenges facing health care,and one of the most significant opportunities we have as a company.We are addressing health disparities every day across our com
28、pany.Community pharmacies are delivering better IntroductionOur people and cultureHealthy environment52022 Sustainability ReportA modern,high-performing health systemResponsible business practicesPerformance dataOur core valuesIntegrity Honor commitments.Never compromise ethics.Compassion Walk in th
29、e shoes of the people we serve and those with whom we work.Relationships Build trust through collaboration.Innovation Invent the future and learn from the past.Performance Demonstrate excellence in everything we do.Who we serve Consumers Employers Governments Care providers Patients Health plansAbou
30、t UnitedHealth GroupOur missionHelp people live healthier lives and help make the health system work better for everyone.Combines clinical expertise,technology and data to empower people,partners and providers with the guidance and tools they need to achieve better health.A health care and well-bein
31、g company with two distinct and complementary businesses working to help build a modern,high-performing health system.Offering a full range of health benefits,enabling affordable coverage,simplifying the health care experience and delivering access to high-quality care.Employer&IndividualConsumer-or
32、iented benefit offeringsMedicare&RetirementServing older peopleCommunity&StateCaring for medically underservedOptum HealthValue-based careOptum RxPharmacy care servicesOptum InsightTechnology-enabled services400Kemployees worldwide.150Munique individuals served.$320Btotal revenues.IntroductionOur pe
33、ople and cultureHealthy environment62022 Sustainability ReportA modern,high-performing health systemResponsible business practicesPerformance dataOur strategic growth prioritiesValue-based care With more than 70,000 employed or aligned physicians serving over 20 million people including more than 3
34、million in fully accountable value-based arrangements our integrated care delivery capabilities are strongly positioned to help providers and payers transition from fee-for-service to more effective models helping to achieve higher-quality outcomes and better experiences,at lower costs.We continue t
35、o integrate and broaden our in-clinic,in-home,behavioral,virtual and other capabilities to serve more people,more comprehensively.Health benefits We serve more than 51 million people in commercial and government health benefit programs.We continue to look for opportunities to deliver better care and
36、 outcomes for all customers and consumers.We are building on proven coverage offerings with new simple,affordable and innovative benefits.We continue to prioritize coverage facilitating high-quality care at a lower cost,which in turn drives growth in the number of people we are able to serve.Health
37、technology We are uniquely positioned to continue to bring greater transparency,efficiency and quality to health care.We use clinical data and intelligence to help redesign,automate and deploy new technologies and approaches to simplify administrative processes and clinical decision-making thus enab
38、ling physicians and health systems to operate more efficiently and effectively,as well as better serve their patients.We are continuing to expand our portfolio of comprehensive market-level health system partnerships with tools to improve claims accuracy and administrative efficiency.Health financia
39、l services Streamlining payment processes to provide greater convenience and reliability for consumers and providers is essential to modernizing the health system.Our work to integrate the end-to-end health banking and payments experience will help care providers get paid more accurately,faster and
40、with less administrative burden making payments simpler,more convenient and affordable for consumers.Pharmacy services As the most common touch point in health care,pharmacy services are vital to improving patient outcomes and reducing total cost of care throughout the health system.We continue to i
41、nnovate as a care provider and pharmacy benefit manager,strengthening our direct-to-consumer offerings,capturing greater share of the growing life sciences market and seamlessly integrating our medical,pharmacy,behavioral and community health capabilities.IntroductionOur people and cultureHealthy en
42、vironment72022 Sustainability ReportA modern,high-performing health systemResponsible business practicesPerformance dataSustainability at UnitedHealth GroupOur missionOur strategic growth prioritiesOur sustainability prioritiesSustainability is an inspiration for growth a foundation to fulfill our m
43、ission and deepen our societal impact by improving the health and well-being of the people we serve.At UnitedHealth Group,sustainability is our ambition for strategic,long-term growth,embedded in our businesses and intrinsically linked by a common mission to help people live healthier lives and help
44、 make the health system work better for everyone.Our four sustainability priorities are informed by our stakeholders and reflect contemporary challenges,including social inequities,climate change and access to affordable,high-quality medical care.These priorities align with our five growth pillars v
45、alue-based care;health benefits;health technology;health financial services;and pharmacy services representing the ways we can seek to help every person who interacts with the health care system every day.The ultimate success of our company is the creation of enduring,long-term value for both our sh
46、areholders and society at large.Its an ambition influenced by the people who work here,the workplace culture we build,our impact on the planet,strong corporate governance and our ability to help build a health system capable of responding to the needs of the people it serves.Helping to build a moder
47、n,high-performing health system Healthy environment Our people and culture Responsible business practicesOur sustainability priorities Value-based care Health benefits Health technology Health financial services Pharmacy servicesOur strategic growth prioritiesIntroductionOur people and cultureHealth
48、y environment82022 Sustainability ReportA modern,high-performing health systemResponsible business practicesPerformance dataHealthy environmentRecognizing the impact climate change has on human health,we are working to minimize our footprint to help people live healthier lives.Our commitment to net-
49、zero reflects our belief in a healthy planet as the foundation of a healthy society.Helping to build a modern,high-performing health systemOur core business is committed to building a simpler,more consumer-oriented health system to help ensure everyone has access to high-quality,affordable health ca
50、re.Through partnerships and our core growth strategies,we are working to deliver a more sustainable health system for this generation and the next.Our people and cultureThe people who come to work at UnitedHealth Group are drawn to our mission and dedicated to building a modern,high-performing healt
51、h system to better serve society.Our ability to build a diverse,equitable and inclusive culture is critical to our success as a company where innovation and compassion fuel our impact on the people and communities we serve.Responsible business practicesOur more than 40-year history of strong and eff
52、ective corporate governance is foundational to our ability to grow and operate ethically as we work to improve the health and well-being of those we serve.Our ability to protect data and privacy,effectively manage our supply chain and help ensure the responsible use of artificial intelligence and ma
53、chine learning are foundational to our ambitions as a leading health care company.Our sustainability prioritiesIntroductionOur people and cultureHealthy environment92022 Sustainability ReportA modern,high-performing health systemResponsible business practicesPerformance dataSustainability governance
54、UnitedHealth Group has a long-standing commitment to sustainability supported by our senior leaders and Board of Directors.Our Board of Directors including its four committees provides formal oversight and strategic direction for our environmental,social and governance(ESG)agenda,including review an
55、d approval of key sustainability priorities,policies,performance and annual reports.Our Governance Committee oversees overall strategy of the companys ESG policies and practices,including overseeing the process of identifying key ESG topics,ensuring appropriate board or committee oversight of key ES
56、G topics,and reviewing the companys ESG and sustainability reports.Other committees provide subject matter expertise.For example,the Audit and Finance Committee participates in oversight of investment criteria,the Health and Clinical Practice Policies Committee oversees efforts to expand access to h
57、ealth care and related matters,and the Compensation and Human Resources Committee reviews programs related to people management and diversity,equity,and inclusion.The CEO and executive team,including the chief sustainability officer,functions as a decision-making body,approving sustainability priori
58、ties,policies and practices,and monitoring performance.The CSO is accountable for ESG initiatives and performance and provides regular updates to the CEO and the board.In 2022,we established an ESG Steering Committee,a cross-enterprise group chaired by the CSO and composed of key business and functi
59、onal leaders.The ESG Steering Committee serves in an advisory role regarding ESG strategy and objectives,supports execution and results,and disseminates information.Sustainability working groups have a special focus on specific ESG focus areas,with representation across business and functional areas
60、.Additionally,ESG priorities are supported by teams across the enterprise,including Optum,UnitedHealthcare,Operations and Facilities Management,Sourcing and Procurement,Clinical,the People Organization,Finance,Compliance and Privacy,Legal and Risk Management,Compliance and Regulatory Affairs,Communi
61、cations,and Enterprise Resiliency and Response.OversightAccountabilityImplementationBoard of DirectorsBoard CommitteesChief Sustainability OfficerESG Steering CommitteeESG Business Partners and FunctionsCEOSustainability TeamExecutive TeamSustainability Working GroupsIntroductionOur people and cultu
62、reHealthy environment102022 Sustainability ReportA modern,high-performing health systemResponsible business practicesPerformance dataStakeholder engagementWe continued to proactively engage with stakeholders in 2022 through various forums,one-on-one discussions,surveys,active listening and regular t
63、ouch points.These engagements provide a diverse group of key stakeholders the opportunity to provide direct and indirect feedback and engage in robust dialogue on our ongoing efforts to achieve our commitments.We value each stakeholders unique perspective and use them to inform our evolving sustaina
64、bility strategy.We continue to enhance our engagement efforts to meet the needs and expectations of our stakeholders and integrate feedback into the way we operate.StakeholderOur engagementConsumers and patients Active listening with a broad and diverse mix of consumers to improve our products and m
65、eet emerging needs.Net Promoter Score,including broad and targeted surveys.Ongoing tracking to understand brand awareness and affinity,and sentiments on key consumer health care needs.Ethnographic research,including in-person interviews,social media listening and focused listening with key diverse a
