Anthem

Anthem’s 2018 Annual Report 

  1

 ANTHEM’S 2018 ANNUAL REPORT

Welcome to Anthem’s 2018 Annual Report. Across these pages you will 
meet partners, consumers, community members and associates who have 
been part of our journey in 2018 to impact lives for the better. The stories 
demonstrate our work to redefine what’s possible in healthcare—reducing 
cost, reinventing care delivery, personalizing the consumer experience, and 
engaging with partners to create change. We invite you to learn more.

Anthem’s 2018 Annual Report 

  2

 ANTHEM’S 2018 ANNUAL REPORT

ACHIEVING 
BREAKTHROUGH 
COST

S
T
S
O
C
H
G
U
O
R
H
T
K
A
E
R
B
G
N
I
V
E
I

H
C
A

Anthem’s 2018 Annual Report 

  3

MEET 
MARK 

Like most healthcare executives, Mark Clement, 
the CEO of Cincinnati-based health system 
TriHealth, knows that, to succeed, he has to lead 
his organization to adopt and expand value-
based care. Working closely with Anthem, the 
market leader in payment innovation, TriHealth 
has taken the leap, delivering value-based care 
to thousands of patients in Ohio—including its 
own employees.

 
 
 
 
Anthem’s 2018 Annual Report 

  4

Partnering with providers to 
advance care innovation

Like most healthcare executives, Mark Clement, the CEO of Cincinnati-based 
health system TriHealth, looks for ways to get healthcare right through the 
“Triple Aim” of better health, better care, and better value.

S
T
S
S
T
O
S
C
O
C
H
H
G
G
U
U
O
O
R
R
H
H
T
T
K
K
A
A
E
E
R
R
B
B
G
G
N
N
I
I
V
V
E
E
I
H
I
H
C
C
A
A

Working closely with Anthem Blue 
Cross and Blue Shield of Ohio, 
Mark’s team has been improving 
the quality of care for thousands 
of patients while lowering costs 
for employers—including TriHealth 
itself. Key to their success: Anthem’s 
centerpiece value-based care 
program, called Enhanced Personal 
Health Care, which provides market-
leading data sharing with TriHealth’s 
population health team to flag gaps 
in care, opportunities for process 
improvement, and cost savings 
for patients.

“We’ve been able to show dramatic 
reductions in healthcare costs 
for our own 12,000 employees, 
while improving their health and 
productivity,” Mark says. “It really 
does work.” Enhanced Personal 
Health Care (EPHC) shifts spending 
from a traditional “fee for service” 
approach to one that promotes 
prevention and care coordination. 
Primary care providers at 
participating health systems, 
such as TriHealth, gain access to 
advanced analytics that help them 
pinpoint the patients who can 
benefit from interventions, better 
manage chronic conditions, and 
identify gaps in care that can have 
serious health ramifications.

Mark Clement, CEO of TriHealth

“Over time, this is going to bend the 
cost curve by delivering on the Triple 
Aim. Working with Anthem, we’ve 
already demonstrated it in delivering 
more efficient care.”

 Mark Clement, CEO of TriHealth

 
 
 
 
 
 
 
 
Anthem’s 2018 Annual Report 

  5

“Without the incentives and support 
we received from EPHC, we wouldn’t 
have been able to enhance our 
operations the way we have.”

 Jennifer Sharp-Warthan, M.D., Medical Director of  
  Tidewater Physicians Multispecialty Group in Virginia 

S
T
S
O
C
H
G
U
O
R
H
T
K
A
E
R
B
G
N
I
V
E
I

H
C
A

The Anthem-TriHealth partnership, 
which began in 2014, supports 
primary care providers through 
payment incentives used in 
coordinating, planning and 
managing patient care. A portion 
of the cost savings is returned 
to TriHealth, which can then be 
invested in preventive health and 
chronic disease management 
programs, as well as care 
management and coordination. 
Anthem returns another portion of 
the savings to employers, and the 
remaining cost savings help control 
increases in health insurance 
premiums. 

 Leadership in value-based care 

Approximately 66 percent of 
Anthem’s total medical spend 
is tied to payment innovation 
programs, and EPHC is among 
the largest private value-based 

payment program in the country 
for providers participating in 
commercial, Medicare and Medicaid 
segments. EPHC now includes 166 
accountable care organizations 
and 87,000 providers. And under 
the standard Commercial EPHC 
program, providers manage 6.3 
million lives and have, since 2014, 
accumulated $1.8 billion in gross 
savings for Anthem clients across 
the country.

“Over time, this is going to bend 
the cost curve by delivering on the 
Triple Aim,” Mark says. “Working 
with Anthem, we’ve already 
demonstrated it in delivering more 
efficient care.”

Medical cost increases for the 
90,000 TriHealth patients insured by 
Anthem are less than half the typical 
industry rates. But the lower cost is 
just part of the success story. Many 
of the people insured by Anthem 
who receive care through TriHealth 
are taking advantage of preventive 
care, including children’s annual 
checkups, diabetes testing and 
management, and vaccinations—
making TriHealth among the best 
Accountable Care Organizations 
in the country, as reflected in their 
quality of care results:

93%

FOR WELL-CHILD
IMMUNIZATIONS

79%

FOR BREAST CANCER
SCREENINGS

79%

FOR DIABETIC
COMPLICATION 
SCREENINGS

78%

FOR MEDICATION
ADHERENCE

 
 
 
 
 
Anthem’s 2018 Annual Report 

  6

Mark and TriHealth certified medical assistant discuss 
the positive results of value-based care

S
T
S
S
T
O
S
C
O
C
H
H
G
G
U
U
O
O
R
R
H
H
T
T
K
K
A
A
E
E
R
R
B
B
G
G
N
N
I
I
V
V
E
E
I
H
I
H
C
C
A
A

“Value-based care is a win for 
everyone—for businesses, for 
communities, for our nation’s health 
systems, and, most importantly, for 
the individuals who entrust their 
health to us,” said Clement. “It truly 
is the right thing to do.”

TriHealth is far from alone in 
understanding the importance 
of value-based care. Enhanced 
Personal Health Care providers 
across the country credit EPHC with 
creating a path to success under 
value-based care. “Without the 
incentives and support we received 
from EPHC, we wouldn’t have been 
able to enhance our operations the 
way we have,” says Jennifer Sharp-
Warthan, M.D., Medical Director of 
Tidewater Physicians Multispecialty 
Group in Virginia.

Now Anthem is taking EPHC to 
the next level by creating a new 
payment model and product called 
Cooperative Care—a program 
designed to deliver a markedly 
better consumer experience by 
relying on a high-performing 
network of providers.

 
 
 
 
 
 
 
 
Anthem’s 2018 Annual Report 

  7

Reclaiming the power of pharmacy 
to make people healthier

IngenioRx, Anthem’s new pharmacy benefit manager (PBM), has a bold 
mission to restore trust and confidence in pharmacy benefits and allow 
clients, and their consumers, to reclaim the power of pharmacy. “We think it’s 
time to expect more from pharmacy care, and we will deliver solutions that 
will surpass those expectations,” said Deepti Jain, leader of IngenioRx.

S
T
S
S
T
O
S
C
O
C
H
H
G
G
U
U
O
O
R
R
H
H
T
T
K
K
A
A
E
E
R
R
B
B
G
G
N
N
I
I
V
V
E
E
I
H
I
H
C
C
A
A

Consumers and plan sponsors 
alike are frustrated by seemingly 
misaligned incentives and a lack of 
transparency regarding prescription 
medicines. Pharmacy care in the 
U.S. has strayed from being one of 
the most cost-effective tools in the 
healthcare system to a runaway 
train of escalating costs. IngenioRx 
wants to change that.

Because IngenioRx is being built 
to reduce total cost of care, focus 
on the whole person, and simplify 
pharmacy care for consumers, 
Deepti believes we will be in a 
position to address the unmet 
needs of current Anthem customers 
as well as enter new markets. It’s 
also a great example of Anthem’s 
mission in action—Improving Lives 
and Communities. Simplifying 
Healthcare. Expecting More.

