Investment Community Meeting HIMSS Orlando

Marc Naughton Executive Vice President and Chief Financial Officer

February 21, 2017 Agenda

Financial Overview Marc Naughton Executive Vice President & Chief Financial Officer

Cerner's Imperatives Mike Nill Executive Vice President & Chief Operating Officer

Cerner's Innovation Jeff Townsend Executive Vice President & Chief of Staff

Marketplace Zane Burke President

MHS GENESIS Travis Dalton Senior Vice President & General Manager, Cerner Federal

Revenue Cycle Jeff Hurst Senior Vice President, Revenue Cycle and President, RevWorks

Population Health John Glaser Senior Vice President, Population Health

Don Trigg President, Cerner Health Ventures

Memorial Hermann Health System David Bradshaw Executive Vice President, Chief Strategy and Information Officer

Q&A All 2 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. Cautionary Statement Regarding Forward-Looking Statements

This may contain forward-looking statements, including without limitation, those regarding projections of future revenues or earnings, operating margins, operating expenses, product development, new markets or prospects for Cerner’s solutions or services. These forward-looking statements are based on the current beliefs, expectations and assumptions of Cerner's management with respect to future events and are subject to a number of significant risks and uncertainties. Cerner’s performance, and actual results, financial condition or business could differ materially from those expressed in such forward- looking statements. Factors that could cause or contribute to such differences include, but are not limited to: (a) the possibility of product-related liabilities; (b) potential claims for system errors and warranties; (c) the possibility of interruption at our data centers or client support facilities; (d) the possibility of increased expenses, exposure to claims and regulatory actions and reputational harm associated with a cyberattack or other breach in our IT security; (e) our proprietary technology may be subject to claims for infringement or misappropriation of intellectual property rights of others, or may be infringed or misappropriated by others; (f) material adverse resolution of legal proceedings; (g) risks associated with our global operations; (h) risks associated with fluctuations in foreign currency exchange rates; (i) the potential for tax legislation initiatives that could adversely affect our tax position and/or challenges to our tax positions in the and non-U.S. countries; (j) risks associated with our recruitment and retention of key personnel; (k) risks related to our dependence on third party suppliers; (l) difficulties and operational and financial risks associated with successfully completing the integration of the Health Services (formerly Health Services) business into our business or the failure to realize the synergies and other benefits expected from the acquisition; (m) risks inherent with business acquisitions and combinations and the integration thereof; (n) the potential for losses resulting from asset impairment charges; (o) risks associated with volatility and disruption resulting from global economic or market conditions; (p) managing growth in the new markets in which we offer solutions, health care devices or services; (q) continuing to incur significant expenses relating to the integration of the Health Services (formerly Siemens Health Services) business into Cerner; (r) risks inherent in contracting with government clients; (s) risks associated with our outstanding and future indebtedness, such as compliance with restrictive covenants, which may limit our flexibility to operate our business; (t) changing political, economic, regulatory and judicial influences, which could impact the purchasing practices and operations of our clients and increase costs to deliver compliant solutions and services; (u) government regulation; (v) significant competition and our ability to respond to market changes and changing technologies; (w) variations in our quarterly operating results; (x) potential inconsistencies in our sales forecasts compared to actual sales; (y) volatility in the trading price of our common stock and the timing and volume of market activity; and (z) our directors’ authority to issue preferred stock and the anti-takeover provisions in our corporate governance documents.

Additional discussion of these and other risks, uncertainties and factors affecting Cerner's business is contained in Cerner's filings with the Securities and Exchange Commission. The reader should not place undue reliance on forward-looking statements, since the statements speak only as of the date that they are made. Except as required by law, Cerner undertakes no obligation to update forward-looking statements to reflect changed assumptions, the occurrence of unanticipated events or changes in our business, results of operations or financial condition over time. A reconciliation of non-GAAP financial measures discussed in this presentation can be found in the Appendix to this presentation and Cerner’s most recent earnings release that was furnished to the SEC and posted on the investor section of www.cerner.com.

3 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. Cerner – at the Intersection of Health Care and IT

Founded in Kansas City in 1979 • Largest standalone health care IT company in world • $5.6B cumulative R&D • 5,000+ person IP org • 24,000 associates worldwide • 2,000 clinicians • 359 patents • 25,000 client facilities in over 30 countries • 18 of 30 largest health systems have Cerner footprint • Annual R&D investment ~$700M

• $4.8B 2016 revenue • 13% 10-yr CAGR (mostly organic growth) * Operating earnings reflects adjustments compared to results reported on a U.S. Generally Accepted Accounting 20% 10-yr Operating Earnings CAGR Principles (GAAP) basis in our 2016 annual report on Form 10-K. Non-GAAP results should not be substituted as a measure of our performance but instead should be used along with GAAP results as a supplemental measure of financial performance. Please see the Appendix for a reconciliation of these items to GAAP results. 4 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. Financial highlights

$5,000 $2.50 Revenue Top Line 2015 Growth 2016 Growth $4,000 Earnings Per Share $2.00 Bookings $ 5,428 28% $ 5,446 0%

$3,000 $1.50 EPS Revenue $ 4,425 30% $ 4,796 8% Revenue Backlog $ 14,195 34% $ 15,927 12% $2,000 $1.00

Bottom Line $1,000 $0.50 Revenue ($Millions) Revenue Adjusted Operating Earnings* $ 1,075 28% $ 1,133 5% $0 $0.00 Adjusted Operating Margin* 24.3% 23.6% 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Adjusted Diluted EPS* $ 2.11 28% $ 2.30 9% $1,200 Balance Sheet & Cash Flow $1,000 Operating Cash Flow Cash and Investments $ 686 -58% $ 466 -32% $800 Free Cash Flow* Cash used for Share Repurchases $ 345 59% $ 700 103% $600 Days Sales Outstanding 80 21% 69 -14% $400

Debt $ 605 364% $ 564 -7% $’s in Millions $200 Operating Cash Flow $ 948 12% $ 1,156 22% $0 Free Cash Flow* $ 321 -18% $ 402 25% 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Dollars in millions except for EPS FCF = Operating CF less Capital Expenditures and Capitalized Software

* Adjusted operating earnings, adjusted operating margin, adjusted diluted earnings per share and free cash flow reflect adjustments compared to results reported on a U.S. Generally Accepted Accounting Principles (GAAP) basis in our 2016 annual report on Form 10-K and most recent Form 10-Q. Non-GAAP results should not be substituted as a measure of our performance but instead should be used along with GAAP results as a supplemental measure of financial performance. Please see the Appendix for a reconciliation of these items to GAAP results. 5 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. Sales Pipeline Cerner 2016 Business Model (Dollars in Millions)

Bookings Contribution Contribution Margin % Margin $ $5,446 Revenue Streams Revenue Licensed Software $549 91% $498 System Technology Resale $274 20% $54 Sales Revenue Backlog Subscriptions $442 62% $274 $15,927 Professional Services $1,445 28% $404 Support, Managed Services $981 37% $366 Maintenance and Services Support & Maintenance $1,016 75% $762

