Political Contributions and Lobbying Activity Report
2016 Political Contributions and Lobbying Activity Report Cigna’s mission is to help improve the health, well-being and sense of security of the more than 90 million people we serve around the world. Our strategic focus is centered on delivering high quality, affordable, and personalized products and solutions to our customers and clients by leveraging our insights, brand, talent and localized approach. Around the world, individuals are seeking access to these quality healthcare and sense of security programs. At the same time, employers of all sizes and across all industries and geographies increasingly recognize that healthier, more engaged and productive work forces are essential to driving their businesses forward, while they continue to David M. Cordani seek solutions that are affordable and sustainable. President and Chief Executive Officer Amid this backdrop, many individuals and employers are concerned that they must accept either constrained access or diminished quality or both, in order to achieve affordability of care. At Cigna, we see it differently. We have demonstrated that quality and affordability can be achieved by designing personally-tailored access and high- quality care delivery, with engagement, alignment and support for individuals, and healthcare professionals. We deliver this through personalized and localized benefits and services, which empower our customers and support their actions and decision making. We take a convening role in building communities of health, alongside our employer and provider partners. We support healthcare professionals with actionable insights and further expanded care resources, all while ensuring alignment with them to deliver superior quality and improve affordability. To further innovate for our customers and clients, we are accelerating investments in value-based care programs and incentive payment models with our provider partners that continue to drive enhancements in both care quality and affordability.
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