Deepti Jain, leader of IngenioRx, Anthem’s new 
pharmacy benefits organization

“We want to demystify the 
experience—for consumers, care 
providers, and customers—and make 
it easier to achieve the best possible 
health outcomes at the lowest 
possible total cost of care.”

 Deepti Jain, leader of IngenioRx

 
 
 
 
 
 
 
 
Anthem’s 2018 Annual Report 

  8

“Our mission is to reclaim the power 
of pharmacy by launching our own 
PBM. IngenioRx is unencumbered 
by outdated models,” Deepti 
explains. “We want to demystify the 
experience—for consumers, care 
providers, and customers—and 
make it easier to achieve the best 
possible health outcomes at the 
lowest possible total cost of care.”

IngenioRx’s comprehensive new 
suite of pharmacy programs will 
launch in the second quarter 
of 2019.

S
T
S
S
T
O
S
C
O
C
H
H
G
G
U
U
O
O
R
R
H
H
T
T
K
K
A
A
E
E
R
R
B
B
G
G
N
N
I
I
V
V
E
E
I
H
I
H
C
C
A
A

Deepti discusses IngenioRx’s mobile and desktop 
applications, which allow consumers to access pharmacy 
and medical information in a single location

Making healthcare affordable 
and easier to understand 

With IngenioRx, we are unlocking 
tremendous value for our 
shareholders as well as our clients 
and their consumers. It is expected 
to deliver at least $4 billion of gross 
pharmacy savings annually—80% of 
the savings will flow to customers 
in the form of more affordable 
healthcare. Moreover, at least 20 
percent of this value will accrue to 
Anthem shareholders.

“We will offer new, innovative 
approaches to pharmacy care 
management, and make pharmacy 
easier to understand,” says Deepti.

As an example, through new 
mobile and desktop applications, 
consumers can access and manage 
pharmacy and medical information 
in a single location and use helpful 
online tools to find a doctor or a 
pharmacy, refill a prescription, 
and learn about drug costs. All 
pharmacy members will have 
access to 24/7 member support, 
and our specialty members will 
have access to pharmacists for 
urgent or disease-specific issues. 
Additionally, IngenioRx is developing 
new capabilities that will bring 
medication insights to the exam 
room to support providers in their 
prescribing decisions and make 
them aware of potential gaps in 
care.

 
 
 
 
 
 
 
 
Anthem’s 2018 Annual Report 

  9

Innovating with  
employer customers

“Anthem used their market expertise, their data and their connection to 
their fellow Blue plans to deliver a solution that addressed our challenge as a 
business, which, ultimately, will mean better healthcare for our employees.” 
As vice president for Global Benefits and Wellness at PepsiCo, Erik Sossa is 
responsible for managing health benefits for the thousands of people who 
work for the food and beverage giant. As they planned benefits for 2019, 
Anthem and PepsiCo faced a challenge: Dallas-Fort Worth.

S
T
S
S
T
O
S
C
O
C
H
H
G
G
U
U
O
O
R
R
H
H
T
T
K
K
A
A
E
E
R
R
B
B
G
G
N
N
I
I
V
V
E
E
I
H
I
H
C
C
A
A

Medical costs for employees who 
worked in the north Texas area 
were running far above the rest 
of the country. An analysis by the 
Health Care Cost Institute found 
that costs in the Dallas-Fort Worth 
(DFW) area were above those in 
New York City, and about 19 percent 
higher per capita than the national 
average. When emergency room 
costs in the DFW area rose by more 
than 30 percent in 2017, the cost 
problem was enough to prompt an 
all-hands-on-deck approach in 2018, 
as the company and Anthem began 
planning 2019 benefits.

“This was an issue bigger than 
one company — we were able to 
leverage Anthem’s data insights 
and benefit design know-how, but 
we also needed the local market 
expertise that Blue Cross and 
Blue Shield of Texas could bring 
to the table,” said Lindsey Watson, 
a staff vice president of network 
optimization at Anthem who was 
part of the team working to create a 
solution for PepsiCo.

Erik Sossa, PepsiCo’s Vice President for Global 
Benefits and Wellness

“PepsiCo has a long history of finding 
and creating innovative health benefit 
solutions. We were lucky to have 
two Blue partners to help us find 
the answer to our situation in Dallas, 
ultimately delivering access to better, 
simpler and more affordable care for 
our employees.”

 Erik Sossa, Vice President for Global Benefits and  

  Wellness, PepsiCo

 
 
 
 
 
 
 
 
S
T
S
O
C
H
G
U
O
R
H
T
K
A
E
R
B
G
N
I
V
E
I

H
C
A

Anthem’s 2018 Annual Report 

  10

“As Blue Cross and Blue Shield plans, we share the goal of 
providing access to quality, cost-effective healthcare for 
our customers. Delivering impactful results for PepsiCo 
is one example of what can be accomplished by working 
collaboratively to better serve Blue Cross and Blue 
Shield customers.”

 Rick Haddock, Vice President of Network Management, Blue Cross  

  and Blue Shield of Texas

The other crucial piece of the 
solution came from PepsiCo itself: 
a willingness to think creatively 
about benefits.

“PepsiCo has a long history of 
finding and creating innovative 
health benefit solutions,” Erik says. 
“We were lucky to have two Blue 
partners to help us find the answer 
to our situation in Dallas, ultimately 
delivering access to better, simpler 
and more affordable care for 
our employees.”

The solution was differentiating and 
effective: If local employees and 
their covered partners agreed to 
use select, high-performing doctor 
groups for primary care, PepsiCo 
would reduce premiums. Anthem 
and BCBS of Texas identified 
the select groups using market 
analytics, claims data and network 
expertise. These are efficient and 
high-quality groups, meaning that 
every care provider option is a 
good one.

Impact of Strong  
Partnerships

During open enrollment, more than 
5,200 employees and their family 
members participated, exceeding 
PepsiCo’s target for the first year.

The Dallas-Fort Worth experiment 
is a sign of what’s to come for 
Anthem and its affiliated Blue 
Cross and Blue Shield plans, which 
serve nearly 106 million people 
in the U.S., approximately one in 
three Americans.

“As Blue Cross and Blue Shield plans, 
we share the goal of providing 
access to quality, cost-effective 
healthcare for our customers. 
Delivering impactful results for 
PepsiCo is one example of what 
can be accomplished by working 
collaboratively to better serve Blue 
Cross and Blue Shield customers,” 
said Rick Haddock, vice president 
of network management at BCBS 
of Texas.

 
 
 
 
Anthem’s 2018 Annual Report 

  11

 ANTHEM’S 2018 ANNUAL REPORT

REINVENTING 
CARE DELIVERY

Y
R
E
V
I
L
E
D
E
R
A
C
G
N
I
T
N
E
V
N

I
E
R

Anthem’s 2018 Annual Report 

  12

MEET 
MARIA 

Maria had been diagnosed with congestive 
heart failure. But thanks to CareMore’s 
innovative deli very model, she has been able 
to stay out of the hospital—nurturing her 
health, and her beloved garden, at home.

 
 
 
 
 
Anthem’s 2018 Annual Report 

  13

Embracing patients  
with integrated care

S
T
S
O
Y
C
R
H
E
V
G
I
U
L
E
O
D
R
E
H
R
T
A
K
C
A
G
E
N
R
I
B
T
N
G
E
N
V
I
N
V
I
E
E
I
R
H
C
A

> Play Video

The CareMore model was designed to help lower the burden 
of chronic disease and slow the progression of illness. Through 
this model, Anthem delivers integrated, whole-person 
healthcare to improve lives and outcomes for patients like 
Maria who have an increased risk for health complications.

 
 
 
 
 
 
 
 
 
Anthem’s 2018 Annual Report 

  14

Using data, technology, and 
artificial intelligence to 
improve outcomes

Rajeev Ronanki, chief digital officer, was hired in 2018 to lead digital and 
exponential technology initiatives across Anthem. His goal: use data, 
technology and artificial intelligence (AI) to deliver more personalized care 
that achieves better health outcomes.

