信诺 2025年度报告

O U RM I S S I O N TO IMPROVE THEHEALTH AND VITALITYOF THOSE WE SERVE A L E T T E R F R O M D A V I D M . C O R D A N I ,C H A I R A N D C H I E F E X E C U T I V E O F F I C E R ,A N D B R I A N C . E V A N K O ,P R E S I D E N T A N D C H I E F O P E R A T I N G O F F I C E R CHARTING A BETTER PATHFOR OUR CUSTOMERSAND PATIENTS As we look to the future, it's clear thestatus quo is not sustainable. Above all,we need to improve affordability andpeople's experience with the healthcare system. Rather than focusing onpreserving current business practicesand models in health care, The CignaGroup stepped into 2025 challengingourselves to accelerate our leadershipto make us even more responsiveto our customers' expectations,and to help drive systemic change. The global health care system hascreated breakthrough innovations andhelped people and families get accessto the care and support they need. Buttoo often, individuals and their familiesdon't experience health care this way. In the United States, we see time andagain that the health care system is onan unsustainable trajectory. Society’sgrowing needs and expectations areoverwhelming the current system, whichremains primarily oriented to providinginterventions after someone becomes ill.As a result, people are becoming sickerand costs continue to rise, with annualhealth care expenditures nowexceeding $5 trillion.1 T HE FO R CE S O F D EM A N DA ND SU PPLY Improving affordability requiresconfronting the underlying costdrivers in health care, includingboth demand and supply. Demand for health care in the UnitedStates is growing rapidly. The populationis aging, the prevalence of chronicconditions is increasing (more than75% of adults in the United Stateshave at least one chronic condition),2and today managing chronic diseasesand mental health conditions accountsfor roughly 90% of total health carespending.3Together, these forces driveheightened demand for health careservices—and increased costs. purchase rebate process, and will helpAmericans get the medications theyneed by lowering their out-of-pocketcosts while also providing greatersupport for independent pharmacies.This translates to greater affordabilityfor our customers—particularly forexpensive brand-name drugs—right at the pharmacy counter.7 In addition, our Price Assure pharmacysavings technology automaticallycompares prices at the pharmacycounter to ensure customers pay thelowest out-of-pocket cost.8While mostoften the lowest cost is our negotiatedprice, Price Assure will apply othercoupons or discount cards if availableto give our patients greater affordabilityand greater peace of mind. Relative to supply, in most industries,costs go down when supply increases.However, in health care, costs are risingeven as additional supply becomesavailable. Consider that since 2000, thecost of a hospital stay has increased morethan 220%,4and according to 2024 data,the median price of a new prescriptiondrug is more than $370,0005—comparedto approximately $2,000 about 20 yearsago.6Prices at that level understandablyput many treatments and care out ofreach for families and employers. The locations where health careservices are provided can also impactaffordability in a profound way. Tooffer just one example, the samemedical treatment, administered tothe same patient by the same medicalprofessionals, can result in dramaticallydifferent costs—depending on whetherthe treatment takes place in a hospital, At The Cigna Group, we’re movingforward—with purpose and conviction—to counter these forces with strengthand clarity. At The Cigna Group, we actively alignnavigation to encourage high qualitycare in lower cost sites when it’smedically appropriate, while preservingaccess to hospital care when it’s trulyneeded. By using clinical review,clearer incentives, and direct supportfor patients and providers, we’re helpingreduce avoidable costs while protectingsafety, access, and choice. WAYS WE ARE D R IVI N GA FFO R DAB IL I TY Our approach to shaping our portfoliogives us the agility to offer new solutionsand services which help lower costs,as well as expand access, and supportprevention and treatment adherence. For example, the transformative rebate-announced in October is an innovativealternative to the more complex post- You can learn much more in ourReport, which details our 2025 progressestablished last year, and how we arecontinuously improving to betterserve our customers and patients. Finally, we are also driving affordability byleveraging competition and encouraginguse of the most cost-effective solutions. For example, today generic medicinesaccount for approximately 90% of allwhile making up only approximately10% of total prescription drug spending.9 highlights of our 2025 progress relativeto our Commitments to Better: In addition to continuing to encouragethe use of generics where appropriate,we also see an important and growingopportunity to further improveaffordability through the use ofbiosimilars