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Employee Health, Safety, and Wellness
At Cigna, we are committed to the health, safety, and well-being of our stakeholders. Cigna maintains a comprehensive health and safety program and policy that governs all aspects of our business and provides guidance on our interactions with each other as well as our clients, contractors, visitors, suppliers, and vendors. We continually focus on the health and safety of our employees and their physical workplace conditions.
In 2020, outside of COVID-19-related precautions, our health and safety initiatives revolved around preventing slips, trips, and falls; ergonomics; and overexertion injuries. We are committed to continuous improvement – meeting and exceeding industry standards as well as actively adapting to industry changes and advancements.
Health and Safety During COVID-191
Our unwavering commitment and proactive approach to the health, safety, and well-being of employees as well as our commitment to continuous improvement served as the foundation for our response at the onset of the COVID-19 pandemic.
During this unprecedented time, we acted quickly to transform Cigna's workforce and worksites to serve our clients and customers while protecting the health and safety of our workforce.
We transitioned our non-worksite-dependent employees to work at home, and helped them work safely by providing resources covering key safety topics.
We provided our employees with the resources and guidance needed to help ensure a safe and healthy workplace. These resources included new health and safety policies, guidelines around travel, and meeting requirements; temperature checks at home and at worksites prior to entry; training for safe return to our worksites; COVID-19 prevention videos and infographics; and answers to frequently asked questions for worksite-dependent employees.
We implemented Back With CareTM (BWC), a digital tool created by Buoy Health that screens for COVID-19 symptoms and other relevant risk factors to determine whether someone is able to report for in-person work. This is supported through the Benefits Team and part of Evernorth's suite of services under "Healthy Ways to WorkSM."
We adopted a combination of measures to help protect those in worksite-dependent roles and limit the spread of COVID-19 at our worksites, including physical distancing, installation of barriers, mandatory use of face masks, guidance on the use of personal protective equipment (PPE), improvements to building ventilation, a continued supply of hand sanitizer for good hygiene, and routine cleaning and disinfection.
Cigna's Employee Health Advisory Team (EHAT) also provided ongoing support to the entire organization during this pandemic and helped guide our response and actions for the management of health and safety issues and employee communications.This cross-functional team is responsible for providing a timely and appropriate response as well as effective remediation to any anticipated or sudden large-scale employee health and safety incidents or issues and includes expertise from Benefits, Business Continuity Planning (BCP), Cigna Onsite Health, Corporate Communications, Employee Relations, Global Compensation, Global Real Estate, Global Risk Management (GRM), Global Security and Aviation, and Legal, and Public Affairs.
Creating a Safety-Oriented Culture
It takes leadership, teamwork, and continuous improvement to achieve safety excellence, an accident-free environment, and a safety-oriented culture. This is the mission for Cigna's Health and Safety Team, and it involves engaging in continuous learning, setting a positive example, caring for others, and making safety a way of life.
Within Cigna's Global Risk Management department, a team of dedicated safety professionals helped lead the safety and health processes across Cigna. This function resides within the Finance organization and ultimately reports up through the Chief Financial Officer. The team also collaborates and engages with both internal and external customers and stakeholders to further our mission and serve as subject matter experts.
Training employees to work safely is essential. Cigna's required annual and new hire Safety in the Workplace training provides our employees with training on key safety and compliance topics. This training also includes a supplemental module based on the type of work performed by certain employee groups and includes workplace hazards that may be encountered in the course of their work. Additional safety training is defined and provided to employees based on their job function.
In 2020, we advanced our health and safety integration work through additional consolidation and integration of Cigna and legacy Express Scripts health and safety policies and training, and we expanded access to other safety and health resources across our combined company. Notably, this included our Office Workstation Ergonomics training and our online office ergonomic assessment and training solution.
In 2021, we continue to focus on work-at-home safety as well as safe return to work; workplace prevention of slips, trips, falls; overexertion and ergonomic injuries and illnesses; and continuous improvement of the health and safety process. We are also emphasizing on workplace Safety Committees across the organization as we prepare to return to work. Cigna's Safety Committees are charged with monitoring, discussing, communicating, and participating in the health and safety process. Activities include raising awareness and understanding of key safety topics, participating in the identification of hazards through safety observations and inspections, preventing injury and illness, engaging in compliance activities, and ensuring emergency preparedness. Our Safety Committees include joint management and worker team members with cross-functional representation.
Our Global Security Team has also implemented robust security policies – inside the United States and in the more than 30 other countries and jurisdictions where we operate. We provide learning modules on security and safety policies and practices through the company intranet to maximize accessibility. For ease of reporting emergencies, a 24/7 Global Security telephone number is embossed on all Cigna employee ID badges. This allows employees to easily report security and safety-related issues. Starting in 2020, when employees receive a new ID badge, they will also receive a card that indicates when to call the emergency number, as well as active shooter guidance.