66、udiences.Employees Recurring employee sentiment analysis.Formal surveys to understand employee work experience.Regular all-company forums.Customers Recurring outreach with key customers to understand how to work together more effectively.One-on-one meetings with leaders from UnitedHealth Group,Optum
67、 and UnitedHealthcare.Periodic customer forums and advisory councils.Health care professionals External conferences and local advisory councils.Recurring engagement through nearly 50 medical,specialty and industry societies.Monthly forums on health plan topics.Peer companies Ongoing collaboration th
68、rough trade associations and industry partnerships.Recurring engagement through the National Academy of Medicines Action Collaborative on Decarbonizing the U.S.Health Sector.Suppliers Annual Supplier ESG Summit to facilitate discussions and collaboration with suppliers.Supplier benchmarking sessions
69、 to share best practices and key learnings.Annual ESG assessments.Policy stakeholders Meetings with federal,state and international policymakers and their staff.Advocacy activities.Participation in key trade associations.Shareholders Annual Investor Conference,including ESG seminar and published mat
70、erials.Quarterly financial updates and earnings reports.Investor conferences and events attended by management.Recurring one-on-one engagement meetings attended by management and board members.Community-based partners Recurring one-on-one and small group meetings with partners.Grant-making.Volunteer
71、 efforts.IntroductionOur people and cultureHealthy environment112022 Sustainability ReportA modern,high-performing health systemResponsible business practicesPerformance data2022 sustainability highlightsHealthy environmentResponsible business practicesBuilding a modern,high-performing health system
72、$0copays initiated for five lifesaving drugs for fully insured commercial plan members.Completedour first assessment of scope 3 emissions.2.2Min-home health assessments provided to older adults,including 670,000 in low-income communities.24%reduction in inbound paper.Our people and culture40%of top
73、management positions are held by women.Conductedour first Human Rights Impact Assessment.39Kemployees participated in Employee Resource Groups,up 17,500 from 2021.$569Min employee wages supported through our supplier diversity program.75%positive employee experience score,up from 72%in 2021.Recognit
74、ion*Named to the Dow Jones Sustainability World and North America Indices since 1999.Named to Fortunes 2023“Worlds Most Admired Companies”list for the 13th consecutive year.One of Fortunes Most Innovative Companies for 2023.Named to Forbes list of Americas 500 Best Large Employers for 2022.*More rec
75、ognition$100Mscholarship program launched to help build a diverse health workforce.33%female independent directors on our board.Committedto the Science Based Targets initiative(SBTi)Net-Zero Standard.IntroductionOur people and cultureHealthy environment122022 Sustainability ReportA modern,high-perfo
76、rming health systemResponsible business practicesPerformance dataOur commitmentsSupported by our strategic growth priorities,our long-term commitments represent specific,measurable targets within our broader efforts to help build a modern,high-performing health system,advance health equity and contr
77、ibute toward a healthy environment.As we measure and report our progress on each specific commitment,we are continuously evaluating new commitments that can further support our sustainability priorities and advance our mission.$100M20332022 program launchHealthy environmentBuilding a modern,high-per
78、forming health systemInvest and source 100%of our global electricity demand with renewable sources by 2030.Release approved targetsJune 2022 commitDeveloping targetsCommit to the Science Based Targets initiative(SBTi)Net-Zero Standard.Achieve a 60%reduction in scope 1 and scope 2 emissions by 2030.R
79、each operational net-zero by 2035.Invest$100 million to create a new philanthropic program and partnerships that will measurably advance a diverse health workforce by 2033.100%-4.7%203560%203020222030100%0%202249%55%55%+of our outpatient surgeries and radiology services will be delivered at high-qua
80、lity,cost-efficient sites of care by 2030.70%85%85%of our members will receive preventive care services annually by 2030.600M251M20230600 million gaps in care will be closed for our members by the end of 2025.Introduction132022 Sustainability ReportA modern,high-performing health systemOu
81、r people and cultureHealthy environmentResponsible business practicesPerformance dataBuilding a modern,high-performing health systemIntroductionA modern,high-performing health systemOur people and cultureHealthy environmentResponsible business practicesPerformance dataIntroduction142022 Sustainabili
82、ty ReportA modern,high-performing health systemOur people and cultureHealthy environmentResponsible business practicesPerformance dataUnitedHealth Group and our distinct and complementary businesses of Optum and UnitedHealthcare are helping to create a consumer-first health system,connecting people
83、to high-quality,affordable care to deliver the best possible outcomes.3Mpeople served under fully accountable value-based care arrangements in 2022.8Mpeople served by Medicaid and Dual Special Needs Plans.2.2MHouseCalls completed in 2022.43Mpeople access behavioral health services through our networ
84、k.Introduction152022 Sustainability ReportA modern,high-performing health systemOur people and cultureHealthy environmentResponsible business practicesPerformance dataBuilding a modern,high-performing health system is the foundation of our business a system that is more connected,personal and equita
85、ble,revolving around the consumer.We have made significant strides by expanding access to high-quality,affordable care.In 2022,we served approximately 1 million more members in fully accountable value-based care models,delivering better outcomes for patients with chronic conditions and older adults
86、in Medicare Advantage.New innovative health benefits,like our Surest health plans,eliminated deductibles and reduced out-of-pocket costs.Our clinical decision support tools seamlessly integrated health technology for providers at the point of care,allowing them to spend more time with their patients
87、.We accelerated our investment in health financial services,introducing an integrated benefits card to help older adults pay for prescriptions,food or utilities.And we expanded the number of community pharmacies helping to improve outcomes for people with HIV and behavioral health conditions.At the
88、same time,we also know people accessing the health system face high costs,wide disparities and for many a fragmented,disjointed experience impacting their ability to live a healthy,fulfilling life.We can reach more people by creating an equitable system of care and delivering on our mission to help
89、people live healthier lives and help make the health system work better for everyone for the 150 million people our company serves and anyone else who touches it.What were focused on Advancing health equity by focusing on six core areas where we can reduce widespread health disparities.Accelerating
90、the transition to value-based care that delivers better health outcomes at a lower overall cost.Expanding in-home clinical care to better support people with complex medical,behavioral and social needs.Expanding access to care by lowering the cost of prescription drugs,including lifesaving medicatio
91、ns like insulin.Enhancing consumer-oriented benefits with transparent pricing,choice and simplicity.Personalized care coordination that helps people navigate the health system and deliver higher satisfaction,particularly for those with specialized or rare diseases.Building healthier communities acro
92、ss the U.S.through grant-making,commercial programs,employee volunteering and charitable contributions.Introduction162022 Sustainability ReportA modern,high-performing health systemOur people and cultureHealthy environmentResponsible business practicesPerformance dataAdvancing health equityFrom our
93、clinical policies,to the organizations we partner with across the country,to a more diverse and inclusive health workforce well beyond our own walls our commitment to health equity is part of who we are and how we operate.Our commitmentAbout our commitment In 2022,the United Health Foundation commit
94、ted to investing$100 million over 10 years to deepen and scale our efforts in health workforce diversity.Through this commitment,we will provide scholarships and support to 10,000 underrepresented current and future clinicians,which will help support meaningful and sustained progress in addressing h
95、ealth disparities and advancing health equity.Invest$100 million to create a new philanthropic program and partnerships that will measurably advance a diverse health workforce by 2033Our progress We are on track to welcome more than 1,000 current and future health professionals into the program in 2
96、023 and expect to commit more than$12 million by the end of 2023.Why this is important to us Research shows care provided by culturally competent clinicians who understand diverse languages,beliefs and attitudes builds trusting patient-provider relationships and helps reduce disparities in health co
97、nditions,experience and outcomes.How were delivering on our commitment Since announcing our commitment,the United Health Foundation has formally launched the Diversity in Health Care Scholarship program and provided scholarships to an initial cohort of diverse health professionals who are working to
98、 advance their clinical skills and credentials.We have initiated partnerships with eight nonprofit organizations to provide scholarships and support to future clinicians seeking careers as doctors,nurses and other clinical professionals.Introduction172022 Sustainability ReportA modern,high-performin
99、g health systemOur people and cultureHealthy environmentResponsible business practicesPerformance dataOur six focus areas Care experience and workforceEmphasis on increasing workforce diversity and reducing institutional bias in the delivery of careThe U.S.health care system is facing a shortage of
100、health care professionals over the next decade.Furthermore,racial bias and a lack of culturally competent care leads to poorer experiences and outcomes.In 2022,we committed$100 million to accelerate this effort to help build a pipeline ofdiverse health care talent and address the projected health wo
101、rkforce shortage.Socioeconomic challengesEmphasis on social determinants of health and health literacy As much as 80%of health outcomes are tied to social and economic conditions.In 2022,we screened nearly 5 million members for social services and connected more than 862,000 people to better support
102、 their social needs.We are using data and analytics to proactively identify those who need support,as well as in-home clinical assessments to connect older adults and those with multiple chronic conditions to needed social services like housing or transportation.Since 2011,we have invested about$800
103、 million to create 19,000 new homes,while targeted investments like Invest Appalachia are focused on supporting community-specific issues related to housing,poverty and food insecurity.Care access and affordabilityEmphasis on rural and underserved populationsAbout 40%of Americans say they or a famil