Reimbursed Travel $89 0% $0 Totals $4,796 49% $2,358

* Operating margin reflects adjustments compared to results Indirect Expenses reported on a GAAP basis in our 2016 Form 10-K. Non-GAAP results should not be substituted as a measure of our Research and Development -11% ($535) performance but instead should be used along with GAAP results as a supplemental measure of financial performance. Selling, General and Administrative -14% ($690) Non-GAAP results are used by management along with GAAP results to analyze our business, make strategic decisions, assess long-term trends on a comparable basis, Operating Margin* 24% $1,133 and for management compensation purposes. 6 Sales Pipeline 2016Cerner Compared 2015 Business to 2015 Model (Dollars in Millions) Revenue down 3% YoY Bookings Contribution Contribution after 24% growth in 2015 RevenueMargin down % 17% onMarginweak $ device resale $5,446 Revenue Streams Revenue >30% of total is SaaS Licensed Software $549Contribution91% margin % $498flat YoY at 20% System Technology Resale $274 20% $54 Revenue up 14% Sales Subscriptions $442 62% $274 ContributionRevenue Margin Backlog of 62% Revenue up 17% down slightly$15,927 from 63% YoY Professional Services $1,445Contribution28% Margin up$404from 27% to 28%Support, as utilization improves Maintenance Revenue up 14% Managed Services $981 37% $366 $1,016HS utilization continues to progressandand Services Contribution margin up to Support & Maintenance 75% $762 move towards Cerner levels over time 37% from 36% due to continued costs leverage Reimbursed Travel $89 0% $0

Totals $4,796Revenue49% up 4% $2,358 R&D as % of revenue down Contribution margin down to 75% from 77% * Operatingto 11% margin fromreflects adjustments12% compared to results Indirect Expenses reported on a GAAP basis in our 2016 Form 10-K. Non-GAAP on third party costs resultsSG&A should not 14% be substituted of revenue, as a measure of our Research and Development -11% ($535) performance but instead should be used along with GAAP resultssame as a supplemental as last measure year of financial performance. Selling, General and Administrative -14% ($690) Non-GAAP results are used by management along with GAAP results to analyze our business, make strategic decisions, assess long-term trends on a comparable basis, Operating Margin* 24% $1,133 and for management compensation purposes. 7 Recurring & Visible Revenue

• 86% of 2016 Revenue recurring or highly visible • Up from 83% in 2015 • Grew 13% in 2016 (19% excluding support) • SaaS now about third of total software and trend expected to continue • Works component of services expected to grow as well

Type of Revenue Includes 2016 2015 Non-Recurring Traditional Software, Tech Resale 14% 17% Support, Managed Services, Recurring 60% 58% Subsriptions, Works, SaaS Highly Visible Professional Services 26% 25% 8 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. 2016 & 2017 Visibility Comparison

• 2016 • Expected 79% of revenue to come from backlog and 21% to come from 2016 bookings • Delivered revenue from backlog, 21% 18% 18% but fell short on revenue from bookings • ~$150M Technology resale & Software • ~$50M Services (e.g. ITWorks) 79% 82% 82% • 2017 • 82% of revenue scheduled to come from backlog • In line with actual backlog contribution percent in 2016 • Assumes similar percent of bookings is converted to revenue as 2016

9 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. Near-term Growth Dynamics Bookings • Expect full-year 2017 growth • Flat to slight growth in traditional software and technology resale off of easier comparable • Growth in SaaS and Works bookings Revenue • Increased recurring revenue and reduced reliance on current-year bookings provides solid visibility to upper- single-digit growth • Can be in guidance range without requiring increase in percent of bookings recognized Margins • Expect flat to slightly up adjusted operating margins near term • Over $70M increase in D&A expense reduces near-term leverage • Expected acceleration in Works businesses * Adjusted operating margin reflects adjustments compared to results reported on a U.S. • Believe margin expansion is attainable longer-term Generally Accepted Accounting Principles (GAAP) basis in our 2016 annual report on Form 10-K and most recent Form 10-Q. Non-GAAP results should not be substituted as a measure of our performance but instead should be used along with GAAP results as a • Larger contributions from SaaS population health revenue supplemental measure of financial performance. Please see the Appendix for a reconciliation of these items to GAAP results. • Non-cash expense growth rate expected to slow • Expect 50-100 basis point increase in adjusted EBITDA margins 10 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. Balance Sheet and Cash Flow Balance Sheet • Used excess cash in 2016 for share repurchases • $700M repurchased in 2016; $1.4B since 2013 • Future uses of cash • Investing in business • R&D, technology infrastructure, facilities to support growth • Increased significantly past 5 years, positioning us for long-term growth • Expect overall capex to decline in 2017; could increase in future years depending on growth • Repurchases • Offset equity compensation dilution plus additional amounts as deemed appropriate • Acquisitions • Generally not acquisitive, but may be some opportunities given volume of change occurring in health care Cash Flow Outlook • Growth in operating cash flow and reduced capital expenditures expected to drive over $150M increase in free cash flow in 2017 • This would bring free cash flow to over 75% of GAAP Net Income • Free Cash Flow % of Net Income will fluctuate based on capital needed for growth, but expected to remain above 75% after 2017 and trend to over 90% * Free cash flow is not a GAAP measure. Non-GAAP results should not be substituted as a measure of our performance but instead should be used along with GAAP results as a supplemental measure of financial performance. Please see the Appendix for a reconciliation of these items to GAAP results. 11 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. Long-term Growth

• Targeting 7-11% long-term growth 2016-2025 • $9B-$12B in 2025 • Internal target remains double-digit • Near-term growth from expected from EHR replacement, solution whitespace, RevWorks, and ITWorks • Contributions from Population Health expected to ramp in 2019-2020 • Timing of large Works deals and Population Health ramp will impact growth rates

12 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. $45B+ Non-U.S. Health Care IT spend (Gartner) Key Assumptions EHR less penetrated than in U.S. Associates or offices in more than 25 countries; market leader in many

Industry PMPM ranges from single digit to $65+ depending on solutions and services Our current target supported by PMPM below $5 Identifying more services opportunities with higher PMPM Bookings ramp in 2018-2020, followed by ramp in SaaS/PMPM and services revenue

$45B+ addressable software and services market (MarketandMarkets Dec. 2016) Growth includes ongoing penetration of revenue cycle in client base and with new EHR footprints and increased RevWorks activity

$8B+ annual revenue opportunity in installed base 2025 target assumes 40-50 new clients by 2025 Over 400 prospects in client base

Represents EHR replacement (primarily through ~2020), Federal Government, Device Resale, non-ITWorks Hosting and Support, Ambulatory, Post Acute, CareAware, Emergency, Lab, Interoperability, Critical Care, Pharmacy, Perioperative, Women’s Health, Imaging, Behavioral Health, Oncology, Rehab, and related implementation and consulting services Current client has installed less than 20 of 70+ solutions Model assumes 3% growth through 2020, then 2% growth 2020-2025 13 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. Cerner’s Operational Imperatives

Mike Nill Executive Vice President and Chief Operating Officer 2017 Strategic Operational Imperatives

• One Record, One Plan, One Bill • Contextually Aware Solutions • Closed-Loop Intelligence • Continuous Delivery • Organize for Delivering Value

15 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. One Record, One Bill, One Plan

• Achieving through convergence of core platforms • Millennium • CareAware • HealtheIntent • Ability to capture data from multiple sources across the continuum • Enables connected communities • Focus on optimal outcomes for payers, providers and patients

16 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. Contextually Aware Solutions

• Deliver a more personalized and intelligent experience for provider and individual • Personalize experience much like or Google • Surface right information at right time to enable right decision • Based on best-available evidence • Achieved through Care Process Models and machine learning algorithms that know context of patient, care plan, care team, and venue

17 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. Closed-Loop Intelligence

• Digitization of health care allowing us to realize a key part of our long-term vision • Capture data, analyze it, use the knowledge to drive intelligence back into workflow • Enables: • Predictive algorithms • Early detection of conditions, such as sepsis • Readmission prevention • Decision support that critiques orders • Documentation tailored to a patient’s condition • Care Process Models that incorporate current best practice and guide workflow and care processes • Use of data for comparative effectiveness research 18 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. Continuous Delivery

• Building a reliable, nimble and digitally orchestrated approach to developing and delivering Cerner solutions • Automating testing and deployment • Cloud-based delivery of our solutions enabling automatic deployment of updates • Significant benefits to Cerner and client base • Allows new innovation to be broadly deployed in days instead of months or years • Lower cost of ownership • Improved speed to market

19 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. Organize for Delivering Value

• Ensure Cerner’s talent is aligned to deliver expected outcomes, maximum value and a great experience for our clients • Volume of changes in health care and in the way we are deploying solutions will make alignment with clients more important • “Works” and Value Creation Office alignment models that allow us to navigate change with our clients

20 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. Cerner’s Innovation

Jeff Townsend Executive Vice President and Chief of Staff US Health Economy – The Windshield

?