S
T
S
O
Y
C
R
H
E
V
G
I
U
L
E
O
D
R
E
H
R
T
A
K
C
A
G
E
N
R
I
B
T
N
G
E
N
V
I
N
V
I
E
E
I
R
H
C
A

Why AI? Because the explosion 
of information and data used 
to understand customer and 
consumer needs has exceeded 
the human capacity to process 
it. With AI, organizations can use 
data to help consumers be more 
proactive about their health while 
generating insights in real time to 
improve outcomes.

“Anthem is leveraging the massive 
scale of our data to create 
personalized medicine and, in 
the process, redefine how we 
treat disease and manage chronic 
medical conditions,” Rajeev says. 
“How we use data, technology and 
intelligence combined with our scale 
will have a broad national impact.”

In fact, Anthem is developing new 
analytical methods to identify gaps 
in care, understand a consumer’s 
propensity to develop a disease, 
and provide targeted solutions. 
These methods are based on each 
individual’s specific characteristics 
(past utilization, clinical 
co-morbidities, etc.), rather than 
on population-based studies and 
clinical trials. 

Rajeev Ronanki, Anthem’s Chief Digital Officer

Such predictive analytics help 
identify unknown risks (not 
identified by traditional clinical 
analytics), break down data silos, 
and allow for preemptive actions 
that can prevent or mitigate health 
problems and lower the cost of care.

“We are striving to help consumers 
stay healthy, improve clinical 
decision-making, and drive patient 
engagement and better outcomes,” 
Rajeev explains.

 
 
 
 
 
 
 
 
 
Preventing hospitalizations

Predictive aalytics have helped to 
identify the opportunity for about 
60 clinical programs across Anthem 
and enabled these programs to 
target the right members with 
the right interventions—including 
models that predict the likelihood 
of a patient having an unplanned 
hospital readmission in the next 
60–90 days. And results have 
been promising: Implementation 
early on has led to a reduction in 
30-day hospital readmission rates 
by 30 percent using our medical/
surgical model and 15 percent using 
our behavioral health/substance 
abuse model.

Y
R
E
V
I
L
E
D
E
R
A
C
G
N
I
T
N
E
V
N

I
E
R

Anthem’s 2018 Annual Report 

  15

“As a leader in high-quality cancer 
care that emphasizes the importance 
of providing the right care at the right 
time and right place, we were pleased 
to work with Anthem on their cancer 
patient risk pilot.”

 Karyn M. Dyehouse, M.D., Chief Medical Officer,  

  Ohio Hematology Care

Another predictive model identifies 
the 15 percent of avoidable hospital 
admissions related to chemotherapy 
that can be circumvented by 
helping consumers better manage 
challenging side effects. Providers 
can now identify these patients and 
help them avoid hospitalization.

Ohio Hematology Care (OHC) was 
a case in point. When Anthem 
helped OHC identify those patients 
at risk for a hospital visit, care 
teams proactively checked on their 
status. “As a leader in high-quality 
cancer care that emphasizes the 
importance of providing the right 
care at the right time and right 
place, we were pleased to work with 
Anthem on their cancer patient risk 
pilot,” said Karyn M. Dyehouse, M.D., 
OHC’s chief medical officer.

 
 
 
 
 
 
Anthem’s 2018 Annual Report 

  16

Through efforts like this, we are 
doing what we can to help patients 
stay out of the hospital.  

Redefining how we  
treat disease

In 2018, Anthem began 
collaborating with doc.ai, a 
blockchain-based AI platform, to 
launch a groundbreaking, 12-month 
data trial that explores how AI 
can predict when people will 
experience allergies or allergy 
patterns. Within a matter of 
weeks, thousands of consumers 
across the country enrolled in this 
trial. Since that time, doc.ai has 
expanded beyond the initial asthma 
trial—exploring questions like “Can 
AI predict optimal supplements 
for treating Crohn’s disease and 
ulcerative colitis?”

“Imagine if we could detect the 
potential of an allergic event well in 
advance or help consumers prevent 
it from occurring in the first place,” 
says Walter De Brouwer, co-founder 
of doc.ai. “We are working with 
Anthem to use artificial intelligence 
to break down data silos and make 
unexpected connections that can 
help improve people’s lives.”

“We are working with Anthem to use 
artificial intelligence to break down 
data silos and make unexpected 
connections that can help improve 
people’s lives.”

 Walter De Brouwer, Co-founder of doc.ai

Y
R
E
V
I
L
E
D
E
R
A
C
G
N
I
T
N
E
V
N

I
E
R

 
 
 
 
 
 
Anthem’s 2018 Annual Report 

  17

Expanding capabilities 
for people with complex 
chronic disease

You can certainly understand why Rose worried about taking care  
of her husband Joseph. He struggled with an array of serious, chronic 
health conditions including congestive heart failure (CHF), chronic  
obstructive pulmonary disease (COPD), chronic kidney disease,  
coronary artery disease after bypass surgery, type 2 diabetes, atrial 
fibrillation, and pulmonary hypertension.

Y
R
E
V
I
L
E
D
E
R
A
C
G
N
I
T
N
E
V
N

I
E
R

Fortunately, home-based advanced 
illness care is available to people 
like Joseph and Rose through Aspire 
Health, which Anthem acquired in 
2018. “We would not have known 
what to do without our Aspire nurse 
practitioner and social worker to 
lean on over the past year,” Rose 
says. “Before they were involved, 
we had no help and no one to 
talk to about our health and our 
health decisions.”

The support came just in time. Soon, 
Joseph’s CHF worsened, followed 
by a bout of acute bronchitis. 
Thankfully, the Aspire nurse 
practitioner, in coordination with 
Joseph’s primary care physician, 
successfully treated him at home. 
Rose was relieved because Joseph 
desperately wanted to stay out of 

Rose and Joseph enjoy time together, prior to Joseph’s 
mounting health challenges

the hospital. Not long after that, 
Rose realized she no longer had the 
strength to bathe her husband, so 
the Aspire team arranged to provide 
her with caregiver support.

As Joseph’s CHF and COPD 
worsened, the Aspire team saw 
Joseph regularly and began to work 
together to achieve their goal of 
maximizing his comfort at home.

 
 
 
 
 
Anthem’s 2018 Annual Report 

  18

Y
R
E
V
I
L
E
D
E
R
A
C
G
N
I
T
N
E
V
N

I
E
R

Rose with an Aspire social worker, who provided 
needed support and comfort

A continuum of care

Joseph and Rose’s experience is  
not uncommon. Patients and their 
loved ones can breathe a sigh 
of relief, knowing they’re getting 
expert, personalized care with a 
human touch. 

Studies have repeatedly 
demonstrated that advanced illness 
programs can provide high patient 
and family satisfaction, reduce 
hospitalizations, and decrease 
costs of care, while meeting patient 
needs as their condition progresses. 
Ninety-seven percent of Aspire 
patients have had an advanced  
care planning discussion in the  
past 90 days, and 83 percent  
have completed a formal advanced 
care plan within 90 days  
of beginning care.

Anthem’s expanded integrated 
clinical capabilities give the 
company a national footprint to 
meet the needs of the sickest 
patients, manage and slow 
disease progression, and deliver 
palliative care support. Aspire, 
together with CareMore Health, 
offers a continuum of care in the 
appropriate setting, whether it’s 
a hospital, skilled nursing facility, 
clinic, or home.

 
 
 
 
 
Anthem’s 2018 Annual Report 

  19

 ANTHEM’S 2018 ANNUAL REPORT

PERSONALIZING 
THE CONSUMER 
EXPERIENCE

E
C
N
E
I
R
E
P
X
E
R
E
M
U
S
N
O
C
E
H
T
G
N

I
Z
I
L
A
N
O
S
R
E
P

Anthem’s 2018 Annual Report 

  20

MEET 
MEGAN 

Limited access to healthy food is a growing 
problem. Watch how Megan meets the 
challenge by helping her third-grade class in 
Indianapolis grow fruits and vegetables, along 
with activities that reinforce academic learning 
and healthy eating. Later, you’ll meet Ronald, 
who has made the difficult transition from 
prison to a hopeful future, thanks to one of 
many Anthem programs focusing on the social 
and societal determinants of health.

