Generations in management
Gen Z (0.02%)
Gen X (55.2%)
Baby Boomers (17.3%)
Generations in senior leadership
Gen Z (0%)
Gen X (68.6%)
Baby Boomers (23%)
Voluntary* turnover: Director level+
People of Color
Next: CEO action
It starts at the top with CEO action
Four years after signing the
CEO Action for Diversity & Inclusion pledge and joining the Catalyst CEO Champions for Change, Bruce Broussard continues to champion actionable progress towards achieving our inclusion and diversity strategic goals. Humana’s new partnership with OneTen highlights continued commitment to the long-term health and well-being of the communities we serve, including our own associate community. Together with OneTen, we are working to build and grow a diverse and equitable talent ecosystem, and support our associates in building skills needed for today and in the future.
Our human care promise requires us to think and act differently, evolving our mindset from departmental initiatives to shared accountability and commitment to enterprise outcomes. Shared accountability measures are integrated into performance goals for Humana’s Management Team and their direct reports in SVP and VP roles.
For the first time in 2020, Humana leaders aligned to high-level goals with shared accountability focused on driving inclusion and diversity throughout the enterprise. These goals – hiring & promotion, retention, inclusion, mentoring and leaders participating in bias training – are updated quarterly via a new leader dashboard that enables increased accountability. Employing a metrics-driven approach that leverages new technology, the dashboard equips leaders with tools and resources that enable transparency in reporting. Quarterly reports provide a pathway to address areas of improvement quickly and goal achievement is linked to executive compensation. Further detail on executive compensation can be found on page 63 of the
2021 Proxy Statement.
Next: The Leader Standard
The Leader Standard: A Blueprint for Leadership
In 2020, leadership at Humana evolved with the implementation of the Leader Standard. The Leader Standard starts with consistent leader fundamentals combined with four strategic differentiators – inclusive, agile, curiosity-driven and digitally savvy – that help grow and ensure sustainability for the enterprise. Customer-centric, the Leader Standard puts the customer first to create simple, meaningful experiences and aims to improve health and business outcomes.
The Leader Standard supports our Human Care promise by aligning leadership actions and behaviors to build trust with our members. Leaders ensure efforts are centered on key priorities that deliver business, customer and financial value, and demonstrate shared accountability for outcomes centered on our Human Care promise.
Inclusive Strategic Differentiator
Builds trust through a transparent, caring and authentic appreciation for the unique characteristics, background and beliefs of members and associates.
By embedding inclusion in the Leader Standard, we demonstrate our commitment to pushing forward equity at Humana.
The Inclusion & Diversity Leader Dashboard measures:
Hires & Promotions: Women and People of Color
Voluntary Turnover: Retention of Women and People of Color
Inclusion Index from our Associate Experience Survey
Bias Training participation for Leaders
Leaders in Mentoring: Overall and People of Color
Explore Dashboard measures
The Inclusion & Diversity Leader Dashboard measures:
Hiring & Promotions
Director or Equivalent + Achieving greater balance in our workforce population with intentional focus on leadership levels.
External hiring and internal promotion goals set for Women and People of Color. Includes requisition-based hires only. This is a shared goal at the organizational level.
Director or Equivalent + Retention measures the success of an inclusive culture and supports efforts to retain, develop, and promote diverse talent. This goal focuses on limiting voluntary turnover.
Voluntary turnover of Women and People of Color, excluding voluntary retirements and involuntary reductions in force. This is a shared goal at the organizational level.
Inclusion is a key component of the annual Associate Engagement Survey and helps us understand how associates perceive the inclusiveness of our culture.
The Inclusion Index is comprised of the overall percent-favorable ratings for four questions on the Associate Experience survey. Pulse surveys and continuous listening leveraged throughout the year. This goal is set at the Management Team level.
Disrupting Everyday Bias Workshops
Director or Equivalent + Inclusive leadership is an important driver of cultural competency across the organization. Understanding blind spots and differences positively influences the culture of inclusion.
Completion of the in-person or virtual workshop by leaders at the Director/Equivalent + level. This goal is set at the Management Team level.