104、y member have delayed recommended medical care due to costs.Our HouseCalls program provides more than 2 million in-home clinical services each year to address the medical,pharmacy,behavioral and social needs of older adults,leading to 6%more specialist visits.In 2022,we provided in-home assessments
105、to nearly 670,000 people in low-income communities and nearly 400,000 in rural counties.Meanwhile,11 of our state Medicaid health plans have achieved a Health Equity Accreditation from the National Committee for Quality Assurance(NCQA).Behavioral and mental healthEmphasis on youth,older adults and L
106、GBTQ+communities Nearly 1 in 5 adults live with a mental health condition.Our integrated approach combines pharmacy,behavioral and medical care to treat the whole person both in person and virtually.We care for millions of people with behavioral health conditions through a network of 375,000 behavio
107、ral care professionals,a staff of nearly 4,500 employed clinicians and about 700 community pharmacies.Chronic condition managementEmphasis on asthma,hypertension,obesity,diabetes,sickle cell disease,breast cancer and colon cancerFour in 10 American adults have two or more chronic conditions,and wide
108、 disparities exist within specific conditions.With more than 140,000 clinical professionals and more than 70,000 aligned,contracted or employed physicians serving patients in nearly 3,000 sites of care across Optum,from ambulatory surgical centers to community pharmacies our deep breadth of clinical
109、 knowledge helps drive evidence-based decision-making toward better overall care.Our value-based care models emphasize coordinated,comprehensive care while connecting patients with chronic disease to the right specialists to address conditions early.Mortality and life expectancyEmphasis on maternal
110、care Maternal mortality in the U.S.reached its highest level in 60 years and Black women are still three times more likely to die during childbirth compared to white women.For people in Medicaid who represent nearly half of all births in the U.S.we are working to expand access to doulas,a profession
111、al labor assistant for the mother,which has been shown to be one of the most effective ways to improve labor and delivery outcomes.We are also identifying home-based and digital tools to enhance maternal care,including a partnership with the Morehouse School of Medicine to research“near miss”materna
112、l care experiences.In 2022,we deepened our focus on connecting resources and expertise across the enterprise,aligning around six strategichealth equity focus areas based on national public health trends and listening sessions with patients and care providers.These areas address the widest health dis
113、parities influenced by deep societal challenges where we see the biggest opportunity to make a difference in peoples lives.In 2023,we are working to identify measurements of success to evaluate the impact of ongoing programs and scale promising new solutions in each area.Introduction182022 Sustainab
114、ility ReportA modern,high-performing health systemOur people and cultureHealthy environmentResponsible business practicesPerformance dataAccelerating the transition to value-based careTransitioning to a value-based system in which health care providers are paid to deliver high-quality,coordinated ca
115、re can help identify and close gaps in care and deliver preventive services,leading to better patient outcomes at a lower overall cost.Our commitmentAbout our commitment Gaps in care occur when there is a discrepancy between clinically recommended care and the actual care delivered.Common gaps inclu
116、de missed wellness visits,vaccinations or screenings,and medication non-adherence.1 Our progress In 2022,we closed approximately 141 million gaps in care toward our commitment to close 600 million gaps from 2021 through 2025.We have closed 251 million gaps in care since making our commitment in 2021
117、.Close 600 million gaps in care for our members by the end of 2025Why this is important to us Nearly 900,000 Americans die prematurely each year from causes like heart disease,cancer and chronic lower respiratory disease,but up to 40%of those deaths could be prevented.While preventable deaths are at
118、tributed to a number of behavioral and social factors,research also shows closing gaps in care can lead to better health outcomes and lower health care costs by reducing the risk of hospitalization and improving early identification of potentially fatal disease.How were delivering on our commitment
119、Gaps in care can manifest in a variety of ways including missed screenings and annual wellness visits,medication adherence and access to food or transportation.We are working to close gaps in care through in-home assessments delivered to older adults through our HouseCalls program,value-based paymen
120、t models helping to deliver timely,high-quality care,and care coordination models providing patients with complex illnesses with a single point of contact to help navigate the health system.1.The 600 million gap closure target was based on the 2019 Healthcare Effectiveness Data and Information Set(H
121、EDIS)measures established by the National Committee for Quality Assurance(NCQA).Introduction192022 Sustainability ReportA modern,high-performing health systemOur people and cultureHealthy environmentResponsible business practicesPerformance data3Mpeople served under fully accountable value-based car
122、e arrangements in 2022.24%higher rates of annual wellness visits among Medicare Advantage patients in Optum value-based care vs.fee-for-service.44%fewer inpatient admissions for COPD and asthma among Medicare Advantage patients in Optum value-based care vs.Medicare fee-for-service patients.For more
123、than a decade,UnitedHealth Group has been a national leader in driving the expansion and adoption of value-based care models,which incentivize care coordination instead of traditional fee-for-service arrangements focused on the volume of services provided.We reach people through more than 2,200 site
124、s of care and serve more than 3 million people in fully accountable value-based care models2 the most comprehensive and effective type of value-based arrangement.Supported by value-based care arrangements,Medicare Advantage plans help more than half of older adults in the U.S.save 40%on out-of-pocke
125、t costs or$2,000 a year on average.Lower costs are particularly meaningful to an increasingly diverse,clinically complex population,nearly half of whom live on less than$25,000 a year.Serving more than 7 million Medicare Advantage members,we foster cost-effective,high-quality health care through car
126、e coordination,in-home care delivery and innovative consumer products to help those members pay for healthy food and utility bills.Optum Medicare Advantage patients experience better outcomes than people in Medicare Advantage plans who receive care from other providers.Optum patients are 14%more lik
127、ely to control their hypertension and 7%more likely to control their diabetes compared to those who receive care from other providers.Optum Kelsey-Seybold Clinic in Houston has been integrating value-based accountable care into its practice for the last 15 years.With more than 65 specialties and nea
128、rly 700 providers,the clinic delivers personalized,high-quality care to meet patients needs.For example,we are helping diabetes patients who need to avoid complications related to higher A1c levels,which measures average blood sugar levels.Through a coordinated approach to patient care,73%of diabete
129、s patients in KelseyCares accountable care health plans have good control of their A1c,compared to a national health plan average of 51%.2.Fully accountable value-based care models are payment arrangements in which care providers assume full clinical and financial risk,and are responsible for the qu
130、ality and total cost of care for each patient.This usually results in better health outcomes and lower costs for individuals,while giving providers more time to understand the holistic health needs of their patients.40%fewer bed days.30%lower emergency department utilization.“With complex patients,w
131、eve seen quality go up and the cost come down.Thats our textbook definition of what weve all been searching for in value-based care.”Tony Lin,CEO,Kelsey-SeyboldKelsey-Seybold outcomesIntroduction202022 Sustainability ReportA modern,high-performing health systemOur people and cultureHealthy environme
132、ntResponsible business practicesPerformance dataExpanding in-home clinical careOur commitmentAbout our commitment Increasing the number of members receiving preventive care services including wellness visits,health screenings and vaccinations can help improve long-term health by detecting and preven
133、ting diseases and health risks.Our progress In 2022,70%of our members received preventative care services,compared to 69%in 2021.85%of our members will receive preventive care services annually by 2030Why this is important to us Research shows access to preventive care can help identify and prevent
134、diseases,including cancer,diabetes and cardiovascular disease.Preventive care is critical to the shift toward value-based care models where care teams are incentivized to prioritize early disease treatment.How were delivering on our commitment Following disruptions caused by the COVID-19 pandemic,we
135、 are working to ensure members are able to access preventive services through home screenings and virtual care,and by increasing incentive payments,particularly for Medicaid providers.Many of our commercial benefit offerings provide no-or low-cost preventive care coverage and our fully accountable v
136、alue-based care models prioritize preventive care.Our in-home care team is essential to delivering more equitable and accessible health care for patients with complex medical,behavioral and social needs particularly for the 85%of older adults with at least one chronic condition who benefit from prev
137、entive care.Introduction212022 Sustainability ReportA modern,high-performing health systemOur people and cultureHealthy environmentResponsible business practicesPerformance dataThrough our HouseCalls program,we are connecting people in Medicare Advantage to social services and providing vaccines and
138、 screenings for under-diagnosed conditions.In 2022,nearly 1 in 4 people screened by a HouseCalls clinician had a condition they didnt know about including diabetes,prediabetes,hepatitis C and colon cancer.By identifying those conditions,we are able to help connect people to the right services to get
139、 the care they need sooner.For low-income Americans enrolled in both Medicare and Medicaid who often have disabilities or multiple health conditions,our Dual Special Needs Plans(D-SNPs)provide holistic in-home care through Optum at Home.A team of clinicians and dedicated care experts support our mos
140、t complex members based on individualized care plans.Our coordinated approach to caring for D-SNP patients is helping reduce hospitalizations by 12%,with an NPS of nearly 80.Convenient tools like medication home delivery,home infusions and virtual care further expand our ability to care for people i
141、n their home.Our home delivery services include multi-dose packaging capabilities for people with multiple conditions,providing a safe,convenient and cost-effective alternative to a retail pharmacy for consumers to receive their medications,as well as better medication adherence compared to retail p
142、harmacies.3.Includes an adjustment to convert 90-day prescriptions to three 30-day prescriptions.2.2MHouseCalls completed in 2022.1Mmembers tested in 2022 for under-diagnosed conditions;approximately 25%screened positive.75%of members had an in-office visit within 90 days of a HouseCalls visit.190M+