Global Security also offers online courses on workplace violence awareness and violence prevention in addition to wellness topics, such as mindfulness, meditation, stress management, healthy eating, and happiness.
Case Study: Adapting Onsite Well-Being Resources During COVID-19
In 2020 we quickly adapted our onsite well-being resources in light of the health and safety issues posed by the COVID-19 pandemic. For instance, we expanded capabilities across our health and well-being organization– from our fitness center staff to health clinics to Employee Assistance Program counselors to health coaches to our new benefit navigators – to reach employees across the enterprise.
Case Study: Cigna Care Card Program
Due to the COVID-19 pandemic, Cigna partnered with our Employee Assistance Program to leverage their concierge model to help connect employees to the right resources at the right time and added a $250 Cigna Care Card for eligible employees. The Care Card program is designed to qualify as a disaster relief program under section 139 of the Internal Revenue Code. Under that Code section, employers may provide tax-free benefits in the form of cash to assist employees with certain reasonable and necessary eligible expenses incurred as a result of a "qualified disaster".
A Whole-Person Health Approach to Well-Being
We focus on advancing our employees' health and wellness needs through innovative, personalized programs, and services that guide employees through different life stages. Wherever possible, we also deliver choice and flexibility in our programming. To that end, we continue to execute on a multiyear plan that includes an evolving global strategy targeting top health risks in the United States and globally, quarterly population health metrics, and site-specific employee health dashboards. We have also broadened our incentives platform to reward employees enrolled in the Cigna Medical Plan for positive actions across the physical, behavioral, social, environmental, and financial dimensions of health.
In 2020, we continued to evolve our internal health and well-being strategy to encompass a more holistic, mind-body focus. This shift aligns with our long-standing internal focus on providing behavioral health support to employees and reducing the stigma associated with seeking behavioral health care. In 2020, we saw an increase in employee visits to behavioral health providers and an increase in Employee Assistance Program (EAP) utilization. We view this trend as positive, because it reflects our belief that employees are empowered to seek the care they need to be well. Additionally, in order to provide more accessible behavioral health treatment to employees, we introduced Talkspace, a digital text and phone therapy app. We also launched a training for managers on identifying struggling employees and connecting them to support, and we started a multi-year plan to offer "Mental Health First Aid" training to employees, which provides guidance on how to support individuals struggling with an immediate mental health crisis. We also continued our support of, and partnerships with digital and gamified mental health programs, such as Happify, an app that provides simple and effective solutions for mental health and well-being, and we further expanded mindfulness meditation sessions to employees and leaders.
To further reduce the stigma associated with seeking behavioral health services, we partnered with senior leaders in Cigna Behavioral Health and other areas of the business during Mental Health Awareness Month to promote the resources available to employees in support of whole-person health. Weekly interviews, employee testimonials, and intranet articles reinforced the message that we all struggle at times, even those at the highest levels of the organization.
Easy access to and awareness of benefit programs was a priority for Cigna in 2020. As such, we focused on adding navigation support to help connect employees and their families to the right programs and resources at the right time. We undertook this process by improving the functionality of our company intranet site while at the same time investing in benefit navigation resources aligned to three large markets – St. Louis, Missouri; Memphis, Tennessee; and virtual employees. In addition, we have engaged and will continue to engage managers as an important component of our strategy.
Workplace Well-Being Strategy
Our enterprise well-being strategy includes a supportive work environment and culture of health; connects people to a comprehensive set of solutions for healthy lifestyle behavior change; and drives personal engagement with healthy choices using a whole-person health approach.
We promote a workplace culture of health by
Leveraging Cigna's leading products and services;
Encouraging employees and their families to take greater personal accountability for their health through incentive programs;
Managing company costs and employee cost sharing;
Prioritizing whole-person health – leading to increased productivity; and
Providing programs and resources that enable a personalized approach to employee health and well-being. This is includes pivoting to innovative care solutions that support our new way of working within a mostly virtual workplace.
Although we continued to deliver personalized health and well-being programs to employees with a focus on the whole person across the physical, behavioral, emotional, financial, and social dimensions of health, our approach to employee engagement went beyond traditional benefits communications and tools in 2020. We partnered across the Human Resources organization to support employees virtually as the pandemic impacted their ability to juggle work, parent, oversee remote learning for children, ensure workplace safety for some, and manage anxiety about the virus. Health and well-being resources that were provided to employees during the COVID-19 pandemic included:
Assistance with preventive care and services, such as drive-thru flu clinics at various worksites;
The option to work with a personal coach to make progress toward health and well-being goals;
Guidance leveraging time off and caregiving benefits to better balance work and personal demands;
Support to help quit tobacco, lose weight, and replace stress with resilience;
Assistance with learning how to choose energy-boosting meals and become more physically active;
Help managing chronic health conditions, such as heart disease, asthma, diabetes, and depression;
Empowerment to engage in global campaigns focused on our key health priorities, including resilience, nutrition, physical fitness, behavioral health, and financial well-being; and
Broaden mental health support through the EAP and other tools.