All people leaders Mentoring supports associate development and provides opportunities to learn, grow, and network. Mentoring also provides exposure and recognizes high-potential diverse talent.
Includes all types of mentoring — individual mentoring, Mentoring Circles, group mentoring. Measurement tracked via Workday based on mentor and mentee submission. This goal is set at the Management Team level.
Next: Explore 2020 programs
Explore Inclusion & Diversity programs that advanced our work in 2020
Bringing Cultural Competency to Life
Cultural competency is the ability to bring into our system diverse behaviors, attitudes, values, beliefs, and needs, and the ability to drive effective change resulting from emerging unmet needs of our diverse populations to continuously strengthen business and health outcomes. Cultural Competency results in the ability to understand, communicate with, and effectively interact with people across cultures. Building cultural competency is a continuous, lifelong journey that improves the ability to work with people different from you. Humana is committed to building team capabilities needed for growth towards our business goals while enriching each associate’s experiences, development, and well-being. One way we achieve this is to foster an environment where all associates can thrive as their authentic selves and provide our customers with perfect experiences. A key pillar to bring that to life is through cultural competency.
In 2020, Humana accelerated cultural competency with the implementation of ambitious enterprise and organizational goals with shared accountability for leaders. We integrated cultural competency questions in the Associate Experience Survey to create a baseline and identify areas where leaders can action plan with their teams to advance cultural competency in their business segment. This analytics-driven approach gives the Office of Inclusion & Diversity critical information to provide specific resources and support for leaders to opportunities for creating a more inclusive culture.
With Cultural Competency measures embedded in the Associate Experience Survey, leaders are encouraged to action plan with their teams. Leaders who activated plans to advance Cultural Competency within their teams saw an increase in those measures via Pulse Surveys, which illustrates having these conversations at the team level prove effective.
Leaders play an integral role in creating a cultural competent organization. In 2021, all executive leaders will complete two hours of professional development in cultural competency, thus strengthening our ability to collectively advance more inclusive, fair and just opportunities for all associates.
Exceeding goals with Conscious Inclusion: Disrupting Everyday Bias
In 2019 as part of the CEO Action commitments, the Office of Inclusion & Diversity launched an instructor led, Humana-centric unconscious bias training called Conscious Inclusion: Disrupting Everyday Bias for all leaders with compatible online learning for all associates.
With Disrupting Everyday Bias, leaders learn the skills necessary to recognize and minimize biases in order to build a trusting environment where all associates feel comfortable and empowered to discuss diversity and inclusion. Intended for in-person instruction, content was quickly adapted to accommodate a virtual learning experience when work-from-home measures took place in March 2020 while maintaining the instructor led experience. Hosting the trainings in a virtual space exceeded expectations with leaders engaged in interactive learning through discussion, videos and online activities.
Rollout of the Disrupting Everyday Bias workshop continued through 2020 and participation surpassed the ambitious goal set of 80% with 94% of Humana senior leaders engaged in the training. We believe exceeding the participation goal was a benefit derived from delivering training online.
Leaders bring Courageous Humility to team discussions
Engaging in healthy discussions and collaboration with colleagues is a foundational step on our journey bringing cultural competency to life at Humana. Launched in Q4 of 2020, Courageous Humility provides a framework for leaders to learn how to transform uncomfortable situations into opportunities. Inclusive Leadership is a key indicator in the Leader Standard at Humana. Our executives face the unique challenge of learning and adopting new mindsets and skills and helping to craft the strategy for Humana’s future, all while leading their business areas. To advance cultural competency as an organization, the Management Team and Management Operating Committee engaged in an executive learning experience to deepen their understanding and expression of Courageous Humility prior to the full company rollout. Through this exercise, leaders learned six steps to move from collision to inclusion in conversation and create brave spaces for dialogue with their teams.