143、adjusted prescriptions3 delivered to consumers homes annually.“We view home health as one of the new frontiers of value-based health care because it improves access while providing a more convenient experience for people,like special needs patients and those in rural areas who often have a very diff
144、icult time leaving their home to get care.”Kristy Duffey,MS,APRN-BC,FAAN Chief Nursing Officer,Optum Health Chief Operating Officer,Optum Home&Community CareIntroduction222022 Sustainability ReportA modern,high-performing health systemOur people and cultureHealthy environmentResponsible business pra
145、cticesPerformance data“If it wasnt for my guardian angel,the doctor said I wouldnt be here.”The UnitedHealthcare HouseCalls program is designed to meet older adults in their homes to assess and address their medical,social and behavioral health needs in an hour-long annual in-home visit with a licen
146、sed health care practitioner.During one routine HouseCalls visit,nurse practitioner Heather found her patient Jacks blood pressure was dangerously high and took swift action to get him to an emergency department,resulting in Jack having a stent placed in his heart to help prevent a massive heart att
147、ack.“I live in a little country town and I have approximately 11 deer.I get up every morning and feed those deer.“One day,I got through feeding the deer and I was breathing a little hard,and when I got in,thats when it all started.My blood pressure was 217 over 110.“When Heather came,she said,Theres
148、 something going on.And she said,Im going to treat you like my daddy;if my daddy was like this,he would go to the emergency room.“If Heather hadnt come all the way out here,I wouldnt have gone to the doctor.She knew what she was doing,and if she thought I needed to go,I was going to go.They found my
149、 widow-maker was 97%stopped up.“By her coming all the way out here and checking me that day,it saved my life.”Meeting older adults at homeJacks storyIntroduction232022 Sustainability ReportA modern,high-performing health systemOur people and cultureHealthy environmentResponsible business practicesPe
150、rformance dataResearch shows as many as 1.3 million people ration insulin each year due to high costs,with higher rates among Black Americans and those without health coverage.Affordability challenges often extend to other lifesaving drugs,including epinephrine for severe allergic attacks and albute
151、rol used to treat acute asthma attacks.For those who rely on these critical drugs,high costs can have life-threatening consequences.We are taking action to help ensure patients have reliable,consistent and affordable access to medications,including insulin,allowing them to adhere to their medication
152、s as prescribed.$22average monthly cost of insulin for 1.7 million customers.8M+UnitedHealthcare members have access to$0 copays for five lifesaving drugs throughout 2023.$0 copay drugs Insulin diabetes management Epinephrine severe allergic reactions Glucagon hypoglycemia Naloxone opioid overdoses
153、Albuterol acute asthma attacksBeginning in 2023,UnitedHealthcare members in fully insured commercial plans including UnitedHealth Group employees will pay$0 for five lifesaving medications.By eliminating all out-of-pocket expenses for these critical medications,members are less burdened by medical c
154、osts and are better equipped to take their medications as prescribed,reducing the risk of complications and expensive hospitalizations.For uninsured patients,we also made low-cost insulin available through the Optum Store,including an option for home delivery.Expanding access to care by lowering the
155、 cost of prescription drugs Introduction242022 Sustainability ReportA modern,high-performing health systemOur people and cultureHealthy environmentResponsible business practicesPerformance dataBeyond improving the affordability of lifesaving medications,we are working to reduce the cost of biologic
156、drugs,which are sometimes the only treatment option for debilitating,chronic illnesses such as cancers or autoimmune disorders.But this comes at a significant cost to patients and the health care system.Specialty biologics represent less than 2%of prescriptions,yet they account for about 43%of drug
157、spend,with continued growth anticipated.We are leading the way in embracing biosimilar medications,which are lower-cost functionally equivalent alternative versions of brand-name biologic medications that could save an estimated$42 billion over the next several years.In 2023,UnitedHealthcare began c
158、overing three anti-inflammatory biosimilars(adalimumab)as part of our commitment to further drive competition,improve choice for providers and patients,and lower net and out-of-pocket drug costs.“For people like me,insulin is lifesaving.If youre trying to get by without it because you cant afford it
159、,your life is at risk.Thats why this change is so important.”Kimberly Clark was 19 when she was first diagnosed with Type 1 diabetes.Over the next five years,as she tried to manage her health,she would go into diabetic ketoacidosis a serious and sometimes life-threatening complication more than 10 t
160、imes.At the same time,she and her husband often stressed about managing the rising and sometimes out-of-reach cost of insulin she needed to survive.“Early in my marriage,money was tight,and we were paying hundreds of dollars for this drug I needed to live.I remember begging physicians to give us sam
161、ple vials just to get by.“And I knew I wasnt the only one in a situation like this.More than 34 million Americans have diabetes,and 1.5 million more are diagnosed every year.When UnitedHealthcare announced it was eliminating out-of-pocket costs for insulin,it was a game-changer for my family.And it
162、also just makes me so happy for the people who are in the situation I was in not that long ago.”A weight liftedKimberlys story41%average savings for employers using UnitedHealthcare biosimilar management strategies.Introduction252022 Sustainability ReportA modern,high-performing health systemOur peo
163、ple and cultureHealthy environmentResponsible business practicesPerformance dataEnhancing consumer-oriented benefits Rising health care costs have left Americans spending more than$433 billion out of pocket on health care each year.Consumers want simple,transparent health benefits and the ability to
164、 easily access high-quality,cost-efficient sites of care.Our commitmentAbout our commitment Care provided at high-quality,cost-efficient sites including ambulatory surgery centers and stand-alone imaging centers can lead to better outcomes at a lower overall cost to the consumer and the health syste
165、m.Our progress In 2022,we delivered approximately 49%of outpatient surgeries and radiology services at high-quality,cost-efficient sites of care.55%+of outpatient surgeries and radiology services among our members will be delivered at high-quality,cost-efficient sites of care by 2030Why this is impo
166、rtant to us Medical care costs vary widely depending on where it is delivered.Total costs for orthopedic surgeries at ambulatory surgery centers(ASCs)are about 25%less than hospitals.Moving half of joint replacement surgeries from hospitals to ASCs would save the health system$3 billion per year.Sim
167、ilarly,shifting routine diagnostic testing from a hospital to a stand-alone imaging center or a physicians office could save consumers more than$300 per test.How were delivering on our commitment We are focused on reducing cost barriers for our members by providing geographic-specific site of care i
168、nformation to providers as they are making patient referrals,including data identifying which ASCs and stand-alone imaging centers meet quality and efficiency standards.Through Point of Care Assist,providers can access cost and quality information directly in their electronic medical record,helping
169、them make informed patient care recommendations.Introduction262022 Sustainability ReportA modern,high-performing health systemOur people and cultureHealthy environmentResponsible business practicesPerformance dataServing more than 150 employers in the U.S.,the UnitedHealthcare Surest plan is among t
170、he fastest growing commercial plans due to its transparency and simplicity,allowing members to easily search for care and see clear,upfront pricing information.Members with Surest plans dont have a deductible or coinsurance and they have the option to add coverage for a planned medical procedure.A d
171、igital app lets members search the broad UnitedHealthcare network by provider,specialty,procedure or geography and compare their all-in costs for more than 490 services,ranging from primary care to specialty care and behavioral health visits.Clear pricing,choice and affordable benefits help remove f
172、inancial barriers,meaning fewer people delay necessary care.As a result,Surest members are 23%less likely to have inpatient hospital surgery and 10 times more likely to access virtual care compared to 2021 commercial benchmarks,and Surest members NPS4 is 56 points higher than those with alternative
173、plans.In addition to innovative benefits,we are helping the 4 in 10 Americans who forgo medical treatment due to cost by helping them manage drug and medical expenses through financial support and transparency tools,including a preloaded fee-free debit card that helps consumers pay for certain out-o
174、f-pocket medical expenses.Our capabilities are designed to help people pay for care with health savings and spending accounts,advanced financial education tools and consumer engagement and payment services,along with self-service tools to make it easier to manage and save money.Launched in 2022,the
175、UnitedHealthcare integrated benefits card simplifies care for older adults by linking their health plan,pharmacy benefits,rewards and gym memberships to a single ID card.Because the benefits card can identify items at the SKU level,older adults can easily pay for items covered by their health benefi
176、ts,including groceries,over-the-counter medications,and even utility bills,without using cash or saving a receipt.More than 12 million people across multiple health plans will have access to the integrated card in 2023.4.The Net Promoter System(NPS)is a proven operating discipline used by most Fortu
177、ne 1,000 companies that enables us to measure affinity for our products and services,indicating consumer,broker,employer,provider and employee loyalty.It is based on a single survey question asking respondents to rate the likelihood they would recommend a company,product,or a service,and measured on
178、 a scale from-100 to+100.Top performing NPS companies range from+40 to+70.70%of Surest members spend less than$500 in out-of-pocket costs annually.82%of the time,Surest members choose the most cost-effective treatment option.46%lower monthly out-of-pocket costs for Surest members compared to other c
179、ommercial plans.92%of Americans live within 5 miles of a participating integrated benefits card store.$1.7Bspent by D-SNP members on food and over-the-counter products.Introduction272022 Sustainability ReportA modern,high-performing health systemOur people and cultureHealthy environmentResponsible b
180、usiness practicesPerformance dataPersonalized care coordination when it matters most Advocates across UnitedHealthcare help members navigate the health system every day using personalized member information,social determinants of health,point-of-care support,custom management for high-needs patients