 
 
 
 
 
Anthem’s 2018 Annual Report 

  21

Overcoming barriers  
to health

Green Bronx Machine, in partnership with Anthem, helps students in food-
insecure areas transcend economic and cultural barriers. By teaching them 
how to grow, eat, and enjoy vegetables, this program helps set kids on a path 
to incorporating healthier food and behaviors into their lives.

E
C
N
S
T
E
S
I
R
O
E
C
P
X
H
E
G
R
U
E
O
M
R
U
H
S
N
T
K
O
A
C
E
E
R
H
B
T
G
G
N
N
I
I
Z
V
I
E
L
A
I
H
N
C
O
A
S
R
E
P

> Play Video

 
 
 
 
 
 
 
 
 
E
C
N
S
T
E
S
I
R
O
E
C
P
X
H
E
G
R
U
E
O
M
R
U
H
S
N
T
K
O
A
C
E
E
R
H
B
T
G
G
N
N
I
I
Z
V
I
E
L
A
I
H
N
C
O
A
S
R
E
P

Anthem’s 2018 Annual Report 

  22

Overcoming barriers  
to health (cont’d)

As a single father, Ronald devoted his life to raising his son. However, he got caught 
up in substance abuse and made some bad decisions that sent him to prison. His 
whole world collapsed. When he became eligible for release, he had no idea how 
to get his life back. But he remembered meeting an Anthem associate during his 
incarceration who talked about a program called Pathways Forward. Now he’s on the 
path to a new life that includes the most important thing in his world—his son.

Pathways Forward, a pilot program 
developed in 2018 by Anthem 
and the Nevada Department of 
Corrections, offers a structured 
plan to transition former inmates 
back into the community with 
support around healthcare, short-
term housing, employment training, 
transportation, access to social 
services, and re-establishing 
personal relationships. While the 
program is still in its infancy, 77 
percent of participants are already 
employed and 100 percent have 
started the reunification process 
with family and loved ones.

Upon his release, Ronald received 
keys to his own apartment, clothes, 
food, and a support system to help 
him meet his parole requirements, 
become self-sufficient, and succeed 
in life. Today, Ronald is close to 
earning his commercial driver’s 
license, proud of his sobriety and, 
most important, excited about 
reconnecting with his son. “I’m 
so grateful to Anthem and the 
Pathways Forward program for 
giving me a second chance. I 
lost everything, but with the 
opportunities this program 
has given me, I can build a 
better future.”

Ronald reunited with his son

 
 
 
 
 
 
 
 
 
Anthem’s 2018 Annual Report 

  23

Removing social barriers to 
overall health and well-being

This program is just one example 
of how Anthem is distinguishing 
itself in its effort to reduce or 
eliminate social barriers—like 
unstable housing, food insecurity, 
or unemployment—that negatively 
impact the health of many 
Americans and their communities. 
Investing in new programs and 
partnerships, including those that 
increase the capacity of community-
based organizations, is key.

Over the past decade, Anthem has 
committed more than $380 million 
to address the social determinants 
of health through the development 
of safe and affordable housing for 
low-income families and individuals. 
By working with organizations to 
build and refurbish low-income and 
supportive housing, create housing 
flex funds, and help with day-to-
day housing costs for vulnerable 
consumers, Anthem is helping to 
improve the lives of some of the 
nation’s most vulnerable, including 
youth transitioning out of foster 
care and people with behavioral 
health needs.

E
C
N
E
I
R
E
P
X
E
R
E
M
U
S
N
O
C
E
H
T
G
N

I
Z
I
L
A
N
O
S
R
E
P

Supported by Pathways Forward, Ronald studies 
for his commercial driver’s license

Something as commonplace as 
transportation can also be a 
significant barrier to health. That’s 
why Anthem’s CareMore Health 
formed a partnership with Lyft, 
the ride-sharing company, to help 
its Medicare Advantage patients. 
Many of them are poor, elderly, 
and chronically ill and tend to 
forgo medical care because they 
don’t have access to reliable 
transportation. CareMore’s research 
showed that after partnering with 
Lyft for non-emergency medical 
transportation services, 92 percent 
of the rides were on time; 98 
percent of consumers felt satisfied 
or very satisfied with the support; 
and the rides cost 39 percent less, 
on average, than other services.

By helping to overcome these 
and other social barriers, Anthem 
remains committed to improving 
lives and communities.

 
 
 
 
 
 
Anthem’s 2018 Annual Report 

  24

Treating the whole person

Reflecting Anthem’s focus on the whole health of every consumer, our 
Whole Health Connection program integrates dental, vision, pharmacy, life, 
disability, and supplemental health plans with medical coverage designed 
to offset the fragmentation in today’s healthcare system. Using advanced 
analytics, we are able to help care providers identify and close gaps in care, 
lower costs, and deliver a better healthcare experience.

E
C
N
S
T
E
S
I
R
O
E
C
P
X
H
E
G
R
U
E
O
M
R
U
H
S
N
T
K
O
A
C
E
E
R
H
B
T
G
G
N
N
I
I
Z
V
I
E
L
A
I
H
N
C
O
A
S
R
E
P

That means identifying potential 
health problems earlier, addressing 
critical medical concerns faster, 
receiving alerts when problems 
arise, and tracking preventive care 
so healthy patients stay well. Dr. 
David C. Ardaya, an optometrist 
at Golden Optometric Group in 
Whittier, CA, understands this 
perfectly—as one of many eye 
care providers who collectively 
identified more than 30,000 people 
with diabetes through eye exams 
last year, thanks to Anthem’s Whole 
Health Connection platform.

Because optometrists can access 
clinical data through this innovative 
platform, they can help determine 
whether a patient’s eye condition 
is linked to chronic diseases like 
diabetes, cancer, heart disease, 
or even to the medication they 
are taking.

“The portal for clinical coordination 
is easy to use and strengthens the 
complete care of my patients, which 
will improve their lives.” 

 Dr. David Ardaya, optometrist, Golden Optometric Group

Dr. David C. Ardaya has identified diabetes through routine 
eye exams and alerted other care providers on the Whole 
Health Connection platform

“The portal for clinical coordination 
is easy to use and strengthens 
the complete care of my patients, 
which will improve their lives,” says 
Dr. Ardaya. “I have also found the 
ability to view patients’ medical 
conditions and prescription data 
encourages collaboration between 
physicians.” 

In 2018, Anthem was able to 
close more than 2 million gaps 
in care where consumers had 
not completed preventive or 
therapeutic dental or vision services 
within the recommended time 
frame. And by educating our dental 
providers, we saw the number of 
dental opioid prescriptions drop by 
21 percent since 2016.

 
 
 
 
 
 
 
 
 
Anthem’s 2018 Annual Report 

  25

“When providers know more about 
their patients, they can connect 
them with the right care sooner, 
and identify risks early to prevent 
or minimize costly problems. This 
more personalized engagement 
can help deliver a better healthcare 
experience for our consumers.”

 Nick Brecker, President of Anthem’s Specialty Business

All hands on deck

With this kind of integration, 
including relevant pharmacy 
interactions, care providers are 
connected and have access to 
their patients’ relevant medical 
data, which makes healthcare work 
better. When providers discover a 
medical concern, the information 
doesn’t just sit in a chart. Advanced 
analytics are applied to that 
information and used to identify 
appropriate clinical programs to 
address a patient’s needs.

“When providers know more about 
their patients, they can connect 
them with the right care sooner, 
and identify risks early to prevent 
or minimize costly problems,” says 
Nick Brecker, president of Anthem’s 
Specialty Business. “This more 
personalized engagement can 
help deliver a better healthcare 
experience for our consumers.”