Equipped with a Leader Toolkit that provides step-by-step instruction and tips for facilitating the learning experience, leaders were empowered to host team discussions following the 1-hour Courageous Humility webinar. Teams get comfortable using the six steps of Courageous Humility to navigate situations where identify collisions arise. This may be with coworkers or customers — or even in family and community gatherings. Because collisions can happen inside and outside the workplace, the Courageous Humility training provides tools for associates to employ the six steps in all aspects of their daily lives. Leaders and associates who participate in Courageous Humility can turn uncomfortable collisions into opportunities of inclusion and enhanced relationships.
Sponsorship at Humana
Next: Investing in our asssociates
Investing in our associates
Mentorship levels up equity efforts
Ayesha Arif, Financial Planning & Analysis Lead
As a critical development asset, mentorship allows associates to share skills and knowledge so we all succeed and Thrive Together. Our mentoring programs directly support our diverse talent pipeline strategy and the future success of Humana. Through mentoring we learn and grow together and level up equity efforts throughout the enterprise. Mentoring is a two-way street that benefits both the mentor and mentee, and helps elevate our quality of work, increases productivity, contributes to associate retention and creates an inclusive, positive workplace.
Collaboration creates success for first-ever Mentoring Circles
Mentoring circles employ a group mentoring structure and provide professional development and networking opportunities for associates. As a key talent retention and development initiative, mentoring circles help participants strengthen enterprise acumen, develop professional and career insights, expand perspectives, and foster innovative thinking and creativity.
The IMPACT and Women’s Network Resource Groups combined forces for the first time in 2020 to to increase representation for all underrepresented groups across the enterprise. The IMPACT/WNRG Mentoring Circles were self-nominated, volunteer seats open to all associates. This collaboration marked the largest mentoring circle program at Humana to date.
In total, 84 Mentors and 517 Mentees joined the IMPACT/WNRG mentoring circles.
Positive results from the IMPACT/WNRG Mentoring Circles
98% of mentors said their expectations were met with the program, a 1% increase year-over-year
93% of mentees said their expectations were met with the program, a 10% increase year-over-year
96% of mentors said mentoring improved their well-being, a 7% increase from prior year
Paying it forward
Keturah Jenkins, Director, Enterprise Transformation
Mentor, 2020 WNRG/IMPACT Mentoring Circle
I firmly believed that mentoring played a large part in my personal development, and I am pleased at how intentional Humana is in offering various forms of mentoring to our associates. I particularly enjoyed leading a mentoring circle because it gave me a great opportunity to share my knowledge with the group, and for the group to learn from each other and broaden their network at the same time.
Lead Technology Leadership Professional
Keturah’s Mentee: 2020 WNRG/IMPACT Mentoring Circles
The mentoring circle experience through the Office of Inclusion and Diversity provided me an experience to accelerate my strengths to emerge as a leader. My gratitude to Keturah’s commitment and guidance to help me grow as a person.
Michela K Grant,
Senior Data Scientest
Keturah’s Mentee: 2020 WNRG/IMPACT Mentoring Circles
The best part of the mentoring relationship is that it extended past the programmed elements. I feel that I can reach out to the people in my cohort for advice and connection, and I can especially reach out to my session leader, Keturah Jenkins, as I navigate the work world. This has been an enriching process that I hope many other associates take the opportunity to experience.
A circle of mentorship
Director, Discovery/Open Innovation/Insights Sharing
Mentor: 2020 WNRG/IMPACT Mentoring Circles
Mentoring allows us to make connections across the enterprise, and allows mentors and mentees to share different experiences, situations and point of views. The different experiences is what really makes mentoring work. Mentor and mentees learn from each other and build a lasting relationship. As a mentor, I continue to learn so much from the mentees and help share their experience with others.
Care Manager, Telephonic Nurse
Jason’s Mentee: 2020 WNRG/IMPACT Mentoring Circles
My mentor provided a safe space and framework where I could take a deeper dive into the career paths available within the organization and create a plan to move towards these paths. Plus, hearing from the other mentees created a sense of belonging.