181、 and real-time guidance to help patients and physicians make the right choices to optimize patient care,lower the cost of care and deliver higher satisfaction.Working with more than 875 hospitals and 16,000 providers across the U.S.,our care coordinators help patients and caregivers navigate the pos
182、t-acute care journey from hospital admission to discharge,averaging fewer admissions to post-acute care facilities by helping to identify,address and close gaps in care.Those who are admitted spend about 2.5 fewer days in post-acute facilities,trading higher-cost and less-comfortable inpatient stays
183、 for high-quality virtual and in-home care instead.The cost and complexity of the health system can be especially challenging for those with a rare disease or a special need,which often require coordination with multiple specialists.Nearly 30 million Americans are affected by more than 7,000 rare di
184、seases,90%of which currently do not have an FDA-approved treatment.Many people with a rare disease face challenges in diagnosing and treating their illness,often seeing multiple doctors over the course of several years and spending nearly$29,000 more than those without a rare disease.Our rare diseas
185、e pharmacy business is one of three entities to hold both distinctions:the Accreditation Commission for Health Care(ACHC)Distinction in Orphan Drugs and the URAC Rare Disease Pharmacy Center of Excellence,and in 2022,we doubled the number of orphan drugs we manage.Optum rare disease pharmacists work
186、 with patients directly,partner collaboratively with clinical care teams,and educate stakeholders who participate in supporting care delivery and therapy access to address the complex challenges within the rare disease community.10MMedicare Advantage lives served by care coordinators.10%improvement
187、in NPS with UnitedHealthcare advocacy programs for employers,providers and members.10Kpatients served in 7 rare disease programs since December 2020.Introduction282022 Sustainability ReportA modern,high-performing health systemOur people and cultureHealthy environmentResponsible business practicesPe
188、rformance dataNavigating the complexities of the health system is particularly challenging for the 1 in 5 children in the U.S.who have a special health care need requiring six times more care with 12 times higher costs than children without special needs.Since 2017,the UnitedHealthcare Special Needs
189、 Initiative(SNI)has provided families and children with special needs with personalized one-on-one assistance from an advisor who can help the family access the care they need while tracking the associated costs.By providing payment assistance,care coordination,social needs assessments and access to
190、 specialty care,the SNI program has helped more than 150,000 families ease the stress of tracking claims and facilitating medical care.$1.5Kreduction in out-of-pocket costs per child for families in SNI.76point average NPS improvement for SNI families.“Adelyn gets what she needs when she needs it be
191、cause the teams are working together.”For her first 18 months of life,Adelyn Merchant was like any other happy,healthy baby.Then it became clear something was wrong.Her parents Spencer and Erin noticed she was falling more and was no longer able to say the words she once knew.Soon,she was unable to
192、eat.Eventually,they turned to the UnitedHealthcare Special Needs Initiative,which connected the family to specialists who helped diagnose Adelyn with the rare disease NMDA anti-receptor encephalitis.Following the diagnosis,UnitedHealthcare helped the Merchant family develop a treatment plan and conn
193、ected them to transportation,support groups and a family advisor to assist with day-to-day needs.“Adelyn was a healthy little girl.She was meeting all her milestones.Then at 18 months,she got very,very sick.We saw her decline very quickly.Within about a month she had lost just about all of her abili
194、ties.“It is the hardest journey weve ever been on.You follow the doctors the best you can.They suggest something and you go with that,you chase something else.You get to the point where you say,I hope thats it.“One day we got a phone call from a nurse who talked about something called the diagnostic
195、 odyssey.We were connected with a team that just swarmed around us and we knew we were going to get an answer.It took very little time.“Adelyn is now fully disabled and requires 24/7 care.But its a relief to know we dont have to take care of it all by ourselves.The mentality of it takes a village be
196、comes tenfold when you have a special needs kid.Having the multiple programs offered through UnitedHealthcare has been integral to the success of our parenting.“Even though she cant talk anymore,she still smiles;she still laughs.Every day for Adelyn is a new challenge and it pushes our family to be
197、the best we can be.”Navigating a diagnostic odysseyThe Merchant familys storyIntroduction292022 Sustainability ReportA modern,high-performing health systemOur people and cultureHealthy environmentResponsible business practicesPerformance dataBuilding healthier communitiesPartnering with leading orga
198、nizations to support communities around the world.To build healthier communities,we are:Providing philanthropic grants and support to communities and employees in need.Publishing public health insights to better understand emerging health trends.Supporting employees who volunteer their time and reso
199、urces to important causes.Achieving better health outcomes requires a deep understanding of the diverse health needs of communities and breaking down barriers to help ensure care is provided to those who need it most.Through our foundations and our businesses,we combine our knowledge,experience and
200、passion to improve health quality and outcomes in the communities where we live and work.RecognitionNamed one of Americas most community-minded companies by Points of Light,based on the Civic 50 survey,every year since 2012,and the sector leader for health care for three consecutive years.The United
201、 Health Foundation is recognized as a Healthy People 2030 ChampionSM by the U.S.Department of Health and Human Services Office of Disease Prevention and Health Promotion.5$95.8Mcontributed in 2022.4.1M*employee volunteer hours in 2022.$1.3Bin charitable donations since 2000.20Kcharitable organizatio
202、ns supported globally in 2022.*Volunteer hours are calculated using employee survey responses and giving site participation data.5.Healthy People 2030 Champion is a service mark of the U.S.Department of Health and Human Services.Used with permission.Participation by the United Health Foundation does
203、 not imply endorsement by HHS/ODPHP.Introduction302022 Sustainability ReportA modern,high-performing health systemOur people and cultureHealthy environmentResponsible business practicesPerformance dataOur impact on communitiesOur social responsibility efforts in 2022 continued to enhance the well-be
204、ing of our communities by increasing access to integrated behavioral and medical care,addressing key health disparities and social needs for mothers,infants and older adults,and building a diverse and dynamic health workforce.Together with our grant partners,we are investing in solutions to address
205、some of the nations most pressing health challenges.2Kstudents in the greater Phoenix metro area received health services.Valle del Sol Community Health(Arizona)A$3 million grant over three years has helped mobile medical teams provide primary care,psychiatry and behavioral health services to middle
206、 and high school-age children in underserved communities throughout Phoenix,leading to an 8%decrease in anxiety symptoms.Improving behavioral health care for our nations youth Todays youth are facing an unprecedented mental health crisis with a growing rate of depression and anxiety.To address this
207、alarming trend,we are investing in programs and partnerships in 19 states,connecting over 32,000 young people and their families with care and services to increase access and improve behavioral health outcomes.Some specific examples include Florida,Minnesota,North Carolina and Wisconsin and the Dist
208、rict of Columbia.Reducing disparities to achieve better health outcomes Americans continue to face wide health disparities,contributing to the sharpest increase in premature deaths over a single year between 2019 and 2020.For example,the prevalence of Americans with multiple chronic health condition
209、s has worsened since prior to the pandemic and frequent mental distress is 2.5 times higher among those with incomes less than$25,000.In 2022,we invested in partnerships in 25 states and the District of Columbia,serving over 50,000 people with programs designed to reduce health disparities.90%of Nat
210、ive American patients enrolled in programs in Tulsa,Oklahoma,report controlled blood sugar.Indian Health Care Resource Center of Tulsa(Oklahoma)A$1.8 million investment over three years has helped build a comprehensive,culturally competent program addressing the unique health needs of more than 5,40
211、0 Native Americans age 65 and over.Introduction312022 Sustainability ReportA modern,high-performing health systemOur people and cultureHealthy environmentResponsible business practicesPerformance dataImproving maternal and infant health outcomes Long-standing disparities in maternal mortality and mo
212、rbidity continue to disproportionately affect Black and American Indian/Alaska Native mothers,according to Americas Health Rankings 2022 Health of Women and Children Report.To address maternal and infant health issues,we are investing in programs in 13 states,including Indiana and Texas,to help impr
213、ove maternal and infant health outcomes by targeting at-risk populations,with a focus on prenatal and perinatal health,infant health,workforce development,and mental and behavioral health.More than 5,200 women have received support through these programs.64%of women enrolled in the program have been
214、 connected to a doula or midwife.CAMBA(New York)A$3 million investment over three years has helped improve access to prenatal care for underserved and homeless women in Brooklyn,including screenings,food and nutrition referrals,breastfeeding support and newborn care services.Building and shaping the
215、 health workforce An aging population and growing rates of clinician burnout are contributing to a projected health workforce shortage in the coming years.Additionally,the current health workforce lacks the diversity to better serve an increasingly diverse patient population.Beyond our 10-year,$100
216、million investment to build a pipeline of diverse health talent,we are investing in multiple initiatives nationwide to advance diversity and cultural competency,support provider health and well-being and improve existing workforce capacity.80%of patients at diabetes management clinics showed improve
217、ment in diabetes scores.Health Care Center for the Homeless(Florida)We invested$1.7 million over three years to support a new clinical fellowship program that provides on-the-job training for post-graduate nurse practitioners with a focus on complex care management,providing care to 4,500 patients.I
218、ntroduction322022 Sustainability ReportA modern,high-performing health systemOur people and cultureHealthy environmentResponsible business practicesPerformance dataAmericas Health Rankings,produced by the United Health Foundation,is the longest-running state-by-state analysis of the nations health,p