E
C
N
E
I
R
E
P
X
E
R
E
M
U
S
N
O
C
E
H
T
G
N

I
Z
I
L
A
N
O
S
R
E
P

 
 
 
 
 
 
Anthem’s 2018 Annual Report 

  26

Going above and beyond for  
the people we serve

E
C
N
S
T
E
S
I
R
O
E
C
P
X
H
E
G
R
U
E
O
M
R
U
H
S
N
T
K
O
A
C
E
E
R
H
B
T
G
G
N
N
I
I
Z
V
I
E
L
A
I
H
N
C
O
A
S
R
E
P

> Play Video

Anthem goes “above and beyond” for partners and consumers.  
Watch as a Medicaid case manager helps a veteran pilot realize  
his dream to fly one more time, despite his advanced years.

 
 
 
 
 
 
 
 
 
Anthem’s 2018 Annual Report 

  27

 ANTHEM’S 2018 ANNUAL REPORT

ENGAGING WITH 
COMMUNITY 
AND PARTNERS

S
R
E
N
T
R
A
P
D
N
A
Y
T
I
N
U
M
M
O
C
H
T
I
W
G
N
G
A
G
N
E

I

Anthem’s 2018 Annual Report 

  28

MEET 
JERAUD 

Deeply engaged associates like Jeraud are what 
sets Anthem apart. On his own, Jeraud started 
a youth development and mentoring program, 
bringing training and caring to young people 
in his community who need a helping hand. 
It’s just the kind of dedicated volunteerism we 
support, and makes us proud.

 
 
 
 
 
 
Anthem’s 2018 Annual Report 

  29

Associates & the community

“Volunteering gives me joy, satisfaction, and fulfillment in knowing that I’m 
fortunate enough to be in a position to help people, working with others 
toward a common goal that will make a difference in the life of a child, 
a family, or the community as a whole,” said Anthem associate, Jeraud 
Ferguson.

S
R
E
S
N
T
T
S
R
O
A
C
P
H
D
G
N
U
A
O
Y
R
T
H
I
N
T
U
K
M
A
M
E
R
O
B
C
G
H
T
N
I
I
W
V
E
G
I
N
H
C
G
A
A
G
N
E

I

All year long, Anthem associates like Jeraud 
volunteer their time by working with 
organizations to address the needs of their 
communities. “Our people step up and 
lead—they live and work and play in our 
communities—and we don’t just drop in and 
out,” Jeraud says.

Associates who are deeply engaged in 
this way are what sets Anthem apart. 
They understand and advocate for their 
communities, create personal connections 
with the right resources to support them, 
and develop a shared purpose to improve 
outcomes and alleviate their most pressing 
health issues.

In fact, in 2018, Anthem associates 
contributed tens of thousands of hours 
to initiatives in their communities, with 
Anthem allowing them up to eight hours of 
paid time to volunteer at qualified charities. 
Associates can also earn financial rewards 
for volunteering that can be directed to 
nonprofits of their choice.

“I started Each One, Teach One AWOL (A Way 
of Life) by myself, and it’s grown to be a 
recognized organization around West Central 
Georgia,” Jeraud says. “We focus on youth 
development, mentoring, and community 
outreach projects, empowering and inspiring 
youth through education, training, and caring. 
It’s definitely a win-win to work for a top-
tier company that promotes and supports 
programs that connect to our communities.”

Jeraud Ferguson, Anthem associate and founder 
of Each One, Teach One AWOL (A Way of Life), a 
youth development program

“We focus on youth development, 
mentoring, and community outreach 
projects, empowering and inspiring 
youth through education, training, 
and caring. It’s definitely a win-win 
to work for a top-tier company that 
promotes and supports programs 
that connect to our communities.” 

 Jeraud Ferguson, Anthem associate

 
 
 
 
 
 
 
 
 
 
Anthem’s 2018 Annual Report 

  30

S
R
E
S
N
T
T
S
R
O
A
C
P
H
D
G
N
U
A
O
Y
R
T
H
I
N
T
U
K
M
A
M
E
R
O
B
C
G
H
T
N
I
I
W
V
E
G
I
N
H
C
G
A
A
G
N
E

I

As a caring member of its 
communities, Anthem supports 
many such programs, including its 
signature Anthem Volunteer Days 
and its ongoing response to natural 
disasters. In addition, Anthem’s 
Dollars for Dollars program provides 
a way for associates to support 
select nonprofit organizations with 
monetary contributions, especially 
those services that support the 
health and well-being of people 
across the country and in local 
communities. Through the program, 
the Anthem Foundation matches 
associates’ contributions dollar for 
dollar, up to an annual maximum 
match of $5,000.

Anthem associates volunteering at Indiana School for 
the Blind during Anthem Volunteer Days

“Anthem Volunteer Days is a way for me 
to join my fellow Anthem associates in 
helping those in need, giving back to our 
communities and making a lasting impact 
with the people we serve.” 

 Jenni Mastrogiovanni, Anthem Community Service Lead in Wisconsin

Committed, connected, 
invested: Anthem Volunteer

While volunteerism is promoted 
year-round, Anthem Volunteer 
Days is considered a “season of 
service,” a way in which associates 
build a healthier future by working 
to address the needs of the 
communities where they work and 
live. While daily contributions by 
individual associates significantly 
support the wellbeing of people in 
the community, associates can have 
an even greater impact when they 
work together as one company.

During the seven-week campaign 
in 2018, the initiative helped 
charitable organizations in 30 cities 
across the country. More than 

2,000 associates donated more 
than 76,000 volunteer hours to 
support 93 projects—from building 
community vegetable gardens and 
community revitalization projects to 
creating more than 12,700 hygiene 
kits for people in need, sorting over 
83,000 pounds of food and serving 
more than 9,000 meals at local 
food banks.

“Community service is a 
passion of mine, and knowing 
that Anthem supports my 
volunteerism is wonderful,” said 
Jenni Mastrogiovanni, Anthem’s 
community service lead 
in Wisconsin.

 
 
 
 
 
 
 
 
 
 
 
Anthem’s 2018 Annual Report 

  31

“Thanks to the associate 
volunteer program and 
supportive co-workers, I’m able 
to realize my dream of helping 
when our communities need it 
the most.”

 Andrew Piske, Anthem Tech Project Manager

the American Red Cross helped thousands 
of people devastated by the massive 
wildfires that scorched millions of acres 
in California and the six major hurricanes 
that hit communities across nine states and 
U.S. territories.

Andrew Piske, an Anthem tech project 
manager and former firefighter, along with 
his K-9 partner, Maddy, was part of the 
search-and-rescue crew that went door-to-
door looking for survivors in the aftermath 
of Hurricane Michael. “Thanks to the 
associate volunteer program and supportive 
co-workers, I’m able to realize my dream of 
helping when our communities need it the 
most,” Andrew said.

Associates like Andrew, supported by 
Anthem’s mission of “Improving Lives and 
Communities,” are proving that helping 
people in the community is a deep 
commitment.

Disaster relief

Disasters can be categorized in a multitude 
of ways, from times of personal hardship 
to natural disasters. In every case, we 
recognize that giving back to our communities 
and associates is not only a privilege but 
a responsibility.

In addition to Anthem’s employee assistance 
fund, the Anthem Memorial Scholarship Fund 
was established, in the fall of 2018, to support 
secondary education expenses for children 
of our associates who lost their lives during 
their time of employment. This is an example 
of our continued commitment to providing 
appropriate, thoughtful responses when our 
associates and their families need support.

Additionally, when communities are 
devastated by natural disasters, the 
company—and its associates—steps up to 
help people get back on their feet. In 2018, 
the Anthem Foundation’s partnership with 

S
R
E
S
N
T
T
S
R
O
A
C
P
H
D
G
N
U
A
O
Y
R
T
H
I
N
T
U
K
M
A
M
E
R
O
B
C
G
H
T
N
I
I
W
V
E
G
I
N
H
C
G
A
A
G
N
E

I

Andrew Piske, an Anthem associate and former firefighter, along 
with his K-9 partner, Maddy

 
 
 
 
 
 
 
 
 
 
 
Anthem’s 2018 Annual Report 

  32

Power of Anthem & the Blues

Anthem entered into a strategic joint venture with Blue Cross and Blue Shield of 
Louisiana (BCBSLA) to bring together expertise that would benefit hundreds of 
thousands of Louisianans participating in the state’s Medicaid programs. “This 
partnership is a natural fit for us because together we can improve the health and 
lives of Louisianans—about a third of whom are eligible for Medicaid—and potentially 
help lift the state’s poor ranking on many health indicators,” says Dr. I. Steven 
Udvarhelyi, president and CEO of BCBSLA.