Channel Development Lead
Jason’s Mentee: 2020 WNRG/IMPACT Mentoring Circles
Participating in a mentoring circle with Jason was a very positive experience. I appreciated the thorough content provided as pre-work for us to reflect on and spark rich dialogue in our circles. Jason was knowledgeable and helpful all along the way. He took time before the mentoring engagement to get to know us one to one and understand our specific motivations. He was also open to connection after the mentoring circle ended and was happy to share his perspectives when I reached out to him for guidance on a new development opportunity.
Mentoring by the numbers
In 2020, we saw the highest participation rate in mentorship in company history
2020 Humana overall goal for leaders in mentoring - 32%:
2020 Humana goal for POC leaders in mentoring - 38%
The future of mentoring
Ambitious goals set for mentoring in 2021:
48% (3,131) of leaders in mentorships
To create and implement a strategic enterprise-mentoring program, Humana will leverage the
MentorcliQ platform, an award-winning, robust platform for workplace mentoring programs. Through a road-mapping effort in 2021, mentoring programs across the enterprise will be centralized into one location via MentorcliQ, streamlining all programs and delivering a better user experience for associates.
By collaborating with Enterprise Talent Management and utilizing MentorcliQ, mentoring will be scaled to support a personalized career development experience in alignment with our Grow Career Journey.
Deep skilling supports associate agility and career advancement
To realize our customer-centric strategy, we are transforming the way we work as well as accelerating our focus on the associate experience. Prioritizing the professional growth and development of all associates remains top priority. In 2018, a talent development system based on skills was implemented with a lens toward internal talent mobility. With deep skilling, associates enable skill gains through immersive experiences, certifications and credentials. As of 2020, Humana offered over 60 certifications in business and IT through deep skilling learning opportunities.
Associates who engage in deep skilling opportunities make an investment in their career path and create opportunities for mobility and advancement.
A deep skilling talent philosophy builds stronger and deeper diverse talent capabilities, and skills based development aids in removing bias in systems by focusing on specific questions related to skills. As an industry best practice, we aim to have the right skilled people, at the right time, in the right jobs — building stronger business continuity. Deep skilling directly supports the I&D strategy to strengthen a diverse talent pipeline by improving associate retention and promoting diverse talent.
Humana’s COVID-19 response drives equitable economic recovery with reskilling in the community
In response to the economic disruption the COVID-19 pandemic caused in 2020, Humana convened a coalition of private, public, and academic leaders in the Louisville region who combined resources to create a future-ready local workforce through training and development in high-demand data science skills — offered for free to Louisville residents. This Reskilling Initiative provides Louisville residents with the opportunity to explore data-focused career tracks, including data analytics, digital marketing, software engineering, and user experience design in sessions ranging from two to three hours. The Reskilling Initiative provides a pathway for displaced or underemployed workers to upskill into careers that offer stability.
Internal market adjustments (fair living wage)
We believe all of our associates have the right to receive a fair living wage and we are committed to maintaining a pay philosophy that is market-based and recognizes an associate’s contributions so that we can attract and retain an engaged, talented team. Our pay programs are designed to motivate and reward our associates – at all levels of the organization – for their skill development, demonstration of our values, and performance. Our associates’ total compensation may include base pay, incentive pay, overtime and other supplemental pay.
We regularly review associate compensation and conduct benchmarking of our pay to the external market where we compete for talent, as well as, internal reviews of associate pay compared to those doing similar work in similar capacities across the Company. As part of this internal analysis, we also compare compensation trends between demographic classifications, such as gender and ethnicity — all to ensure we are competitive and aligned with industry standards.
Non-discrimination and Equal Employment Opportunity
Humana’s non-discrimination and Equal Employment Opportunity (EEO) policy states that we provide equal employment opportunity to all individuals without regard to race, color, religion, sex, national origin, ancestry, age, sexual orientation, gender, gender identity or expression, disability, veteran status or marital status. Each of these categories are governed by different laws.
EEO-1 Policy Statement/Report
Humana files an EEO-1 Report with the Equal Employment Opportunity Commission (EEOC), mandated by Title VII of the Civil Rights Act of 1967, as amended by the Equal Employment Opportunity Act of 1972. The EEO-1 Report is a mandatory data collection that requires employers to submit demographic workforce data including race/ethnicity and gender by specific job categories. Please
refer to the Appendix for Humana’s 2019 and 2020 EEO-1 Reports and trend analysis.