Costs

Business Model Shift 22 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. When Cars drive themselves…Healthcare IT will ???

23 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. Electronic Medical Record “Model”  “Learning” Practice Model

Foundation Application Process Evidence Based Outcomes (Localized) Experience Adoption Practice

“Core” Nomenclatures and Application Workflow Process Flows and Role Clinical Evidence and Best Metrics, KPIs, KPOs Localized Configuration Responsibilities Practice

Medical knowledge doubles: o In 1950: every 50 years o In 2016: every 73 days Model Foundations Model Experience From time new knowledge discovered until ½ of physicians act on that knowledge = 15 - 17 years

Model Practice Model Outcomes 24 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. Sepsis – Advancing Intelligent Agents (Cloud Deployment of Machine Learning applied to Clinical Concept Mapping and Predictive Models)

• Health Facts Repository • 153.8 Million Persons • 693 Facility Sources • 750,000+ Physicians • 4.5B Clinical Events

• Sepsis Processing • 72.8 Million Patient Critiques in 2016 • 500+ Million Transactions • Embedded within the last mile • American Journal of Medical Quality • Screened-in more high-risk patients • Activated much earlier in their infectious process • More accurate in predicting adverse outcomes

25 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. Cerner Math – AKI Predictor (40k Cases)

26 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. Cerner Math: Cognitive Predict/Prevent Models

Cardiac Solutions Readmission Solutions Cardiac Ischemia Predictor Readmission Prediction - AMI Coronary Artery Disease (CAD) Predictor Readmission Prediction – CAP (Community Acquired Pneumonia) Tetralogy of Fallot Management and Triage (TOFI) Readmission Prediction – COPD Readmission Prediction – HF (Heart Failure) Nephrology Solutions Diabetic Emergency Department Visit Model Acute Kidney Injury (AKI) Predictor Pre-Chronic Kidney Disease Predictor Revenue Cycle Solutions Chronic Kidney Disease Predictor Emergency Department Congestion Predictor Other Models Chronic Kidney Disease Arteriovenous Fistula (AVF) Patient Attribution Model and Arteriovenous Graft (AVG) Predictor Risk Index Dementia Progression Rurality Index with Agitation CPOE Model Epilepsy Surgery Predictor Oncology Solutions Schedule Analytics Preventable Acute Complication Model Similarity Search and MPI Record Linkage PTSD Predictor Chemotherapy-Induced Peripheral Neuropathy Predictor Sedation Risk Model Drug-Induced Thrombocytopenia Predictor Sedation Trigger Model Febrile Neutropenia Predictor Device Solutions Suicide Risk Prediction Hemophagocytic Lympho-Histiocytosis (HLH) UTI and Dehydration Hospitalizations Biomechanics Pattern Expert Risk in Long-Term Care Patients Predictor 1 and 2 FD Alarm Filter Tumor Lysis Syndrome (TLS) Predictor FIR and Chebyshev Alarm Filter Gait Nonlin Pediatric/Obstetric Solutions Home Glucose Predictor PEWS-Star Home INR Predictor Pediatric Asthma Emergency Department Visit Model LQT Predictor Preterm Birth Risk Score Musculoskeletal Injury (MSI) Monitor Musculoskeletal Injury (MSI) Predictor Parkinson's Disease (PD) Monitor 27 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. Clinical Variation – Complete Joint Replacements

ETIOLOGY PERIOPERATIVE POST-OP POST-ACUTE Planned Manufacturer Complications Recovery Elective Procedure Knee Infection Ambulation • with MCC • Rotating platform Hypertension/Hypotension • Weight-bearing • without MCC Hip Hyperglycemia/Hypoglycemia • Non weight-bearing Revision Prior fitness Technique Sepsis • with MCC Cemented Pneumonia Supplemental • without MCC DME Unplanned Uncemented DVT/PE Partial replacement Fluid overload • Walker Surgical Repair • Cane • Fracture Full replacement Urinary retention Physical Therapy • Dislocation Minimally invasive Pain Facility Outpatient SNF/swing bed Approach • Posterior Rehab hospital • Mini-posterior Home Health • Anterior Medical Intervention Anesthesia Antibiotic spacer General Wound care Regional Care Team • Spinal Navigation • Epidural • Peripheral nerve block Management

28 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. Clinical Pathway Deviation

Without complications Proactive management to mitigate risk Without MCC Longer length of stay & additional With complications New medical management Multiple Comorbid Conditions Expected outcome elective (MCC) Without complications Proactive planning, communication Protocols & pre-surgical optimization Optimized outcome With MCC Policies With complications Longer length of stay & additional Technique medical management Expected outcome, risk O level not mitigated Without complications Without MCC U Unexpected outcome With complications Longer length of stay & additional medical management Revision Multiple Comorbid Conditions T (MCC) Proactive planning, communication Without complications C Protocols & pre-surgical optimization KPIs With MCC • Length of Stay Policies With complications O • Acuity Materials • Fluids Technique M • Pain Medications • Ambulation Without complications E • Discharge Disposition Without MCC • Infection With complications Longer length of stay & additional S • Complications medical management Acute Multiple Comorbid Conditions fracture (MCC) Longer length of stay & additional Without complications Protocols With MCC medical management Policies With complications Longer length of stay & additional Support medical management Consults 29 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. “Moment” – Designed around Role, Venue, Condition

Model Experience • 1,200 Workflows • 332 Roles (63 Physician) • 1,513 Order Sets • 958 Decision Support Rules • 75+ Care Process Models • 300+ Contextual, Dynamic Documentation Templates • 1,400+ Contextual Views (mPages) • 45+ Cerner Math Models

200k+ Combinations 30 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. “Moment” Expands – Beyond IT Curation

Plus… • Measurs & Mandates • Value Based Metrics (MACRA), Insurance Benefits • Medical Devices (CareAware) • Medical Knowledge • Genomics • Personalized Conditions • Social Determinants of Health • Consumer Devices & Internet of Things

??? Billion Combinations 31 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. Cognitive Moments: Contextual & Adaptive

Discern Learning Ontology

“Moment of Decision”

32 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. Marketplace

Zane Burke President 2016 Highlights

• Bookings of $5.4B • Slight growth compared to tough 2015 comparable (+28%) • Decline in technology resale (mostly device resale) • ITWorks didn’t contribute expected amount, but have good outlook • Long-term bookings down 8% in 2016 • Continued strength in new business • Over 50% win rate • Viewed as safe choice • Primary competitor having to defend higher cost of ownership and lack of population health • Strong revenue contributions from key areas • Population Health up 13% to $234M • Very strong growth in HealtheIntent, partially offset by decline in legacy reporting solutions • ITWorks up 28% to $502M • Driven by strong 2015 bookings • Revenue Cycle up 19% to $295M* • Strength in base and with new clients • RevWorks beginning to contribute more

*Revenue Cycle revenue reflects changes from previous reporting, primarily related to it no longer including the resale of 3rd party software and related maintenance revenue. Prior years have also been adjusted. 34 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. Cerner’s 2015-16 in review