219、roviding important insights into the health of various populations,including older adults,women and children,and veterans.In partnership with the American Public Health Association and the CDC Foundation,this distinctive online platform engaged with nearly 1.3 million users in 2022.Policymakers,heal
220、th officials and researchers use these reports to better understand the specific health concerns in their communities.The data also informs UnitedHealth Groups own programs and community investments.The 2022 Annual Report represents the platforms broadest portrait to date of the COVID-19 pandemics i
221、mpact,including findings from an in-depth survey on COVID-19,which identified concerning health disparities by race and ethnicity across nearly all areas of health and well-being.Insights to improve our nations health“Health is like the foundation of your house.When its cracked,everything else is in
222、 jeopardy.What Americas Health Rankings gives us is the landscape of those cracks in our foundation;where they are,how bad they are,and then what we need to do to fix them.”Brian Castrucci,President and CEO,de Beaumont FoundationIntroduction332022 Sustainability ReportA modern,high-performing health
223、 systemOur people and cultureHealthy environmentResponsible business practicesPerformance dataWe support our employees by providing dedicated opportunities for team members to make a tangible impact,either through employee giving or volunteering.We match employee contributions dollar for dollar to t
224、he eligible community organizations of their choice,and we reward employee community volunteer service by awarding employees who volunteer 30 hours per year with a$500 grant to the community organizations of their choice.We are also dedicated to supporting communities around the world during times o
225、f need.The United Health Foundation donated$1 million to help residents of Florida recover and rebuild following Hurricane Ian,and$200,000 to help residents of Puerto Rico by providing emergency medical supplies and supporting health clinics following Hurricane Fiona.Making a difference in communiti
226、es around the world“I was taken aback by the generosity and felt extremely proud to work for such a caring organization.”Through our employee assistance fund,United for Each Other,our employees helped over 400 of their colleagues,like Optum employee Kim Donato,recover from a natural disaster or othe
227、r qualifying catastrophic event in 2022.Kim received support after Hurricane Ian struck Florida in September,forcing her to evacuate due to significant flooding.“Thehurricaneforcedourfamilyoffiveandallofouranimalstoevacuateforamonth.Whenwefinallyreturned,ourhomeneededmajorrepairs.Thewalls,windows,do
228、ors,flooring,bathrooms,kitchen,appliances,roofing,airconditioning,fencingandelectricalwiringallhadsignificantdamageandneeded to be repaired or replaced.We slept on air mattresses while our home was repaired.“At a time when we needed support the most,United for Each Other helped us with immediate and
229、 emergency needs like clothing,pillows,blankets,foodandfinancialassistance.“The good news is our home will be completed soon hopefully before the next hurricane season which will be a dream come true for the entire family.”Recovering from Hurricane IanKims storyHealthy environment342022 Sustainabili
230、ty ReportIntroductionOur people and cultureResponsible business practicesPerformance dataA modern,high-performing health systemHealthy environmentHealthy environmentIntroductionOur people and cultureResponsible business practicesPerformance dataA modern,high-performing health systemHealthy environme
231、nt352022 Sustainability ReportIntroductionOur people and cultureResponsible business practicesPerformance dataA modern,high-performing health systemA healthy planet is the foundation for a healthy society.We are working to keep the communities around us sustainable,viable and healthy.Climate change
232、has clear public health implications.Research shows a changing climate heightens exposure to extreme heat,poor air quality and extreme weather events.Such environmental conditions increase health risks like respiratory infections,heart disease and mental health disorders.While every person is impact
233、ed by the health of our environment,communities of color,low-income populations,children and older adults are among those most likely to live in poor environmental conditions,which cause or worsen negative health effects exacerbating existing health inequities.Our companys strategic growth prioritie
234、s are intrinsically tied to the well-being of the population and the planet.Preventing disease and improving health outcomes can help reduce energy,waste and water-intensive hospital care.Deploying technologies to modernize,streamline and simplify the health system can reduce the use of paper and im
235、prove efficiency.We strive to build a modern,high-performing health system for the benefit of not only the people we care for but also the world we live in.What were focused on Accelerating our path to net-zero.Managing weather-related risks.Reducing waste,water and paper.Healthy environment362022 S
236、ustainability ReportIntroductionOur people and cultureResponsible business practicesPerformance dataA modern,high-performing health systemCharting our path to net-zeroRecognizing the effect climate change has on human health,we are minimizing our environmental impact with long-term commitments desig
237、ned to reduce our carbon footprint over the next several decades.In 2022,our overall emissions increased,due largely to the operations and square footage of acquired businesses.We also saw an increase in employees returning to work sites,which drove on-site electricity usage.We are considering both
238、areas as we implement our decarbonization strategy.As part of our net-zero commitment,we intend to support the development of additional renewable energy sources,as well as directly generate renewable energy to power our operations,when possible.Simultaneously,we are initiating energy efficiency imp
239、rovements at key sites within our footprint.We expect gradual reductions in total emissions while these actions are being implemented.Our commitmentAbout our commitment We are committed to reducing scope 1(direct emissions;e.g.,fuel burned from company vehicles)and scope 2(indirect emissions;e.g.,pu
240、rchased electricity)emissions by 60%against our 2021 baseline by 2030.Operational net-zero involves reducing these emissions to as close to zero as possible,with minimal use of offsets.Achieving 100%renewable energy involves implementing solutions to source renewable energy for our entire operations
241、.Operational net-zero by 2035,with 60%scope 1 and 2 reduction and 100%renewable energy by 2030Our commitmentOur progress We have seen a 4.7%increase in emissions in 2022 due to growth,largely through mergers and acquisitions,and increased site occupancy post-pandemic.We have focused on building a ro
242、admap to increase energy efficiency and pursue generation of new renewable energy.Why this is important to us Rising levels of greenhouse gas(GHG)emissions can cause or exacerbate a wide range of health problems,including heart and kidney disease,respiratory illness,injuries and premature death rela
243、ted to extreme weather events,threats to mental health,changes in the distribution of food and infectious disease.These health effects disproportionately affect those who are most vulnerable and disadvantaged.How were delivering on our commitment Our strategy relies on direct mitigation of global em
244、issions.This approach prioritizes reducing energy consumption within our operations while improving energy efficiency and transitioning to renewable energy sources.Healthy environment372022 Sustainability ReportIntroductionOur people and cultureResponsible business practicesPerformance dataA modern,
245、high-performing health systemThe growing threat of climate change drives our focus on reducing our carbon footprint as we work toward net-zero.In June 2022,we committed to the Science Based Targets initiative(SBTi)Net-Zero Standard,a set of criteria based on the need to limit global warming to 1.5 d
246、egrees Celsius.As part of our commitment(including our scope 1,2 and 3 emissions),we are assessing carbon sources and measuring the most significant emissions contributors,identifying opportunities and strategies to increase energy efficiency,shifting to renewable energy sources,and addressing emiss
247、ions in our value chain.The full impact of any organizations GHG footprint goes beyond what the organization itself produces.This is now reflected in our scope 3 assessment,which measures emissions from upstream sources such as purchased goods and services and downstream sources such as our investme
248、nts.Measuring scope 3 emissions provides a more complete picture of our GHG emissions across the full scope of our business and informs our approach to net-zero emissions through our external partnerships as well as our internal operations.Though numerous energy efficiency,renewable energy and other
249、 emissions reduction efforts are underway,our primary focus areas in 2022 were:1.Completing measurement of the most significant contributors to our value chain emissions(scope 3)for the first time.2.Developing plans to strategically enable us to achieve our goals.Our efforts focused on laying the gr
250、oundwork for major reductions in our emissions and use of resources in the years ahead.This includes assessing the full breadth of our direct and indirect emissions,supporting the global energy transition,developing new contracting standards,and completing other formative work.While we expect to see
251、 increases across many of our environmental metrics over the short term as our company grows,the approaches we are formulating today are being designed to dramatically reduce our environmental footprint over the next seven to 20 years.Healthy environment382022 Sustainability ReportIntroductionOur pe
252、ople and cultureResponsible business practicesPerformance dataA modern,high-performing health systemIn 2022,we honed our roadmap for identifying and scaling our transition to renewable energy sources so we could most effectively decrease our GHG emissions and help improve the health of the communiti
253、es where we operate.Transitioning to renewable energyAdvancing energy efficiencyAt our Optum headquarters in Minnesota,we are installing on-site solar panels,with project completion expected in summer 2024.Once operational,this project is expected to meet approximately 50%of the sites energy needs.T
254、o introduce renewable energy across our broader portfolio,we have actively been exploring virtual power purchase agreements(VPPAs),which would allow us to apply renewable energy credits across our portfolio while also supporting the generation of new sources of renewable energy.Our companys ability
255、to guarantee demand for renewable energy makes it possible to justify the construction of additional renewable energy projects that can begin operating quickly,which in turn helps accelerate development of the green energy industry and increases the availability of renewable energy on the grid.We ar
256、e considering the use of VPPAs as a key component of our zero-carbon strategy,since a significant portion of our real estate is leased and therefore cannot be retrofitted.After our initial work to optimize energy efficiency,generate renewable power on-site and execute our first VPPAs in the U.S.,we
257、plan to continue exploring other renewable energy procurement options globally.Our first step to net-zero is reducing our energy use,recognizing the cleanest energy is the energy we dont use.This in turn reduces the volume of energy we require.We are scaling solutions that reduce energy consumption