Next: Supplier Diversity Program
Supplier Diversity Program
Inclusive procurement practices deliver broad societal benefits by creating economic opportunities for traditionally underserved or underrepresented groups. At Humana, our
Supplier Diversity Program promotes an inclusive approach to procurement that ensures we invest our dollars with a balance of partnerships with historically underutilized businesses. Our Supplier Diversity Policy promotes and supports the growth and development of diverse businesses including minority-owned, women-owned, LGBTQ-owned, disability-owned, veteran-owned and small businesses. The goal of our Supplier Diversity Program is to educate, assist, develop and provide sourcing opportunities that enable these suppliers to be successful as our partners as well as within the broader business world. We endeavor to identify procurement opportunities that drive innovation, improve quality, and sustain growth while maximizing the utilization of qualified and certified suppliers who reflect the customers, associates, and communities we serve.
This proactive approach widens the network of potential suppliers, which can enhance quality and reduce costs. We prioritize a diverse supplier base that reflects our customers, associates, and the communities we serve. Our Supplier Diversity Program demonstrates our commitment to fair and equitable business practices, and social responsibility.
Diverse suppliers compose an essential, growing part of our economy. Leveraging these suppliers now and in the future benefits Humana’s profitability and aligns with our core values.
When associates take a proactive role in Supplier Diversity initiatives, we can achieve our goals together.
8.11% 2019 Diverse Spend
3.69% Diverse Categories 4.42% Small Business
$251M out of$3.1 Billion total spend
2019 Tier II
28 Reporting Prime Suppliers
8.54% 2020 Diverse Spend
5.20% Diverse Categories 3.34% Small Business
$353M out of$4.1 Billion total spend
2020 Tier II
36 Reporting Prime Suppliers
Next: I&D Councils
An enterprise approach with local execution
Our ability to build deep relationships and create simple, personalized experiences for internal and external communities requires a diverse lens.
Led by Humana’s President and CEO Bruce Broussard, the Executive Inclusion & Diversity Council brings a unique perspective to Humana. The Council reflects the diversity of Humana associates and the markets we serve. The Council connects inclusion and diversity activities to a broader business-driven, results-oriented strategy, and leverages leadership to advance Inclusion & Diversity into the fabric of Humana’s culture. Council members engage leaders of our associate-led Network Resource Groups to gain insights into diverse communities and to ensure all voices are heard.
The primary goal of the Executive Inclusion & Diversity Council is to help integrate inclusion and diversity into the fabric of the organization from the top down. The Council’s top priorities are:
Hiring, developing, and retaining a diverse workforce
Creating an inclusive workforce
Improving transparency and accountability to sustain outcomes
The council members aim to clearly link inclusion and diversity initiatives to Humana’s business strategy and position to help advance our competitive advantage. With Executive Leadership involvement and commitment to inclusion and diversity efforts, it is clear that I&D is a critical component of our culture transformation and Leader Standard.
Executive Inclusion & Diversity Council members*:
Bruce Broussard, President & CEO
Alan Wheatley, Segment President, Retail
Tim Huval, Chief Administrative Officer
Roger Cude, SVP, Digital & Community Development
Brian Kane, Chief Financial Officer
Sam Deshpande, Chief Technology & Risk Officer
Maria Hughes, SVP, Chief Inclusion & Diversity Officer
Christopher Johnson, Director of Inclusion & Diversity
William Fleming, PharmD, Segment President, Clinical & Pharmacy Solutions
*Council members current as of December 2020
Targeted inclusion and diversity efforts informed by Local Inclusion & Diversity Councils
Local Inclusion & Diversity Council members support activation of Humana’s inclusion and diversity initiatives at their represented locations. Associates tap into the culture at their locations to help inform a more inclusive workplace. As change agents, Local Inclusion & Diversity Council members lead diversity events, educate colleagues and plan innovative ways to foster inclusion and a deeper sense of belonging within the workplace.