In 2015-16 Cerner added… 360+ new acute facilities spanning: 50,000+ new beds 40+ 5+ states countries

Population Health

International

Non-Millennium

Employers & Governments

Partners 35 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. Significant Opportunities 2017 and Beyond

• Total pipeline continues to grow even after $25B of bookings from 2010-2015 • Client Development • Pipeline growth reflects ongoing replacement opportunity • Larger procurements – most include revenue cycle and population health along with EHR • Federal, State Government • Specialty/Continuum of Care • Client base • Revenue Cycle • Population Health • Other solution whitespace • ITWorks and RevWorks • Non-U.S. • Remains large long-term opportunity • Less active past couple of years • Pockets of strength and overall signs of broader pick up in activity

36 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. Working with Leaders

37 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. U.S. Acute Market Snapshot

• Cerner and Epic clear leaders • Each hold ~24% of the acute EHR market • Both involved in most major opportunities • Cerner momentum

• Market noise on Epic cost overruns Health Services • Increased head-to-head wins • Success in their base • HealtheIntent, CareAware • Highly active replacement market • ~2,400 sites on legacy/acquired platforms • Continued progress at Health Services clients migrating to Cerner Millennium • 83 facilities and 12,300 beds since 2015 • ~75% win rate

38 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. Value Achievement & ROI Matter

39 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. MHS GENESIS Program Overview

Travis Dalton Senior Vice President & General Manager, Cerner Federal MHS Genesis Objectives and Scope Program Objectives Scope • Modernize technology • 9.6M beneficiaries; approximately 325,000 health care providers • Improve quality and outcomes • 55 Hospitals / 352 Clinics / 282 • Connect the continuum of care Dental Clinics • Ensure force readiness • 225 Ships, 75 Submarines, 450 • Lay foundation for interoperability Resuscitative Sites, 6 Theater with VA, commercial entities and Hospital, 2 Hospital Ships and 3 enlistment to grave record aeromedical staging facilities • Forward Operating Environments First Site live (1st Responder) Award Announced February 7, 2017 July 29, 2015 • Fairchild Airforce Base

41 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. MHS Genesis Solutions and Partnership

• Cerner Solutions • Clinical Solution Suite, Dental Integration, , HealtheIntent Platform, connectivity to disparate systems including VA, disconnected synchronization • Commercial hosting via Cerner added to program in 2016

42 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. MHS Genesis Approach

• Methodology utilizes best of commercial and government practices • Focus on rigor, discipline and validation • Commercial content and design principles • Commercial event-based implementation approach • Blended government testing practices and milestones • Initial operating capability, development testing, and operational assessment • Rigorous DoD Cybersecurity process

43 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. MHS Genesis Program Schedule

• Deployment schedule covers 7 years and is on

track FY17 FY18 FY19 FY20 FY21 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Oc N De Ja Fe M Ap M Ju Jul Au Se Oc N De Ja Fe M Ap M Ju Jul Au Se Oc N De Ja Fe M Ap M Ju Jul Au Se Oc N De Ja Fe M Ap M Ju Jul Au Se Oc N De Ja Fe M Ap M Ju Jul Au Se IOC BURN IN • Initial Operating Capability (IOC) Sites, then 23 Wave 3 kick off Wave 3 go live Segment 1 Deployment Wave 7 kick off Wave 7 go live Wave 13 kick off Wave 13 go live waves Wave 14 kick off Wave 14 go live Wave 16 kick off Wave 16 go live Wave 17 kick off Wave 17 go live Wave 21 kick off Wave 21 go live • 18 CONUS Wave 19 kick off Wave 19 go live Wave 2 kick off Wave 2 Go Live Wave 4 kick off Wave 4 Go Live Wave 5 kick off Wave 5 Go Live • 5 OCONUS Wave 6 kick off Wave 6 Go Live Wave 8 Kick off Wave 8 Go Live Wave 9 Kick off Wave 9 Go Live Wave 10 Kick off Wave 10 Go Live Wave 11 Kick off Wave 11 Go Live Successful go live at Fairchild AFB on 2/7/17 Wave 12 Kick off Wave 12 Go Live • Wave 15 kick off Wave 15 Go Live Wave 18 kick off Wave 18 Go Live Wave 20 kick off Wave 20 Go Live Wave 22 kick off Wave 22 Go Live Wave 23 kick off Wave 23 Go Live • Remaining IOC sites convert Fall 2017 Segment II Design, Build & Test • Wave deployment begins in parallel summer 2017 • First wave go live scheduled spring 2018 • Segment 2 design and build underway • Theater venues of care including ships, submarines and field environments

44 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. Program Highlights and Benefits

• Innovation applies to all markets • Disconnected synchronization – Millennium on a laptop - FHIR dental integration – first responder capability • Enhanced processes and improvements • Leveraging best thinking on implementation approach • Working closely with DoD on cybersecurity • Groundbreaking program for DoD • Opportunity to create national network • Connect DoD – Commercial Hospitals - VA

45 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. Revenue Cycle

Jeff Hurst Senior Vice President, Revenue Cycle and President, RevWorks Revenue Cycle 2016 Review

• Organic revenue growth of 19% in 2016 • 5-year organic revenue CAGR of 21% • Continued success in our base and new business • About one third of Millennium base has purchased revenue cycle and growing quickly • Part of almost all new EHR business • Strong contributions from solutions and services in both acute and ambulatory

47 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. Revenue Cycle Management today

350 live clients across 160+ clients 500+ facilities + 3,100 facilities integrated 3,000+

solutions 580+ acute to ambulatory ASSOCIATES Live w/ amb or acute CPA + CHS Total contracted Live and contracted with Millennium only

HELPING OUR CLIENTS 18 of top 30 health systems have BUILD A HEALTHIER BOTTOM LINE a Cerner EHR or RCM system Source: Modern Healthcare 2015

175+ CLIENTS ACROSS 65+ ACUTE 42 states 22 940+ AMBULATORY FACILITIES 45+ YEARS specialties EXPERIENCE, RCM SERVICES 490+ SERVICES LEADERS Inclusive of active and completed facilities Add’l facilities contracted over the next 12 months OVER FOUR DECADES OF REVENUE CYCLE MANAGEMENT EXPERIENCE 48 RCM Marketplace Trends 2016-2021

Market is projected agree RCM to grow from 92% technology is now ~75% $45.5B to $80.6B of CFO’s taking priority of RCM outdated; expected to drive outsourcing of business office functions and/or “Nearly 50% of hospital CFOs acknowledge outsourcing purchase of RCM has become a more viable alternative to insourcing.” new “next Becker’s Hospital Review Jan. 30, 2017 generation” RCM

Source: Revenue Cycle Management Market: Global Forecast to 2021” December 2016 © MarketsandMarkets 49 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. Revenue Cycle Management services

• Approach • Scalable technology platform • Process and operations • Aligned partnership, financially bound • Opportunity • Services pipeline growing and includes opportunities ranging from $5M to $70M+ of annual revenue 50 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. IP competitiveness and differentiation

$

Optimize user Financial clearance Patient and consumer experience engagement

Contract and claims Alternative payment Analytics and management models intelligence

Openness Integration Intelligence

51 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. Population Health

John Glaser Senior Vice President, Population Health Lives in value based reimbursement arrangements

*Leavitt Partners 53 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. Population health market is more extensive than providers

Provider with a Cerner EMR Employers

Providers with other EMR Health plans

International providers Secondary data users

Medicaid Counties

54 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. Cerner solutions – current and 2017 development

Population health Longitudinal Registries & Care Patient / member EHR integration analytics & data record performance management engagement warehouse scorecards

Population Longitudinal plan Program Contract, network, CRM Innovation health programs builders & referral ecosystem & editors management

Unified enterprise platform (source agnostic, programmable, near real-time, extensible ecosystem) 55 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. Note: Subject to change HealtheIntent has achieved scale

DATA VARIETY 360+ 24 39 total data connected EHR connected claims connections systems (Epic, AllScripts…) & payer vendors

SCALABILITY 30M+ 6+ PB 88M linked disparate of data storage lives; records 6M+ managed lives

INTELLIGENCE 41 95% 55 registries; 598+ of records linked standard terminologies; measures using machine 1.5M terminology codes grouped intelligence

56 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. 111 HealtheIntent clients

• Adventist Health System • Charleston Area Medical Center • Ingalls • Mission Health System, Inc. • Stony Brook University Hospital

• Advocate Health Care • Chinese Hospital • Intermountain Healthcare, Inc. • Mosaic Life Care • Tanner Medical Center, Inc.