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Individual and family medical and dental insurance plans are insured by Cigna Health and Life Insurance Company (CHLIC), Cigna HealthCare of Arizona, Inc., Cigna HealthCare of Illinois, Inc., and Cigna HealthCare of North Carolina, Inc. Group health insurance and health benefit plans are insured or administered by CHLIC, Connecticut General Life Insurance Company (CGLIC), or their affiliates (see a listing of the legal entities that insure or administer group HMO, dental HMO, and other products or services in your state). Accidental Injury, Critical Illness, and Hospital Care plans or insurance policies are distributed exclusively by or through operating subsidiaries of Cigna Corporation, are administered by Cigna Health and Life Insurance Company, and are insured by either (i) Cigna Health and Life Insurance Company (Bloomfield, CT); (ii) Life Insurance Company of North America ("LINA") (Philadelphia, PA); or (iii) New York Life Group Insurance Company of NY ("NYLGICNY") (New York, NY), formerly known as Cigna Life Insurance Company of New York. The Cigna name, logo, and other Cigna marks are owned by Cigna Intellectual Property, Inc. LINA and NYLGICNY are not affiliates of Cigna.
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Jon Oringer is an outstanding successful business person whose life vaguely corresponds to rags-to-riches story. Jon Oringer, his full name being Jonathan E. Oringer, was born on May 2, 1974 in Scarsdale, New York. He began his life in computer programming at the age of five on the primitive model of Apple IIe as a student of elementary school. He was able to code simple games and plug-ins for bulletin board systems. During the later stages of boyhood, his flair for photography proved to be a highly useful tool in sprucing up his career. What he earned for pocket money by teaching guitar classes when he was fifteen, seemed too less to move ahead in life. Earning higher spondulicks on fixing computers outside his parents' house too meant small potatoes for him. By the time he was pursuing higher studies in Stony Brook University, his own software product copies were sold over internet in thousands which were hailed by Forbes as one of the Web's first pop-up blockers.
His odyssey to success did not end there. Having completed graduation of BS in computer science and mathematics, he went on to acquire MS in computer science at Columbia University. During his academic stint at Columbia, he perpetuated his innovation in creating products to complement pop-up blockers to sell personal firewalls, accounting software, cookie blockers, trademark managers and other homologous small programs, through a subscription model. He had set up as many as ten small startup companies in which he was the one-and-only singular employee handling multifarious activities simultaneously.
His career reached its highest apex when he founded Shutterstock which became a source for readymade snapshots, video footages, ready-to-use music audio clippings (of course, at a price) to a number of needy customers. His business grew exponentially and the shares of Shutterstock soon became hotly traded scrips in New York Stock Exchange. More recently, Shutterstock made foray into partnership with Associated Press. The omnipresent Apps like Android and iOS became too indespensible for people to imagine life without them. Shutterstock spread its presence internationally through official ramification and it is reported to have an active customer base of 1.4 million people from about 150 nations. Shutterstock also set up a stock photography market place called Offset which lends High Imagery Service, at competitive prices, with stunningly high quality pictures from top-rated skilled professionals.
Jon Oringer has been honoured, much deservedly, with several business awards. He was recognized as the 41st on the Silicon Alley 100, a yearly list of top 100 most influential entrepreneurs, investors, executives and technologists in Manhattan. He was spotted as New York's Technology Entrepreneur of the year in 2012 by Ernst & Young. Jon Oringer's name was respectfully included in "Forty-under-40", as one of Crain's New York Class of 2013.
"I believe anything has to be possible. You have to be able to face any problem that comes along and unravel it into a solution.
"We realized we had high-volume marketplace as a platform. Anyone can come in and buy with a subscription.


Lot's of people talk about character, but the real question should be, "Where do we get character?" Or perhaps better said, "Who or what defines our character?" Before we tackle those questions, let's take a quick look at what character is. Character is about who you are when nobody is looking. Reputation is about who you are when people are watching. Reputation or image is what others think you are. But character is what you really are. Both matter, but of the two, character is far and away the most important.