S
R
E
S
N
T
T
S
R
O
A
C
P
H
D
G
N
U
A
O
Y
R
T
H
I
N
T
U
K
M
A
M
E
R
O
B
C
G
H
T
N
I
I
W
V
E
G
I
N
H
C
G
A
A
G
N
E

I

The collaboration, called Healthy 
Blue, is designed to serve Louisiana 
Medicaid participants with the 
right level of care, when they need 
it, including access to everything 
from wellness and prenatal care 
to behavioral health and smoking 
cessation programs, as well as 
regular primary and specialist 
care. The program even offers 
transportation to care providers, 
if needed.

It has led, for example, to better 
management of chronic diseases, 
more prompt treatment for those 
with substance abuse disorders, 
and an 80 percent improvement in 
childhood immunization status.

“We’ve been able to take Anthem’s 
national expertise in serving the 
Medicaid population and combine 
it with the brand they know, with 85 
years of understanding Louisiana.”

 Dr. I. Steven Udvarhelyi, President and CEO of BCBSLA

I. Steven Udvarhelyi, M.D., President & CEO of Blue 
Cross and Blue Shield of Louisiana

Services also go above and beyond to include non-
clinical determinants of health, like housing. “Healthy 
Blue’s case managers helped me get into stable 
housing and get my mental health under control,” said 
Healthy Blue consumer Halie Branam of Prairieville. 
“They’ve helped me build confidence to get a job and 
provide better support for my family.”

“We’ve been able to take Anthem’s national expertise in 
serving the Medicaid population and combine it with 
the brand they know, with 85 years of understanding 
Louisiana,” says Dr. Udvarhelyi. “So last year, during 
open enrollment, we saw that when people had the 
opportunity to choose, they chose Blue.”

 
 
 
 
 
 
 
 
 
 
Anthem’s 2018 Annual Report 

  33

Peace of mind and a helping hand

“The partnership is unique because many 
Medicaid participants feel comfortable 
working with the state’s oldest and largest 
insurer, while Anthem’s Medicaid platform 
and national perspective bring not only 
resources but innovative ideas to improving 
care,” says Aaron Lambert, president of 
Healthy Blue. “We think our collaboration will 
have a big impact on health outcomes.”

As one of the strongest brands in America, 
Blue Cross and Blue Shield serves nearly 106 
million people—approximately one in three 
Americans. And Anthem has been working 
across the system to improve affordability 
and access to care. Working collaboratively 
and sharing a deep knowledge of the local 
healthcare environment is a cornerstone of 
these partnerships, given the opportunity to 
reach so many people.

“With Anthem’s Medicaid program, we now 
have a way to help this important, and often 
vulnerable, Medicaid population receive 
better healthcare, and doing so together 
means consumers are getting the best from 
both of our companies,” Dr. Udvarhelyi 
explains. “It’s been a great partnership, and if 
we had the chance to do it again, we wouldn’t 
hesitate; we would do it in a minute.”

Dr. Udvarhelyi with Aaron Lambert, 
President of Healthy Blue

S
R
E
S
N
T
T
S
R
O
A
C
P
H
D
G
N
U
A
O
Y
R
T
H
I
N
T
U
K
M
A
M
E
R
O
B
C
G
H
T
N
I
I
W
V
E
G
I
N
H
C
G
A
A
G
N
E

I

 
 
 
 
 
 
 
 
 
 
 
Anthem’s 2018 Annual Report 

  34

Supporting communities  
to be smoke-free

S
R
E
S
N
T
T
S
R
O
A
C
P
H
D
G
N
U
A
O
Y
R
T
H
I
N
T
U
K
M
A
M
E
R
O
B
C
G
H
T
N
I
I
W
V
E
G
I
N
H
C
G
A
A
G
N
E

I

> Play Video

Quitting smoking is tough. But Dorise, a public housing resident 
in Milwaukee, not only quit with help from the Freedom From 
Smoking (FFS) program, but also became a champion for 
others who wish to follow in her footsteps. While the Anthem 
Foundation has partnered for years with the American Lung 
Association to help people quit, a smoke-free policy for all 
public housing locations that went into effect July 31, 2018, 
prompting the partners to expand the program to help people 
like Dorise quit smoking for good.

 
 
 
 
 
 
 
 
 
 
Anthem’s 2018 Annual Report 

  35

“2018 began a new era for Anthem: an era defined 
by growth, innovation, and the transformation of 
healthcare as we know it.”

— Gail K. Boudreaux, President and CEO, Anthem

A message from our President and CEO

2018 began a new era for Anthem: an era defined by growth, innovation, and the 
transformation of healthcare as we know it. We made significant progress re-orienting  
the company for growth and improving the overall execution of the enterprise. Our  
2018 results demonstrated accelerated top-line momentum, strong medical cost 
performance and disciplined expense management. We are creating positive change  
across all aspects of healthcare, and we are just getting started.

As a national leader within the rapidly changing healthcare landscape, we understand the 
concerns of our stakeholders—customers, consumers, partners and investors—and we 
know we play an important role in delivering innovative solutions to meet their needs. Across 
the country, we are working to improve lives, simplify healthcare and reduce overall costs 
enabling those in greatest need to get the right care…at the right place…at the right time.  
Our culture, with our bold mission, vision and values, serves as our guide in this work on 
behalf of those we are fortunate to serve.

Anthem associates bring our strong culture to life each day in their local communities. This 
past year saw our team members generously give of their time and talents to those in need 
where they live and work. Through projects at food banks, blood drives, outdoor clean-up 
efforts and more, our associates volunteered more than 76,000 hours to live out our mission 
of improving lives and communities. Their compassion represents a true commitment to 
making a difference.

Looking ahead, 2019 represents even more opportunities to positively impact the healthcare 
system, our communities and partners. We are focusing on ‘whole person care’ in order 
to improve outcomes and reduce costs in our local communities. In addition, we are 
creating the technology tools and platforms allowing Anthem to become a digitally enabled 

Anthem’s 2018 Annual Report 

  36

 ANTHEM’S 2018 ANNUAL REPORT (CONT.)

healthcare company to simplify healthcare for our customers and consumers, and allow care 
providers to seamlessly engage across the care continuum.

With this strong momentum, I am pleased to share with you our 2018 Anthem Annual 
Report. Across these pages, you will meet a collection of care providers, consumers, partners 
and associates demonstrating our values each and every day. Their stories spotlight the 
various ways we positively impact the healthcare ecosystem by reducing costs, reinventing 
care delivery, personalizing the consumer experience and engaging with our communities 
and partners.

Our people are the core of Anthem’s success. The dedication of our more than sixty-
thousand associates, as illustrated through the stories in this report, is both humbling and 
inspiring. Consumers are expecting more of their healthcare partner, and at Anthem—we  
are delivering more.

I am optimistic about the future of Anthem and look forward to our continued success on 
behalf of those we serve.

Thank you.

Gail K. Boudreaux 

President and CEO, Anthem

Anthem’s 2018 Annual Report 

  37

 ANTHEM’S 2018 ANNUAL REPORT

FINANCIALS

Anthem’s 2018 Annual Report 

  38

Financial Highlights Summary

Total Revenue
(in billions)

$90.0

$92.1

$84.9

Total Medical Membership
(in millions)

39.9

40.3

39.9

S
T
S
O
C
H
G
U
O
R
H
T
K
A
E
R
B
G
N
I
V
E
I
H
C
A

2016

2017

2018

2016

2017

2018

Net Income Per  
Diluted Share
(in whole dollars)

Adjusted Net Income Per  
Diluted Share
(in whole dollars)

$14.35

$14.19

$15.89

$9.21

$12.04

$11.00

2016

2017

2018

2016

2017

2018

* Refer to the GAAP reconiciliation  

table on page 48.