With the shift to exclusive remote work in 2020, local council members played an integral role in organizing Humana’s popular Inclusion and Diversity Days (I&D Days) in the virtual space. While this shift created challenges, council members were quick to act in supporting the successful execution of I&D Days, helping associates learn about and develop appreciation for different cultures, and build bridges across differences.
The role of Business-Aligned Inclusion & Diversity Councils
While Local I&D Councils support initiatives at a regional level, new councils began to form organically with the creation of Business-Aligned Inclusion & Diversity Councils. These I&D Councils align to specific business areas or segments within the enterprise, and are typically structured with executive sponsors providing leadership and HR business partners and/or Culture & Engagement associates providing support. Business-Aligned Inclusion & Diversity Councils align on purpose and outline key objectives and actions. With 11 established Business-Aligned Councils and new councils coming online, these key partners play an integral role in strengthening our inclusive culture while increasing accountability and transparency around inclusion and diversity goals.
Spotlight on the MarketPOINT Organization Business-Aligned Inclusion & Diversity Council
Charter: We are listening, learning and working together to create awareness and understanding in order to maintain and increase Inclusion and Diversity in the MarketPoint organization. Key Objectives: Increase leader participation in mentoring (Group & Individual) and help to increase the number of diverse candidates for leadership-level positions
2020 marks the 10
th anniversary of Network Resource Groups (NRGs) at Humana
Ten years ago the African-American and Hispanic NRGs were created as associate-led and associate driven groups that work to impact Humana’s culture, consumer, careers and communities where we serve. NRGs provide personal, experience-based forums for exchanging ideas, building community and driving measurable business outcomes. NRGs help us see through their diverse lens while making business decisions.
NRG leadership group
NRG membership is comprised of people who personally identify with the group, as well as allies, who want to support and amplify the voices of the marginalized community. 2020 also marked the year that Humana’s Network Resource Groups received national recognition as one of the Top Companies for Employee Resource Groups by DiversityInc.
Over the past 10 years, we have expanded the NRG community to include a total of Nine NRGs.
30% of Humana associates are part of at least one NRG.
NRG leadership and executive sponsors
Co-Presidents: Kerry Bates, Senior Plan Build Professional and Matt Kosak, Experience Strategy & Transformation Lead
Executive Sponsors: Lisa Stephens, SVP, Clinical Operations, and Dr. William Shrank, Chief Medical Officer
Co-Presidents: Ashley Stanton, Senior Clinical Quality Professional and Ashley Weber, Channel Development Lead
Executive Sponsors: Jennifer Bazante, SVP, Chief Marketing Officer and Joe Woods, VP, HCS Business Development
Co-Presidents: DeAngelo Crane, Culture & Engagement Lead and Sharon Tavera, Consumer Experience Lead
Executive Sponsor: Anne-Britton Arnett, VP, Integrated Data Engineering Advancement HAPI
Co-Presidents: Shilpa Kale, Lead Cloud Architect and Sunder Iyer, Manager, Technology Solutions
Executive Sponsors: Heather Cox, Chief Digital Health and Analytics Officer and Shally Pannikode, SVP, CIO, Healthcare Services
Co-Presidents: Billy Bonaparte, Associate Director, Culture & Engagement and Keisha Smith, Associate Director, Population Health Strategy
Executive Sponsors: Charlon McIntosh, SVP, GMS Service & Business Operations and Douglas Edwards, SVP, Enterprise Associate & Business Solutions
Co-Presidents: Bryan Miller, Director, Procurement and Lynn Baker, Experience Strategy & Transformation Lead
Executive Sponsors: Kathy Driscoll, SVP, Chief Nursing Officer and Renee Buckingham, Segment President, Care Delivery
Co-Presidents: Heather Michael, Business Intelligence Lead and Tiffany Robinson, Process Improvement Lead
Executive Sponsors: Vicki Perryman, SVP, Consumer and Provider Service & Solutions and William Fleming, PharmD, Segment President, Pharmacy Solutions & Chief Corporate Affairs Officer
Co-Presidents: Irene Justiniano, Associate Director, Strategy Advancement and Paul Perez, Director, Enterprise Transformation
Executive Sponsors: Joseph Ventura, Chief Legal Officer and Oraida Roman, VP, Value Based Strategies WNRG
Co-Presidents: Chelsea Jennings, Organization Effectiveness Principal and Elizabeth Strehl, Director, Strategy Advancement
Executive Sponsors: Cheri Greenfield-LaTour, SVP, Division President, Care Delivery and Alan Wheatley, Segment President, Retail
The importance of a strong network across the company of like-minded people was especially needed in 2020 as we were isolated from friends, family and coworkers during the pandemic. The NRGs were quick to pivot to support the NRG community and ensure that people were feeling connected across the organization.