• Advocate Physician Partners • Christiana Care Health Services, Inc. • Inspira Health Network, Inc. • NorthBay Healthcare Systems • Texas Tech Health Sciences Center

• Agnesian Health Care • Circle Health, Inc. • IU Health La Porte Hospital • Northern Arizona Healthcare • Torrance Memorial Medical Center

• Alaska Native Tribal Health Consortium • Conway Medical Center • JFK Health System • Opelousas General Health System • Truman Medical Center

• Asquam Community Health Collaborative, • Cook County Bureau of Health Services • Johnson Memorial Hospital • Palmetto Health • UAB Health Systems LLC • Covenant Health • Kaweah Delta Health Care District • Palomar Health • Union Hospital • AtlantiCare Health System • CoxHealth • Lake Health • Pandi Capital, LLC • University of Kansas Hospital Authority • Augusta University Health System • Delta Health Alliance • Lafayette General Health • Penn State Hershey Medical Center • University Medical Center of El Paso • • Department of Defense • LifeBridge Health • Population Health Services • University of Health Care • Banner Health South Florida • Doctors Hospital at Renaissance • Los Angeles County Department of Health • Roper St. Francis Healthcare • University of New Mexico Health Sciences • BayCare Health System Services Center • Eastern Maine Healthcare Systems • Rutland Regional Medical Center • Beloit Health System • Maury Regional Healthcare System • University of South Alabama Medical Center • Emerus Healthcare • San Antonio Regional Hospital • Billings Clinic • Millennium Care Collaborative • Western Connecticut Health Network • Emory Healthcare • Sarah Bush Lincoln Health System • Black & Veatch • McLaren Health Care Corp. • Winona Health Services • Evolution Health • SB Clinical Network IPA, LLC • Boston Children’s Hospital • McLeod Health • Wirral University Teaching Hospital NHS • Fort HealthCare • Seton Healthcare Family Trust • Broward Health • Medical Associates Clinic, PC • Franciscan Missionaries of Our Lady Health • Sheltering Arms • xG Health Solutions • Correctional Health Care Services System, Inc. • Memorial Hermann Health System • Shriners Hospitals for Children • Yavapai Regional Medical Center • Capital Region Healthcare • Geisinger Health System • Meridian Health System • Southeast Missouri Hospital • Yukon-Kuskokwim Health Corporation • Carolinas Healthcare System • Glens Falls Hospital • Methodist Health System • St. Dominic-Jackson Memorial Hospital • Centra Health • Henry County Memorial Hospital • Miami Children’s Health System • St. Joseph’s Healthcare System • Central Maine • Holy Family Memorial • Michiana Health Information Network • State of Kansas • Cerner Healthe Clinic • Indiana University Health • Midland County Hospital

57 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. 111 HealtheIntent clients

• Adventist Health System • Charleston Area Medical Center • Ingalls • Mission Health System, Inc. • Stony Brook University Hospital

• Advocate Health Care • Chinese Hospital • Intermountain Healthcare, Inc. • Mosaic Life Care • Tanner Medical Center, Inc.

• Advocate Physician Partners • Christiana Care Health Services, Inc. • Inspira Health Network, Inc. • NorthBay Healthcare Systems • Texas Tech Health Sciences Center

• Agnesian Health Care • Circle Health, Inc. • IU Health La Porte Hospital • Northern Arizona Healthcare • Torrance Memorial Medical Center

• Alaska Native Tribal Health Consortium • Conway Medical Center • JFK Health System • Opelousas General Health System • Truman Medical Center

• Asquam Community Health Collaborative, • Cook County Bureau of Health Services • Johnson Memorial Hospital • Palmetto Health • UAB Health Systems LLC • Covenant Health • Kaweah Delta Health Care District • Palomar Health • Union Hospital • AtlantiCare Health System • CoxHealth • Lake Health • Pandi Capital, LLC • University of Kansas Hospital Authority • Augusta University Health System • Delta Health Alliance • Lafayette General Health • Penn State Hershey Medical Center • University Medical Center of El Paso • Banner Health • Department of Defense • LifeBridge Health • Population Health Services • University of Missouri Health Care • Banner Health South Florida • Doctors Hospital at Renaissance • Los Angeles County Department of Health • Roper St. Francis Healthcare • University of New Mexico Health Sciences • BayCare Health System Services Center • Eastern Maine Healthcare Systems • Rutland Regional Medical Center • Beloit Health System • Maury Regional Healthcare System • University of South Alabama Medical Center • Emerus Healthcare • San Antonio Regional Hospital • Billings Clinic • Millennium Care Collaborative • Western Connecticut Health Network • Emory Healthcare • Sarah Bush Lincoln Health System • Black & Veatch • McLaren Health Care Corp. • Winona Health Services • Evolution Health • SB Clinical Network IPA, LLC • Boston Children’s Hospital • McLeod Health • Wirral University Teaching Hospital NHS • Fort HealthCare • Seton Healthcare Family Trust • Broward Health • Medical Associates Clinic, PC • Franciscan Missionaries of Our Lady Health • Sheltering Arms • xG Health Solutions • California Correctional Health Care Services System, Inc. • Memorial Hermann Health System • Shriners Hospitals for Children • Yavapai Regional Medical Center • Capital Region Healthcare • Geisinger Health System • Meridian Health System • Southeast Missouri Hospital • Yukon-Kuskokwim Health Corporation • Carolinas Healthcare System • Glens Falls Hospital • Methodist Health System • St. Dominic-Jackson Memorial Hospital • Centra Health • Henry County Memorial Hospital • Miami Children’s Health System • St. Joseph’s Healthcare System • Central Maine • Holy Family Memorial • Michiana Health Information Network • State of Kansas • Cerner Healthe Clinic • Indiana University Health • Midland County Hospital 58 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. 111 HealtheIntent clients

• Adventist Health System • Charleston Area Medical Center • Ingalls • Mission Health System, Inc. • Stony Brook University Hospital

• Advocate Health Care • Chinese Hospital • Intermountain Healthcare, Inc. • Mosaic Life Care • Tanner Medical Center, Inc.