258、in our entire real estate footprint ranging from data centers and pharmaceutical distribution centers to clinical care facilities.This approach includes new construction projects,renovations,collaboration with landlords and employee behavior programs.In 2022:We initiated a Building Management System
259、(BMS)pilot to support the diverse and extensive network of properties in our portfolio.Where deployed,this BMS has the potential to reduce energy consumption by up to 20%over previous systems and provide enhanced operational reporting to drive future energy reduction.In San Antonio,we are pursuing W
260、ELL certification for our two-building,352,000-square-foot WellMed campus,where the first building is now complete.WELL is a performance-based system for measuring,certifying and monitoring features of the built environment that impact human health and well-being.In our Ireland office,we decreased i
261、nternal nighttime lighting,which is expected to save 5,000 kWh per year.We continued to invest in energy efficiency projects,including LED fixture upgrades and HVAC system replacements.We are working to establish global sustainability standards,which can be used to guide leasing,renovation and new b
262、uilds.Although our fleet is a small part of our overall emissions footprint,we are working to identify and support opportunities for electrification wherever possible.Our vehicles are commonly used to deliver medications,conduct wellness visits with Medicare members,transport members to medical appo
263、intments and maintain our facilities.As a first step,we initiated a pilot study to test the feasibility of issuing electric vehicles to clinicians who travel to patient homes as part of their work.Learnings from this study will help us clarify infrastructure needs,procurement considerations,operatio
264、nal impacts and additional expansion opportunities as we move forward.Piloting electric vehiclesHealthy environment392022 Sustainability ReportIntroductionOur people and cultureResponsible business practicesPerformance dataA modern,high-performing health systemBecause scope 3 emissions represent the
265、 bulk of our emissions,it is imperative for us to better understand and evaluate the emissions in this category.In 2022,we completed our first-ever scope 3 assessment,which identified the most significant categories of emissions from both upstream sources such as purchased goods and services,waste g
266、enerated in operations and employee commuting and downstream sources,such as investments.Our assessment showed two areas of emissions account for the vast majority of our GHG footprint:Purchased goods and services InvestmentsWith this scope 3 assessment,we are now better able to prioritize opportuni
267、ties for action and work toward an SBTi-approved emissions target,which will be reviewed by SBTi and shared in our 2023 Sustainability Report.To see our complete inventory of emissions,please see our Performance Data,starting on page 83.Assessing value chain emissions“Our work in 2022 paves the way
268、for us to deliver on our net-zero commitment and transition our company to renewable sources of energy setting us on a path to better protect our environment and promote the health of communities where we live and do business.Dave Black,VP of Facilities and Operations,Real Estate Services,UnitedHeal
269、th GroupScope 1:Direct emissions 1%Scope 2:Purchased electricity 3%Scope 3:All other measured 7%Scope 3:Investments 44%Scope 3:Purchased goods and services 45%1%3%7%44%45%GHG emissionsHealthy environment402022 Sustainability ReportIntroductionOur people and cultureResponsible business practicesPerfo
270、rmance dataA modern,high-performing health systemTo better understand the emissions impact of our purchased goods and services,we piloted the CDP Supply Chain program(formerly Carbon Disclosure Project),which supports companies disclosure of their environmental impact.We requested CDP Climate Change
271、 Assessments from some of our largest suppliers to learn more about their sustainability efforts.We had an overall response rate of 83%,with 81%reporting emissions-related goals.In 2023,we will be:Requesting select suppliers(representing 80%85%of our 2021 baseline supply chain emissions)complete the
272、 CDP Climate Change Assessment,which will help us improve our emissions calculation and assess supplier performance when making procurement decisions.Engaging targeted suppliers to track,report and commit to reducing their carbon footprint.Updating procurement policies,employee and supplier training
273、s,and other procurement practices to reflect our ambitions.See the supply chain management section for more information on risk management and strategy development.We recognize the critical need to reduce the carbon footprint of the U.S.health care system,which is responsible for 8.5%of U.S.carbon e
274、missions.We are helping to lead collective action through the National Academy of Medicines Action Collaborative on Decarbonizing the U.S.Health Sector,which is co-chaired by our CEO.This public-private collaborative seeks to address the health sectors environmental impact while strengthening its su
275、stainability and resilience.Engaging our suppliersLeading collective action to decarbonize the health systemUsing the Partnership for Carbon Accounting Financials(PCAF)methodology,we measured our financed emissions for certain asset classes such as corporate bonds,loans,equities and sovereign debt.G
276、enerally,the PCAF methodology aims to derive a financial attribution factor for each in-scope investment in UnitedHealth Groups portfolio.The attribution factor is then multiplied by the specific in-scope investees reported or estimated emissions to determine UnitedHealth Groups financed emissions.O
277、ur financed emissions are largely tied to holdings in the energy,industrials and utilities sectors.Our diverse,high-quality investment portfolio is well-positioned to see declines in our financed emissions in the coming years.Assessing our financed emissionsIn 2023,we will be:Developing temperature
278、rating targets and a power intensity target for in-scope assets aimed to achieve a glide path to net-zero,including determining a specific target year.Reducing financed emissions guided by an active approach with investment managers to invest in companies committed to emission reductions without com
279、promising portfolio diversification,liquidity and performance.We do not intend to adopt exclusionary provisions limiting investments in sectors.Identifying attractive direct investments in renewable energy projects to supplement our investment portfolio and to more directly support renewable energy
280、projects on a larger scale.Reviewing and updating our investment policy guidelines.The target-setting process will combine multiple strategies to achieve net-zero in a balanced way as we continue to prioritize the preservation of capital and earn appropriate risk-adjusted returns.Healthy environment
281、412022 Sustainability ReportIntroductionOur people and cultureResponsible business practicesPerformance dataA modern,high-performing health systemOur integrated,multidisciplinary process helps us to identify,assess and manage risk and ultimately minimize disruption for the people who count on us.In
282、2023,we aim to deepen our analysis of climate risks and develop scenarios to assess the impact of risks over the short,medium and long term.Managing weather-related risksExtreme weather events can directly impact our customers,members,employees and providers.Depending on the event,our response may i
283、nclude:Allowing early refills of prescription medication.Easing restrictions on use of out-of-network providers.Facilitating early replacement of durable medical equipment.Making the Optum Crisis Counseling line available to the community.Arranging for evacuation of members who are especially vulner
284、able due to disease or frailty.Providing support during extreme weather eventsWhen Hurricane Ian struck in late September 2022,we took immediate action to help ensure the safety and well-being of affected communities.Within 96 hours of the event,we coordinated with state and local partners to stand
285、up nine mobile response units in the hardest-hit,lowest-resourced communities.These trailers provided medical care,distributed food and water,and offered Wi-Fi access,which was otherwise unavailable.Thanks to support from the WellMed Charitable Foundation,these services were open to anyone at no cos
286、t.To further improve access to medication,we also provided Genoa Pharmacy with an additional unit for use as a mobile pharmacy after their facility incurred damage during the storm.Our clinicians and nurses went door to door to provide care for those who were unable to get to a care center.Employees
287、 who experienced personal hardship received financial support through the companys United for Each Other program.Managing operational impacts Our weather risk mitigation plan stretches across all our businesses and includes operational redundancies to help ensure continuity of our business operation
288、s.We have also identified critical sites most susceptible to utility outages and weather-related impacts and have put in place backup emergency systems.Healthy environment422022 Sustainability ReportIntroductionOur people and cultureResponsible business practicesPerformance dataA modern,high-perform
289、ing health systemMinimizing our resource utilization and waste production is a fundamental aspect of good environmental stewardship.We are working to reduce our footprint by transitioning to a digital-first health system with less paper usage,piloting new and innovative approaches to long-term waste
290、 management and prevention,and reducing our water usage in water-stressed regions of the world.Reducing waste,water and paperReducing paper through modernizationAs we continue to modernize our processes and technologies to create simple,seamless consumer experiences,we have made significant progress
291、 toward our goal of reducing paper usage across the health system.We started by identifying simple changes with an immediate impact,such as shifting provider groups to digital rather than paper-based communications for activities like prior authorizations and claims decisions,as well as eliminating
292、unnecessary print marketing materials.As one example,we have typically included an envelope with every pharmacy order we sent out.A newly developed system automatically identifies and includes an envelope only on orders where there is an invoice with a balance due.The result:more than a 90%reduction
293、 in the volume of envelopes used,which is estimated to save more than 35 million envelopes in 2023.Beyond the environmental impact,reducing paper usage has also improved the speed and simplicity of our communications with consumers and providers by replacing paper-based communications with digital t
294、ools.In 2022,91 types of member and provider transactions were digitized or enhanced,leading to faster turnaround times and reductions in wait times for some claims reimbursements from 10 days to 24 hours.In addition,provider digital document delivery was up 200%over 2021,with over 1.6 million provi
295、ders enrolled in e-delivery.About 98%of total claims on our core platforms were submitted digitally.We will continue to build on these efforts in the years ahead and work with a diverse set of stakeholders,including employers,consumers,providers,health equity advocates and other players in the healt