Social justice and unrest also marked 2020. The NRGs banded together to support affected communities including hosting Courageous Conversations for associates impacted by the unrest. We also launched an Allyship program to help all associates at Humana learn and grow on their allyship journey. With the launch of this program, we expanded the NRG Ally Toolkits, continuing to work toward our goal of having an ally toolkit for each of our nine NRG communities in 2021.
NRGs continued to represent, support and amplify the NRG communities in Humana’s business by impacts in Humana’s culture, consumers, careers and communities where we serve:
ACCESS, Disability NRG is committed to advocating for the inclusiveness of those impacted by disabilities within Humana and the members we serve. ACCESS partnered with our Workplace Solutions and Communications teams in 2020 to ensure accessibility for all associates as the company moved to virtual-only workspaces.
Caregivers NRG fosters a supportive and inclusive environment that serves as a voice to guide and shape Humana’s understanding and efforts related to the health of Caregiver associates and Humana members. Monthly caregiver support groups provide connection on a variety of topics and in 2020 proved especially vital due to the added stress of the pandemic.
IMPACT, African-American/Black NRG leverages the talents and culture of Humana’s Black associates to drive innovation and business outcomes, build associates’ capability and create value in the community. IMPACT hosted daily Courageous Conversations in June 2020 designed to provide a brave space for Black associates to share and be together. The sessions offered healing and community-building.
Unidos, Hispanic & Latinx NRG strives to create an experience and culture that supports pillars of inclusiveness, advocacy, education, and value to the business. During Hispanic Heritage Month, Unidos hosted a series open to all associates featuring external speakers including civil rights icon Dolores Huerta.
Since the inception of
Pride LGBTQ+ and Allies NRG in March 2011, the NRG has committed to equality, courage, respect, strength, and love. In 2020, Pride NRG collaborated with SAGE CARE to provide LGBTQ+ cultural competency trainings to Humana clinicians covering topics like LGBTQ+ health and well-being needs.
HAPI, Asian & Pacific Islander NRG is committed to creating understanding and appreciation of Asian/Pacific Islanders, cultivating new knowledge and skills, celebrating differences within the organization, and contributing to Humana’s Mission and Values. Through a new partnership with Humana MarketPOINT, the HAPI NRG supported expansion into markets with Asian populations.
GenUs, Multi-generational NRG strives to build a stronger community by creating intergenerational connections and celebrating uniqueness. In 2020, GenUs partnered with Humana’s Bold Goal team to support efforts with Humana’s Healthy Days and Social Determinants of Health.
As Humana’s largest NRG, the
Women’s NRG aligns to create a culture where women and our allies want to work at Humana, have the tools and infrastructure to thrive here and experience well-being throughout. The WNRG facilitated Mentoring Circles to support the growth and development of women in key business areas.
Salute, Veteran’s NRG honors and serves our military, veterans, and their families by championing resources within the communities we serve and throughout Humana. A signature program of Salute is the Pathfinder Program, which connects new veteran associates to Salute members during the on-boarding process.
When COVID-19 restrictions went into effect in March 2020, communities across the nation grappled with how to support residents’ everyday health and well-being under constraining circumstances. Our NRGs innovated and came together to provide assistance in many ways – from supporting food drives to volunteering at vaccine clinics – and played an integral role in responding to the significant impacts of the pandemic.