• Advocate Physician Partners • Christiana Care Health Services, Inc. • Inspira Health Network, Inc. • NorthBay Healthcare Systems • Texas Tech Health Sciences Center

• Agnesian Health Care • Circle Health, Inc. • IU Health La Porte Hospital • Northern Arizona Healthcare • Torrance Memorial Medical Center

• Alaska Native Tribal Health Consortium • Conway Medical Center • JFK Health System • Opelousas General Health System • Truman Medical Center

• Asquam Community Health Collaborative, • Cook County Bureau of Health Services • Johnson Memorial Hospital • Palmetto Health • UAB Health Systems LLC • Covenant Health • Kaweah Delta Health Care District • Palomar Health • Union Hospital • AtlantiCare Health System • CoxHealth • Lake Health • Pandi Capital, LLC • University of Kansas Hospital Authority • Augusta University Health System • Delta Health Alliance • Lafayette General Health • Penn State Hershey Medical Center • University Medical Center of El Paso • Banner Health • Department of Defense • LifeBridge Health • Population Health Services • University of Missouri Health Care • Banner Health South Florida • Doctors Hospital at Renaissance • Los Angeles County Department of Health • Roper St. Francis Healthcare • University of New Mexico Health Sciences • BayCare Health System Services Center • Eastern Maine Healthcare Systems • Rutland Regional Medical Center • Beloit Health System • Maury Regional Healthcare System • University of South Alabama Medical Center • Emerus Healthcare • San Antonio Regional Hospital • Billings Clinic • Millennium Care Collaborative • Western Connecticut Health Network • Emory Healthcare • Sarah Bush Lincoln Health System • Black & Veatch • McLaren Health Care Corp. • Winona Health Services • Evolution Health • SB Clinical Network IPA, LLC • Boston Children’s Hospital • McLeod Health • Wirral University Teaching Hospital NHS • Fort HealthCare • Seton Healthcare Family Trust • Broward Health • Medical Associates Clinic, PC • Franciscan Missionaries of Our Lady Health • Sheltering Arms • xG Health Solutions • California Correctional Health Care Services System, Inc. • Memorial Hermann Health System • Shriners Hospitals for Children • Yavapai Regional Medical Center • Capital Region Healthcare • Geisinger Health System • Meridian Health System • Southeast Missouri Hospital • Yukon-Kuskokwim Health Corporation • Carolinas Healthcare System • Glens Falls Hospital • Methodist Health System • St. Dominic-Jackson Memorial Hospital • Centra Health • Henry County Memorial Hospital • Miami Children’s Health System • St. Joseph’s Healthcare System • Central Maine • Holy Family Memorial • Michiana Health Information Network • State of Kansas • Cerner Healthe Clinic • Indiana University Health • Midland County Hospital 59 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. 111 HealtheIntent clients

• Adventist Health System • Charleston Area Medical Center • Ingalls • Mission Health System, Inc. • Stony Brook University Hospital

• Advocate Health Care • Chinese Hospital • Intermountain Healthcare, Inc. • Mosaic Life Care • Tanner Medical Center, Inc.

• Advocate Physician Partners • Christiana Care Health Services, Inc. • Inspira Health Network, Inc. • NorthBay Healthcare Systems • Texas Tech Health Sciences Center

• Agnesian Health Care • Circle Health, Inc. • IU Health La Porte Hospital • Northern Arizona Healthcare • Torrance Memorial Medical Center

• Alaska Native Tribal Health Consortium • Conway Medical Center • JFK Health System • Opelousas General Health System • Truman Medical Center

• Asquam Community Health Collaborative, • Cook County Bureau of Health Services • Johnson Memorial Hospital • Palmetto Health • UAB Health Systems LLC 16 • Covenant Health 7 • Kaweah Delta Health Care District • Palomar Health • Union Hospital • AtlantiCare Health System • CoxHealth • Lake Health • Pandi Capital, LLC Non Cerner• University of Kansas Hospital Authority • Augusta University Health System Government • Delta Health Alliance • Lafayette General Health • Penn State Hershey Medical Center • University Medical Center of El Paso • Banner Health EMR clients • Department of Defense clients • LifeBridge Health • Population Health Services • University of Missouri Health Care • Banner Health South Florida • Doctors Hospital at Renaissance • Los Angeles County Department of Health • Roper St. Francis Healthcare • University of New Mexico Health Sciences • BayCare Health System Services Center • Eastern Maine Healthcare Systems • Rutland Regional Medical Center • Beloit Health System • Maury Regional Healthcare System • University of South Alabama Medical Center • Emerus Healthcare • San Antonio Regional Hospital • Billings Clinic • Millennium Care Collaborative • Western Connecticut Health Network • Emory Healthcare • Sarah Bush Lincoln Health System • Black & Veatch • McLaren Health Care Corp. • Winona Health Services • Evolution Health • SB Clinical Network IPA, LLC • Boston Children’s Hospital • McLeod Health • Wirral University Teaching Hospital NHS • Fort HealthCare • Seton Healthcare Family Trust • Broward Health 4 • Medical Associates Clinic, PC Global • Franciscan Missionaries of Our Lady Health • Sheltering Arms • xG Health Solutions • California Correctional Health Care Services System, Inc. • Memorial Hermann Health System Employer • Shriners Hospitals for ChildrenPartnership• Yavapai Regional Medical Center • Capital Region Healthcare • Geisinger Health System • Meridian Health System clients • Southeast Missouri Hospital • Yukon-Kuskokwim Health Corporation • Carolinas Healthcare System • Glens Falls Hospital • Methodist Health System • St. Dominic-Jackson Memorial Hospital • Centra Health • Henry County Memorial Hospital • Miami Children’s Health System • St. Joseph’s Healthcare System • Central Maine • Holy Family Memorial • Michiana Health Information Network • State of Kansas • Cerner Healthe Clinic • Indiana University Health • Midland County Hospital 60 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. What’s our plan for 2017 and beyond?

Extend core HealtheIntent capabilities: Continue to pursue opportunities across • Expand collection and use of social/behavioral data all market segments • Broaden the ecosystem • Expand intelligence and machine learning • Implement HealthePrograms • Improve integration into diverse EHRs

61 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. What’s our plan for 2017 and beyond?

Advance solutions portfolio: Advance services portfolio: • CRM • Advisory and performance improvement • Care management as a service • Network and contract management • Analytics as a service • HealthLife (consumer/patient • Provider- sponsored health plans engagement) • Analytics

62 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners. Memorial Hermann Health System

David Bradshaw Executive Vice President, Chief Strategy and Information Officer Memorial Hermann’s Continual Evolution Company Snapshot: Houston’s Market Leader

$6.0B Total Assets1 $4.4B Net Operating Revenue1 24,000 Employees; 5,000 Physicians

267 Locations Market Share Ranking Inpatient Market Share 1st: Aggregate Market Share 1st: Burns 1st: Cardiology 1st: ENT 2%1% 1st: General Medicine 4% 1st: General Surgery 4% 1st: Neurology 4% 24.4% 1st: Neurosurgery 1st: Ophthalmology 5% Memorial 1st: Orthopedics Hermann 1st: Rehab 6% 1st: Spine 1st: Thoracic Surgery 7% HCA CHI 1st: Urology St. Luke’s 20% 1st: Vascular 7% Houston 2nd: Gynecology Methodist 2nd: Neonatology 15% 2nd: Obstetrics 2nd: Oncology

Greater Houston MSA 6.6 million population, projected to 7.1 million (2020) 65 1. Audited FYE2015 results 65 January 5, 2012 MH Strategic Decision

66 Memorial Hermann Health System Promise

Memorial Hermann employees and physicians will provide exceptional end-to-end patient care experiences anchored by superior quality, clinical excellence and affordable care with a commitment to advance the health of our patients and members.