 
 
 
 
Anthem’s 2018 Annual Report 

  39

Financial Highlights Summary

Selling, General and  
Administrative Expense Ratio

Benefit Expense Ratio
(in billions)

14.9

14.2

15.3

$84.8

$86.4

$84.2

S
T
S
O
C
H
G
U
O
R
H
T
K
A
E
R
B
G
N
I
V
E
I
H
C
A

2016

2017

2018

2016

2017

2018

Customer Base

37%
Fully-insured

63%
Self-funded

 
 
 
 
Anthem’s 2018 Annual Report 

  40

Financial and Membership Highlights

(dollars in millions, except per share data)   

2018   

2017   

2016

S
T
S
O
C
H
G
U
O
R
H
T
K
A
E
R
B
G
N
I
V
E
I
H
C
A

Operating Results  
Total operating revenue 

Total revenue 

Net income 

Net Income Per Share 
Basic 

Diluted  

Dividends per share 

Balance Sheet Information   

Total assets 

Total liabilities 

Total shareholders’ equity   

Medical Membership (000s)  

Commercial & Specialty Business 

Government Business 

Total medical membership   

Customer Type   
Local Group 

Individual 

National:  

National Accounts   

BlueCard® 

Total National 

Medicare  

Medicaid  

FEP® 

Total medical membership  

$91,341   

$89,061   

$84,194

92,105   

90,040   

84,863

3,750   

3,843   

2,470

$14.53   

$14.70   

$9.39

14.19   

14.35   

3.00   

2.70   

9.21

2.60

$71,571   

$70,540   

$65,083

43,030   

44,037   

39,982

28,541   

26,503   

25,101

29,814   

30,672   

30,365

10,124   

9,627   

9,575

39,938   

40,299   

39,940

15,733   

15,888   

15,417

655   

1,588   

1,664

7,588   

5,838   

7,463   

5,733   

7,510

5,774

13,426   

13,196   

13,284

1,852   

6,716   

1,556   

1,569   

6,496   

1,562   

1,457

6,548

1,570

39,938   

40,299   

39,940

 
 
 
 
 
 
 
 
 
   
 
 
 
 
 
 
   
 
 
   
   
 
 
 
 
 
   
 
 
   
   
 
 
 
 
 
 
   
 
 
   
   
 
 
 
 
 
 
   
 
 
   
   
 
 
 
 
   
 
 
   
   
   
 
 
 
 
 
 
 
 
   
 
 
   
   
 
 
 
 
 
 
 
   
 
 
   
   
 
 
 
 
   
 
 
   
   
 
 
 
 
 
 
 
   
 
 
   
   
 
 
 
 
 
 
   
 
 
   
   
 
 
 
   
 
 
   
   
 
 
 
   
 
 
   
   
 
 
 
 
   
 
 
   
   
 
 
 
   
 
 
   
   
 
 
 
 
 
   
 
 
   
   
 
 
 
 
 
 
   
 
 
   
   
 
 
 
 
 
 
   
 
 
   
   
 
 
 
 
 
 
 
 
 
   
 
 
   
   
 
 
 
 
 
 
   
 
 
   
   
 
 
 
 
 
 
   
 
 
   
   
 
 
 
 
 
 
   
 
 
   
   
 
 
 
 
 
 
   
 
 
   
   
 
 
 
 
 
 
 
 
   
 
 
   
   
 
 
 
   
 
 
   
   
Anthem’s 2018 Annual Report 

  41

Financial and Membership Highlights (cont.)

(dollars in millions, except per share data)   

2018   

2017   

2016

Funding Arrangement 

Self-Funded 

Fully-Insured 

Total medical membership  

Other Membership 

Life and Disability Members   

Dental Members  

Dental Administration Members 

Vision Members   

25,287   

24,862   

24,563

14,651   

15,437   

15,377

39,938   

40,299   

39,940

4,795   

5,807   

5,327   

6,946   

4,700   

5,864   

5,342   

6,867   

4,732

5,486

5,294

6,388

The information presented above should be read in conjunction with the audited consolidated financial  
statements and accompanying notes and Management’s Discussion and Analysis of Financial Condition and  
Results of Operations included in Anthem’s 2018 Annual Report on Form 10-K.

S
T
S
O
C
H
G
U
O
R
H
T
K
A
E
R
B
G
N
I
V
E
I
H
C
A

 
 
 
 
 
 
 
 
 
   
 
 
 
 
 
 
 
 
 
 
   
 
 
   
   
 
 
 
 
 
 
   
 
 
   
   
 
 
 
   
 
 
   
   
 
 
 
 
   
 
 
   
   
 
 
 
 
 
   
 
 
   
   
 
 
   
 
 
   
   
 
 
 
 
 
   
 
 
   
   
Anthem’s 2018 Annual Report 

  42

Consolidated Balance Sheets

(in millions, except per share data)  

Dec. 31, 2018 

Dec. 31, 2017

Assets 

Current assets: 

 Cash and cash equivalents  

$3,934 

 Fixed maturity securities, current (amortized cost of $16,894 and $17,055) 

16,692 

S
T
S
O
C
H
G
U
O
R
H
T
K
A
E
R
B
G
N
I
V
E
I
H
C
A

Equity securities, current 

Other invested assets, current 

Accrued investment income 

Premium receivables 

Self-funded receivables 

Other receivables 

Income taxes receivable 

Securities lending collateral 

Other current assets 

Total current assets 

Long-term investments: 

 Fixed maturity securities (amortized cost of $486 and $555) 

 Equity securities   

 Other invested assets 

Property and equipment, net  

Goodwill 

Other intangible assets 

Other noncurrent assets 

Total assets 

Liabilities and shareholders’ equity 

Liabilities 

 Current liabilities: 

   Policy liabilities:  

 Medical claims payable  

	Reserves	for	future	policy	benefits	

 Other policyholder liabilities 

Total policy liabilities 

$3,609

17,377

3,599

17

163

3,605

2,580

2,267

342

455

2,249

36,263

561

33

3,344

2,175

19,231

8,368

565

1,493 

21 

162 

4,465 

2,278 

2,558 

10 

604 

2,104 

34,321 

487 

33 

3,726 

2,735 

20,504 

9,007 

758 

$71,571 

$70,540

$7,454 

75 

2,590 

10,119 

$ 7,992

70

2,950

11,012

 
 
 
 
 
 
 
 
  
 
   
 
 
 
 
 
   
 
 
   
 
 
 
 
 
   
 
 
   
 
 
   
 
 
   
 
 
 
   
 
 
   
 
 
 
 
   
 
 
   
 
 
 
 
   
 
 
   
 
 
 
 
 
   
 
 
   
 
 
 
 
   
 
 
   
 
 
 
   
 
 
   
 
 
 
 
   
 
 
   
 
 
 
 
   
 
 
   
 
 
 
 
 
 
 
   
 
 
   
 
 
 
 
 
   
 
 
   
 
 
   
 
 
   
 
 
 
 
 
 
   
 
 
   
 
 
 
 
   
 
 
   
 
 
 
 
   
 
 
   
 
 
 
 
 
 
   
 
 
   
 
 
 
 
 
 
   
 
 
   
 
 
   
	
	 	
	 	
	
	
	 	
 
   
 
 
   
 
 
   
 
 
 
 
   
 
 
   
Anthem’s 2018 Annual Report 

  43

Consolidated Balance Sheets (cont.)