296、h care industry.We are focused on addressing regulatory requirements,which currently account for roughly 40%of our paper use.We are working toward providing even more(and better)paperless experiences for consumers and providers a dual-purpose goal designed to minimize use of energy,water and raw mat
297、erials while creating a better consumer experience.1B pieces of paper saved in 2022.24M envelopes saved in 2022.24%reduction in inbound paper volume (e.g.,claims appeals,payments,etc.).Healthy environment432022 Sustainability ReportIntroductionOur people and cultureResponsible business practicesPerf
298、ormance dataA modern,high-performing health systemReducing wasteConserving water We are dedicated to managing and preventing waste by piloting new,innovative solutions designed for long-term waste reduction.We take a multidimensional approach to minimizing our environmental impact through ongoing ma
299、nagement of our various waste streams,including municipal,construction,electronic,hazardous and regulated medical and pharmaceutical waste.Our 2022 scope 3 assessment included an enterprise-wide,waste-associated inventory,which will help inform our waste management and reduction strategy in 2023 and
300、 beyond.In 2022,we implemented several new pilots to reduce waste and improve patient care.We converted prescriptions to larger pack sizes,which reduced our plastic bottle usage by approximately 546,000 bottles in 2022.We used insulated mailers to ship medications requiring refrigeration,which in tu
301、rn reduced our gel pack usage by eliminating 489,000 unnecessary coolers.Eight sites in India established on-site composting of organic material,which has diverted 129,254 pounds of waste so far.We established a zero-landfill project in two 150-bed hospitals in Brazil.In 2023,we plan to implement ne
302、w solutions to improve efficiency and reduce waste,including reducing single-use plastic,exploring opportunities to expand composting and recycling services,evaluating design and construction processes,and continuing to improve waste data collection.We are working to reduce excess water consumption
303、a critical and increasingly worrisome global health issue by taking steps to help ensure our facilities use water as efficiently as possible,which is particularly important for water-stressed and water-sensitive locations across the globe.We continue to advance plumbing and irrigation projects and s
304、ustainable landscape projects aimed at reducing our water usage.After implementing a holistic water-tracking program for our India real estate portfolio in 2021 to remotely measure,monitor and influence water usage,we found about 47%of total water usage is currently treated/recycled water instead of
305、 fresh water.In 2022,we expanded this effort to add water meters in our five sites in the Philippines.In 2023,we plan to create a holistic approach to water conservation across the enterprise,including creating design guidelines for water efficiency and water quality.6.Includes integrated sites wher
306、e water is tracked on utility bills.1.2M gel packs eliminated in 2022 through the use of insulated mailers.68%of sites6 have a Water Use Intensity rating below EPA guidelines.1.7M lbs of waste diverted by recycling electronics like laptops and PCs.Our people and culture442022 Sustainability ReportIn
307、troductionHealthy environmentA modern,high-performing health systemResponsible business practicesPerformance dataOur people and cultureOur people and cultureIntroductionHealthy environmentA modern,high-performing health systemResponsible business practicesPerformance dataOur people and culture452022
308、 Sustainability ReportIntroductionHealthy environmentA modern,high-performing health systemResponsible business practicesPerformance dataBuilding an innovative,diverse and inclusive culture to support our people and attract the best talent.100%rating in the Human Rights Campaign Foundations 2022 Cor
309、porate Equality Index.39Kemployees participating in Employee Resource Groups(an increase of 17,500 from 2021).We are a global team including doctors,nurses,technologists,data scientists,care advocates,administrators,researchers and more united in our collective power to make an impact and focused on
310、 caring,connecting and growing together.We know the extraordinary happens when we value,include and learn from diverse people and perspectives.To help ensure our people flourish,in 2022 we advanced our approach to attracting,developing and retaining the worlds best diverse talent to effectively supp
311、ort our strategic growth priorities.Our ability to expand value-based care models and build innovative health benefits relies on diverse clinical perspectives to help address health disparities in underserved populations.Supporting the well-being of our workforce builds a culture where people feel e
312、mpowered to innovate,creating new health technology solutions to drive a modern,high-performing health system and a healthier environment.Advancing an inclusive culture where team members are empowered to do their best work,where diversity fuels performance,and where we leverage our collective power
313、 to create greater impact.Enabling employees to be their best in an office,a clinic or at home by offering robust resources and programs designed to improve holistic well-being through a unified enterprise approach.Developing and growing our talent through a human-centered approach by incorporating
314、employee listening,leader development learning,and career growth and mobility.What were focused onRecognitionForbes list of Americas 500 Best Large Employers for 2022.Named one of the best places to work for disability inclusion in 2022 by the Disability Equality Index (three consecutive years).2022
315、 Military Friendly Employers list(seventh in the U.S.)and a Top Ten 2022 Military Spouse Friendly Employer.2022 Business Group on Health Best Employers Award for Excellence in Health and Well-being (11 consecutive years).Our people and culture462022 Sustainability ReportIntroductionHealthy environme
316、ntA modern,high-performing health systemResponsible business practicesPerformance dataAdvancing diversity,equity and inclusionCreating an inclusive culture that celebrates our people,ideas and experiences.Our team must reflect the diverse communities we serve,and our commitment to diversity,equity a
317、nd inclusion(DEI)is inspired by and grounded in our company values.By hiring and retaining the best talent with diverse and innovative perspectives and creating a culture of belonging and inclusion,we can grow our business and better serve our customers needs.In 2022,we focused on three strategic ob
318、jectives to advance DEI in our leadership,systems and culture:Increasing the diversity of our workforce,especially among the senior levels of our organization.Understanding the lived experiences of our employees,particularly where there are differences,so we can learn how to better support their wor
319、k and experience.Equipping and educating leaders and employees with tools to create and contribute to a more inclusive environment.“DEI is business critical.When we embrace a range of people and perspectives,our individual and collective contributions are magnified.Joy Fitzgerald,Chief DEI Officer,U
320、nitedHealth GroupOur people and culture472022 Sustainability ReportIntroductionHealthy environmentA modern,high-performing health systemResponsible business practicesPerformance dataIncreasing the diversity of our workforceWe approach diversity,equity and inclusion as a business priority.To date,we
321、have achieved 40%representation for women in top management and are working to increase racial representation in leadership.Black/African American,Hispanic/Latino and Asian employees are key areas of focus in our future talent strategies as we work toward increasing racial representation.We engaged
322、in an independent third-party assessment of our workforce policies,practices,leadership and systems to help us better understand the experiences of women,Black,Asian and Latino employees within the organization,identify potential gaps,and provide recommendations to better serve these groups.While we
323、 have more to do,2022 employment data show people of color constitute 45%of our workforce and 31%of our management positions.The Global Diversity,Equity and Inclusion Office leads the enterprise DEI strategies,prioritizing diversity,understanding employee experiences,educating leaders,engaging emplo
324、yees and increasing psychological safety.To increase diversity in our workforce,we established a dedicated DEI recruiting function to help ensure women,people of color and members of other underrepresented groups including LGBTQ+individuals,military members and veterans,and persons with disabilities
325、 are represented in candidate talent pools,the selection process and interview panels.These and other cross-functional DEI efforts helped us achieve our highest recruiting numbers for diverse demographics,with 1,500 interested individuals joining UnitedHealth Group.We also launched the Diversity,Equ
326、ity and Inclusion Executive Sponsorship program,an effort to increase the diversity of our underrepresented groups by offering experiential learning opportunities and help them build relationships in the organization.Achieving a 96%retention rate in its first year,the program gives participants the
327、opportunity to learn and shadow how executives make decisions and lead.Our people and culture482022 Sustainability ReportIntroductionHealthy environmentA modern,high-performing health systemResponsible business practicesPerformance dataMaintaining pay equityUnderstanding employee experiencesWe are c
328、ommitted to and continue to prioritize pay equity for all employees.Fair and equitable compensation practices within a pay-for-performance framework support our culture and are critical to achieving our mission.We continue to work with independent,third-party experts to perform reviews of our compen
329、sation practices and evaluate pay equity in several respects,including by gender,ethnicity and race.The most recent review of our integrated workforce completed in 2022 including our global operations continues to indicate women earn$1 for every$1 men earn when performing similar work at similar lev
330、els.In addition,employees of color in the U.S.continue to earn$1 for every$1 white employees earn when performing similar work at similar levels.To prevent pay inequities at hire,we do not ask candidates in the U.S.about salary history during the hiring process.This practice helps us remove any bias
331、 that can come from crafting initial compensation packages based on salary history.We strive to understand the lived experiences of our employees to better support their work experience.Our DEI Employee Experience Research Initiative partners with a research think tank to provide a deeper understand
332、ing of employee experiences and insights as well as identify meaningful solutions to advance DEI through stakeholder interviews,focus groups,employee journaling,and quantitative and qualitative surveys.In June 2022,we hosted our first-ever DEI Innovation Lab,an enterprise-wide,design-thinking experi
333、ence seeking to better understand the experiences of our employees.More than 100 employees participated in this opportunity to provide insights and create solutions.The event resulted in ideas for increasing leadership accountability,improving psychological safety in the workplace,making talent management work for everyone,and adding enhancements to help our employees feel valued,seen and rewarded