Character is the basis for credibility and trust. And without credibility and trust, you can't lead anyone. Great leaders should have character, but should not be characters. A character is either a role, played by an actor, or someone who tries to attract attention to himself. When we play a role or we are showing off and trying to get noticed we are not showing our true character, and thus we won't be able to build credibility or trust.
Character means having purpose, meaning and values. Character is thus the combination of an individual's personality traits and the link between a person's values and behavior. Character is not something you are born with, but rather the sum total of your life developed over many years, in fact throughout your life. It is developed through study, introspection and the influence of others over a lifetime of experience. Character is indeed different for everyone. Each of us develops our own unique character, consistent with our personality and values. While we can learn a lot by understanding the character of others, we would not be well served by trying to emulate their character. Character has to be ingrained; it has to be seeped into your pores and DNA. It has to be authentic and heartfelt. Character means looking deep into yourself and deciding what is most important to you, what things you absolutely won't compromise or give up.
All these people had followers. They influenced others to struggle for shared aspirations. They were leaders. And yet while many of those reading this article would argue that these leaders had questionable or even weak character I would argue that they had strong character - they had purpose, meaning and values. It's just that their ideas of right and wrong are different from ours.
Of course the ability to make "right" decisions necessitates a value judgment; some ability to choose between right and wrong. Having character means putting your values and personality on the proverbial scales of justice and having them weighed against a standard of good or evil, strong or weak. Many of the followers of these leaders mentioned above would tell us these leaders had good character. Many of us would say their character was bad. To their followers these leaders did the right things; they stood up for their principles and made "right" choices. So we see that right and wrong, good and evil are often interpreted in the context of the audience.
Character is doing what is right in terms of your personal values, no matter how much it costs. That then brings us to the big question of, "How do we know what is right?" And just whose measures of right and wrong or good and evil are we talking about? If character can be identified by the core philosophies and life stories that define an individual, then we need look no further than the sources of those philosophies and life stories.
Character is a way of building enduring relationships with others. And thus the foundation of our character is built on the relationships we have had with others, and it will be continually molded by relationships throughout our lives. Our character will be a reflection of the people we deal with and who influence us, and thus to a large extent the "correctness" of our character will be judged by the standards of those around us. Certainly many of us are strongly influenced by our parents. In fact, a common measuring stick by which to evaluate our decisions is the question, "How would I feel if my parents found out about this decision?" To a great extent our character can be described in the context of how pleasing our decisions and choices might be to our parents and to those who have influenced us in our development.
In addition to developing our character through our relationships with others, many of us develop our character through our relationship with God. No matter what your religion or your denomination, you learn purpose, meaning, and values through religion. While character may transcend religion as a universal standard, like relationships character is interpreted in the context of the audience. For instance, few Christians would consider someone who blows himself and innocent bystanders to bits to have good character. But to many such a martyr would be an exemplary example of someone with outstanding character because he is demonstrating the conviction of his principles.
Your character will be tested. Character is ultimately forged in the fires of conflict and challenge. There will obstacles in your path that you will have to navigate. Quite often in life we are challenged to rise to another level by risking, by testing our courage. These challenges force you to go beyond your known capacities and limits. You make choices and face the consequences. In so doing you discover new strength and resolve and more fully develop your character. Adversity isn't bad - it is a necessary element in the development of your character.
Surely followers define a leader's character. People follow leaders when they know where those leaders stand. Character means consistency. Character is embodied in leaders as hope, empathy, and integrity. But that hope, or empathy, or integrity are all interpreted in the context of the followers. What one group sees as hope, another group may view with disdain. Good leaders are good readers of their followers, and will usually have an understanding of what behaviors and decisions will be consistent with their follower's expectations.
In the end, we all define our own character by how deeply we believe in our values and by how we react to the challenges we face. No leader can say he was a victim of circumstance or fate. We are each responsible for the decisions we make and how we interact with those around us. But developing our character is not an overnight thing, nor is it possible to ever stop the development process. It is much easier and quicker to develop our talents, skills, abilities, and gifts than it is to develop a strong character. The development of character is a lifetime process, reflected every day in every decision we make and in every relationship we establish.
Character is about who you are when nobody is looking. It is about who you really are, deep down inside. You can have strong character or weak; good character or bad. The decision is yours. You have to give time and attention to your growth and development and to the matters of the heart. And then you have to give careful attention to how you make choices in your life. Choose wisely and you will establish good, strong character. Choose poorly and you will have weak character. Either way remember that without character you can't lead anyone.
Reproduction of any part of this article is encouraged, with attribution. Anyone may use the material contained in this article by placing the following credit line: "This article is used by permission from Dan Shogren's website LeadingValues.com and is available at <http://www.leadingvalues.com/> http://www2.blogger.com/www.leadingvalues.com" This information cannot be used for resale in any manner.