67 Three Strategic Imperatives Completing ‘Cerner Millennium’ Instance for MH’s System of Care

EMPI CareNet PathNet / AP Tracking Orders MH DL eOrdering SurgiNet Results OPID Rules Registration eDocumentation RadNet Hospital Business Imaging Dragon Billing

PowerNotes Scheduling s & SMR PharmNet Clin Notes Dictation Business Imaging FirstNet MH MG Anesthesia Mgmt MNA Maternity POSC Pre-Access ClinicCare 4 Center

69 Recently contracted for Patient Mgmt and Patient Accounting and live with PM at 3 hospitals The MH ACO allows for integration of Physicians and the Health System

~3500 ‘CIN’ Clinically Integrated Network with 498 Advanced Primary Care Physicians Private, Employed & Faculty Integration

3 DISTINCT PRACTICE MODELS Employment Private Faculty

Population Health Infrastructure 70 There are multiple channels through which MH acquires members

Retail Large Groups

Small Groups Wholesale +

Individual Direct to Employer

71 MH Population Health Management Framework

Specialist Physicians Rehab / SNF / Hospice Improved Benefit Outcomes Design

Care Mgmt MD Care Team Medical Home Lower PCPs Costs Hospitals

Care Managers

Ambulatory Services Improved Home Satisfaction OPID, SMR, Health Population Analytics Lab, Tools Case Manager Surgery

Population Management Tools Aligned Provider & Hospital Incentives Reduce Out Migration 72 MH ACO membership has shown growth year-over-year

600,000 555,707

500,000

400,000 340,541

300,000 248,275

228,800 Covered Lives Covered 200,000 158,653

90,441 100,000

0 FY12 FY13 FY14 FY15 FY16 FY17 YTD 73 The MH ACO allows for other forms of income to providers and the System

$200M in combined Total Earned Performance Payment over three years in Medicare Shared Savings Program. #1 for three years in a row.

74 The ACO product has produced significant improvements in quality

40% Fewer outpatient surgery cases per/1,000¹

20% Fewer high-tech imaging scans per/1,0001

9% Fewer impactable medical admits per/1,000¹

8% Fewer hospital bed days per/1,000¹

4% More generic drug prescribing in top 4 drug classes¹

7% Better than national average quality scores on Cardiac Post MI Beta Blockers²

¹Results as compared to Houston market; Fully and self-insured population; Based on Aetna Whole Health – Memorial Hermann Accountable Care Network contract period dates of service from March 1, 2015 through February 1, 2016, with claims paid through May 31, 2016. ²Results derived from performance period 1/1/15 through 12/31/15; Fully and self-insured population of 28,529 members. 75 Recent Win - MH Health Plan

• Strategic decision to offer network options Global IT to Houston based employees Sponsor Firm

• Multiple carriers and “point of enrollment” MHHP Other Coverage options HMO PPOs • Most delivery systems available as “point of care” options

Most Other Care MH Other MH Providers Providers

MH Health Plan Full Risk

MH Health Plan ultimately responsible for costs of care only for employees who select MH option.

Cerner providing ‘concierge’ services to HP enrollees

76 Our population health platform enables our strategy

Everyday SmartRecord SmartRegistry SmartAnalytics SmartCare Well

SmartData

EMRs On-site Paid Claims Biometrics

77 SmartRegistries

COPD Diabetes Heart Failure

Ischemic Vascular Hypertension Disease Coronary Asthma Artery Disease

Adult Wellness Senior Wellness Pediatric

Rheumatoid Ambulatory Back Pain Arthritis Urgent Care

78 SmartRegistry in Care4 Ambulatory SmartRegistry on paper eCW Workflow Integration

Overall Strategy • API Integration – Available now – Collaboration with eCW to integrate into workflow

• SMART App – Proof of concept Target by EOY

• eCW integration for MH HealtheRegistries – Go-live scheduled for March

eClinicalWorks integration Ambulatory Quality Dashboard

82 SmartCare Continuum of Care Management (One Integrated Platform)

• 1 Record: 2 Components – Cerner SmartCare (May 2017) + Cerner Acute Management (TBD) • SmartCare Integration + Acute Case Management – A person-centric approach across the community – A single system, health profile and care plan for the patient’s care team, regardless of venue – Automates inefficient manual processes – High-quality, timely, cost-effective care facilitation

100110110011011001101100110110011011 00110110011011001101100110110011011001101100110110011011001101100 11011001101100110110011011001101100110110011011001101100110110011 01100110110011011001101100110110011011001101001101100110110011011 00110110011011001101100110110011011001101100110110011011001101100Population Health: 11011001101100110110011011001101100110110011011001101100110110011 Acute Case 01100110110011011001101110110011011001101Smart Data Community Care Management Management SmartCare Algorithims

84 SmartAnalytics platform data MH ACO saw an increase year over year in ‘in network’ paid claims

Network Spend Based Broadest Definition of ACO

$800.0

$683.261% $700.0 $620.557% $600.0

$500.0 $460.343% $436.839% $400.0

$300.0

$200.0

$100.0

$- CY 2015 CY 2016 In Network $ Out of Network $

*Based on Aetna FI, Aetna SI, Aetna PCMH, Aetna MA, Health Solutions MA, Health Solutions Edge, MSSP. ** Based on calendar year spend. Source: MHACO/HealtheIntent 86 SmartAnalytics allows visualization of new data

In Network Usage Percentage on Current Measureable Spend FY15 compared to FY16

Aetna Aetna Aetna Aetna Memorial Memorial Hermann Medicare PCMH Whole Health Whole Health Medicare Hermann Health Health Plan MSSP (85,000 lives) Fully Insured Self Funded Advantage Plan Medicare (47,400 lives) (4,301 lives) (21,899 lives) (5,800 lives) Edge Advantage (38,890 lives) (5,771 lives) *Based on Aetna FI, Aetna SI, Aetna PCMH, Aetna MA, Memorial Hermann Health Plan MA, Memorial Hermann Health Plan Edge, MSSP. ** Based on calendar year spend, 2016 Annualized. Source: MHACO/HealtheIntent Data includes controllable and non-controllable network spend; does not represent same store growth as members were added year over year 87 Population Health Organization Key Goal and Outcomes 2017  2018

1 Increase RAF scores: MSSP and • Integrated care processes MH HP Advantage • SmartRegistry

• SmartAnalytics Total medical cost reduction: • Regional PCP Medical 2 Employee plan, MSSP, others Directors • SmartCare (in contracting) 3 Reduction in Post-Acute medical • SmartRegistry, SmartAnalytics cost • Appropriate Post-Acute orders

• SmartAnalytics Increase network utilization 4 • Regional PCP Medical Directors

• SmartRegistry 5 Achieve plan specific quality • SmartCare (in contracting) targets

• Engagement with PCPs and 6 Grow Primary Care Network and Employers Covered Lives 88 Current State of Primary Care Brands in Houston

Q 8. What physician, medical group, or other healthcare facility do you most trust as the main source for your primary health care?

* Among residents with a PCP or physician group (N=561) 89 Everyday Well is MH’s new consumer approach to simplifying primary care

Everyday Well is a new approach to primary care health and wellness from Memorial Hermann.

It is about connecting patients and their families with what they need for living well – and staying well –

delivered on their terms, on their schedule, at their convenience.

Through Everyday Well, we will change our patients’ relationships with health care by empowering them to live healthier lives through greater, easier access to primary care and innovative tools that seamlessly fit into their everyday.

90 Members Patients Consumers Ambulatory Services OPID,

Locations SMR, Lab, Locations Surgery

Specialist

Services

Digital

Engagement Digital Engagement Digital Medical Home Primary Care Physicians

Hospitals TeleCare TeleCare Post Acute 91 Digital Experience in our Daily Lives

Susan has a busy …uses Slack to day ahead of her. collaborate with She wakes up to her project team… her iPhone alarm…

At the office, Susan texts a …checks Yelp for a …takes a quick call coworker that she’s good lunch spot from her boss while running late for with a colleague she’s stuck in their next who recently traffic using meeting… retired… …and is facedBluetooth… with half a dozen paper forms on a clipboard that take her 15 …uses Waze for driving directions… …checks her Yahoo! minutes to fill out – even …so after surgery she Weather app to though she has come to this is given 15 pages of …opens her Wells decide what to office for 5 years! discharge instructions Fargo app to check wear… …listens her account to balance as she …a busy receptionistSpotify in who arrives at the asks to seeher her car… paper ID restaurant… card so that she can make a photocopy…

…uses the …and as she arrives …browses CNN on at her physician’s her iPad while app on office, she finds a eating breakfast… her phone to pick up coffee for her “TURN OFF YOUR and a coworker on CELL PHONE” sign on …and bills from 6 different the way to the the front door… providers and an EOB from …pays for lunch office… her insurance company using Apple Pay…

…and enters her Before leaving the office for lunchtime calories her doctor’s appointment, she into MyFitnessPal checks the MyCigna app to see before returning to her HRA balance and confirm work… her copay amount… Transformation of an Industry

Case study: Airlines

● Self service 20% → 80% in 8 years1

● Transformed check-in experience and agent’s role

Reference: 1. Drennen, Hannah. “Self Service Technology in Airports and the Customer Experience.” (2011). UNLV Theses/Dissertations/ Professional Papers/Capstones. Paper 1053. Accessed October 8. 2014. digitalscholarship.unlv.edu/cgi/viewcontent.cgi?article=2054&context=©thesesdissertations 2015 Simplee All. Rights Reserved. 93 Consumers Adopting Digital Tools

94 Fixing the “Mall” of Apps

Today

With no single user experience or identity, we offer: Through Digital Engagement we’ll provide: • Too many logins • One login, one customer identity • Desktop-mainly • A single, consistent user experience • Up to 7 steps to access some • Mobile-first design that is device agnostic features • Customer-managed preferences • No more than 3 steps to access a feature 95 Our Vision

EveryDay Well

96 Site

97 Architecture Matters

Cerner Engagement Tier MSOW HealtheLife Platform SDK Provider Page Directory style/CSS Page layout Session Appointment management Interface Data Management Scheduler

Activity Database

FIM MH Portal IBM Tivoli Data visualizations List Content CRM personalizatio MH Mgmt/ MS n rules Profile Pagelet SiteCore Dynamics personalizatio Images, logo User type n Navigation labels Age UI All copy interactions Gender Banners and Pagelet Preferences style/CSS promos Address SmartData Page titles Phone HealtheIntent Pagelet titles Email Meta data 98 Hyperlinks Site Site

p. 100 100 Site Site

p. 102 Memorial Hermann System of Health

Members Patients Health Primary Specialty Ambulatory Hospital Care Post-Acute Consumers Insurance Care Care Care www.everydaywell.org Shop, buy, and enroll Communicate with my MDs One easy bill Manage claims & benefits Review & share test results Find physicians Renew Rxs Advance Directives Track wellness & rewards Pre-Registration Health Reminders Virtual urgent care Pre-Arrival Bundle Treatment Costs On-line Scheduling D/C Instructions Remote patient monitoring Informed Consents Blue Dot Navigation 2nd Opinions Release of Records Share with Others Like Me Manage my Disease Memorial Hermann System of Health

Members Patients Health Primary Specialty Ambulatory Hospital Care Post-Acute Consumers Insurance Care Care Care www.everydaywell.org

Awareness & Shop, Buy & Find & Preference Enroll Access Care

Manage My Manage My Receive Care Health Benefits Functional Roadmap

Memorial Hermann Cerner

Forms Mobile ID Card Labs Health Record

Physician Finder Dashboard Messaging Video Visits

Integrated Health Plan Claims MU Allergies Medications Scheduling EveryDay Well

Health Plan Shop, Buy, Enroll Symptom Checker Arrival Proxy Appointments Summary Bundle (Connecture)

Find My Way Pay My Bill Gaps of EOBs Treatment Plans Health Assessment (Connexient) (Simplee) Care

Pediatric House Calls Hold My Place in Line Preferences Coaching (PediaQ) (ClockwiseMD) Physician Patient Reviews Online Second Opinion Advanced Care Planning Messaging (TBD) (TBD) (MyDirectives) (TBD) Third Parties Engagement Framework

Members ACO and Plan Members

Patients Value Patient Record

Customers Self-Identified

Consumers Anonymous

Numbers 106 107 Questions Health care is too important to stay the same.TM Appendix - non-GAAP financial measures

The presentation of Adjusted Operating Earnings, Adjusted Net Earnings, Adjusted Diluted Reconciliation of Non-GAAP Results to GAAP Results* Earnings Per Share, and Free Cash Flow (together, the Non-GAAP Financial Measures), are not meant to be considered in isolation, as a substitute for, or superior to, U.S. Generally Accepted 2016 Accounting Principles (GAAP) results and investors should be aware that non-GAAP financial Operating Operating ($ in millions except Earnings Per Share) measures have inherent limitations and should be read only in conjunction with the Company’s Earnings Margin % consolidated financial statements prepared in accordance with GAAP. The Non-GAAP Financial GAAP Operating Earnings $ 911 20.6% Measures may also be different from similar non-GAAP financial measures used by other Share-based compensation expense 81 companies and may not be comparable to similarly titled captions of other companies due to Voluntary separation plan expense 36 potential inconsistencies in the method of calculations. The Company believes that the Non- Acquisition related amortization 81 Acquisition related deferred revenue adjustment 20 GAAP Financial Measures are important to enable investors to better understand and evaluate its Adjustments related to acquisition of Siemens Health Services 4 ongoing operating results and allows for greater transparency in the review of its overall financial, Adjusted Operating Earnings $ 1,133 23.6% operational and economic performance. The Company provides earnings with and without share- Diluted based compensation expense and acquisition-related adjustments because earnings excluding Net Earnings these items are used by management along with GAAP results to analyze its business, make Earnings Per Share strategic decisions, assess long-term trends on a comparable basis, and for management GAAP Net Earnings $ 636 $ 1.85 compensation purposes. The Company provides cash flow with and without capital purchases Share-based compensation expense, net of tax 56 0.16 and software development cost because operating cash flows excluding these expenditures Voluntary separation plan expense, net of tax 25 0.07 takes into account the capital expenditures necessary to operate our business. Acquisition related amortization, net of tax 56 0.16 Acquisition related deferred revenue adjustment, net of tax 14 0.04 Please see below and the Company’s earnings releases and other information posted on the Adjustments related to acquisition of Siemens Health Services, net of tax 3 0.01 investor section of Cerner.com for a reconciliation of 2016 Non-GAAP Financial Measures to Adjusted Net Earnings (non-GAAP) $ 790 $ 2.30 GAAP results. Cerner’s future period guidance in this presentation includes adjustments for GAAP Operating Cash Flow $ 1,156 items not indicative of our core operations, which may include without limitation share-based Capital purchases (459) compensation expense and acquisition-related expenses, such as integration expense, and may Capitalized software development costs (294) be affected by changes in ongoing assumptions and judgments relating to the company's Free Cash Flow (Non-GAAP) $ 402 acquired businesses, and may also be affected by nonrecurring, unusual or unanticipated charges, expenses or gains, all of which are excluded in the calculation of non-GAAP Adjusted Cash Flows From Investing Activities (GAAP) $ (790) Operating Earnings and Adjusted Diluted Earnings Per Share. The exact amount of these Cash Flows From Financing Activities (GAAP) $ (587) charges or credits are not currently determinable, but may be significant. It is therefore not practicable to reconcile this non-GAAP guidance to the most comparable GAAP measure. *More detail on these adjustments and management's use of Non-GAAP results is in our most recent Form 10-K and our current reports on Form 8-K. 110 © Cerner Corporation. All rights reserved. All Cerner trademarks and logos are owned or licensed by Cerner Corporation and/or its affiliates. All other brand or product names are trademarks or registered marks of their respective owners.