S
T
S
O
C
H
G
U
O
R
H
T
K
A
E
R
B
G
N
I
V
E
I
H
C
A

(in millions, except per share data)  

Dec. 31, 2018 

Dec. 31, 2017

Unearned income 

Accounts payable and accrued expenses     

Security trades pending payable 

Securities lending payable   

Short-term borrowings 

Current portion of long-term debt 

Other current liabilities 

Total current liabilities 

Long-term debt, less current portion  

Reserves	for	future	policy	benefits,	noncurrent	

Deferred tax liabilities, net   

Other noncurrent liabilities  

Total liabilities   

Commitments and contingencies – Note 13  

Shareholders’ equity 

Preferred stock, without par value, shares authorized – 100,000,000;  
shares issued and outstanding – none   

Common stock, par value $0.01, shares authorized – 900,000,000;  
shares issued and outstanding – 257,395,577 and 256,084,913 

Additional paid-in capital 

Retained earnings   

Accumulated other comprehensive loss 

Total shareholders’ equity   

902 

4,959 

197 

604 

1,145 

849 

3,190 

21,965 

17,217 

706 

1,960 

1,182 

43,030 

— 

3 

9,536 

19,988 

(986) 

28,541 

860

5,024

113

454

1,275

1,275

3,343

23,356

17,382

647

1,727

925

44,037

—

3

8,547

18,054

(101)

26,503

Total liabilities and shareholders’ equity  

$71,571 

$70,540

The information presented above should be read in conjunction with the audited consolidated financial state-
ments and accompanying notes included in Anthem’s 2018 Annual Report on Form 10-K.

 
 
 
 
 
 
 
 
  
 
   
 
 
 
 
 
   
 
 
   
 
 
   
 
 
   
 
 
   
 
 
 
   
 
 
   
 
 
 
 
   
 
 
   
 
 
   
 
 
   
 
 
 
 
   
 
 
   
 
 
 
 
   
 
 
   
 
   
 
 
   
	
	 	
 
 
 
   
 
 
   
 
 
 
   
 
 
   
 
 
 
 
 
   
 
 
   
 
   
 
 
   
 
 
 
 
   
 
 
   
 
 
 
 
   
 
 
   
   
 
 
   
 
 
   
 
 
   
 
 
   
Anthem’s 2018 Annual Report 

  44

Consolidated Statements of Income 

(in millions, except per share data)  

Revenues 

Premiums 

Administrative fees and other revenue   

Total operating revenue 

Net investment income 

Net	realized	(losses)	gains	on	financial	instruments	

Other-than-temporary impairment losses on investments: 

Years Ended December 31

2018   

2017   

2016

$85,421 

$83,648 

$78,860

5,920 

5,413 

5,334

91,341 

89,061 

84,194

970 

(180) 

867 

145 

779

5

 Total other-than-temporary impairment losses on investments 

(29) 

(35) 

(147)

 Portion of other-than-temporary impairment losses recognized in  
 other comprehensive income (loss) 

 Other-than-temporary impairment losses recognized in income 

Total revenues 

Expenses 

Benefit	expense	 	

Selling, general and administrative expense 

Interest expense  

Amortization of other intangible assets  

Loss on extinguishment of debt 

Total expenses 

Income before income tax expense 

Income tax expense 

Net income 

Net income per share 

 Basic 

 Diluted 

Dividends per share 

3 

(26) 

2 

(33) 

32

(115)

92,105 

90,040 

84,863

71,895 

14,020 

72,236 

12,650 

66,834

12,559

753 

358 

11 

739 

169 

282 

723

192

—

87,037 

86,076 

80,308

5,068 

1,318 

3,964 

121 

4,555

2,085

$3,750 

$3,843 

$2,470

$14.53 

$14.19 

$3.00 

$14.70 

$14.35 

$2.70 

$9.39

$9.21

$2.60

The information presented above should be read in conjunction with the audited financial statements and accom-
panying notes included in Anthem’s 2018 Annual Report on Form 10-K.

S
T
S
O
C
H
G
U
O
R
H
T
K
A
E
R
B
G
N
I
V
E
I
H
C
A

 
 
 
 
 
 
 
 
 
 
   
 
 
 
 
 
 
 
 
 
 
 
   
 
 
   
   
 
 
   
 
 
 
 
   
 
 
   
 
 
 
 
   
 
 
   
	 	
 
 
 
 
 
 
   
 
 
   
 
 
 
 
 
 
 
   
 
 
   
 
 
	
	
	
	
	
	 	
	
	
	 	
 
 
   
 
 
 
 
 
   
 
 
   
   
 
 
   
 
 
   
 
 
   
 
 
 
 
 
 
   
 
 
   
 
   
 
 
   
 
 
 
 
   
 
 
   
 
 
 
 
 
 
   
 
 
   
 
 
 
 
 
 
 
 
 
   
 
 
   
 
 
 
 
 
 
 
   
 
 
   
 
 
 
 
   
 
 
   
Anthem’s 2018 Annual Report 

  45

Consolidated Statements of Comprehensive Income 

(in millions) 

Net income 

Years Ended December 31

2018   

2017   

2016

$3,750 

$3,843 

$2,470

Other comprehensive (loss) income, net of tax: 

Change in net unrealized gains/losses on investments     

(418) 

173 

Change in non-credit component of other-than-temporary impairment  
losses on investments 

Change	in	net	unrealized	gains/losses	on	cash	flow	hedges	

Change in net periodic pension and post retirement costs 

Foreign currency translation adjustments    

Other comprehensive (loss) income   

(2) 

37 

(90) 

(1) 

(474) 

4 

(65) 

51 

3 

166 

118

5

(87)

(13)

2

25

Total comprehensive income 

$3,276 

$4,009 

$2,495

The information presented above should be read in conjunction with the audited financial statements and accom-
panying notes included in Anthem’s 2018 Annual Report on Form 10-K.

S
T
S
O
C
H
G
U
O
R
H
T
K
A
E
R
B
G
N
I
V
E
I
H
C
A

 
 
 
 
 
 
 
 
 
 
 
 
 
 
   
 
 
 
 
 
 
 
 
 
   
 
 
   
   
 
 
 
 
   
 
 
   
 
 
   
   
 
 
   
 
 
   
 
 
   
Anthem’s 2018 Annual Report 

  46

Consolidated Statements of Cash Flows 

(In millions) 

Operating activities 

Net income 

Years Ended December 31

2018   

2017   

2016

$3,750 

$3,843 

$2,470

Adjustments to reconcile net income to net cash provided  
by operating activities: 

Net	realized	losses	(gains)	on	financial	instruments	

180 

(145) 

S
T
S
O
C
H
G
U
O
R
H
T
K
A
E
R
B
G
N
I
V
E
I
H
C
A

Other-than-temporary impairment losses recognized in income 

Loss on extinguishment of debt 

Loss on disposal of assets   

Deferred income taxes 

Amortization, net of accretion 

Depreciation expense 

Impairment of property and equipment 

Share-based compensation 

Excess	tax	benefits	from	share-based	compensation	

Changes in operating assets and liabilities:   

 Receivables, net   

 Other invested assets 

 Other assets 

 Policy liabilities 

 Unearned income 

 Accounts payable and accrued expenses  

 Other liabilities 

 Income taxes 

 Other, net 

Net cash provided by operating activities 

Investing activities   

Purchases	of	fixed	maturity	securities	

Proceeds	from	fixed	maturity	securities:	

 Sales 

 Maturities, calls and redemptions   

Purchases of equity securities 

Proceeds from sales of equity securities 

Purchases of other invested assets 

33 

282 

13 

(1,272) 

780 

111 

2 

170 

— 

(22) 

(36) 

(629) 

732 

(120) 

922 

(120) 

(194) 

(165) 

(5)

115

—

5

127

808

104

45

165

(54)

(1,381)

(19)

(128)

322

(174)

182

606

179

(97)

26 

11 

8 

91 

1,008 

124 

5 

226 

— 

(695) 

(1) 

(26) 

(1,059) 

(36) 

122 

(25) 

323 

(205) 

3,827 

4,185 

3,270

(8,244) 

(9,795) 

(10,158)

6,442 

1,938 

(896) 

2,809 

(531) 

7,932 

1,848 

8,636

1,419

(5,416) 

(1,476)

3,463 

(1,164) 

1,593

(433)

 
 
 
 
 
 
 
 
 
 
 
 
 
 
   
 
 
 
 
 
 
 
 
 
 
 
   
 
 
   
 
 
	 	
 
 
   
 
 
   
 
 
 
   
 
 
   
 
 
 
 
   
 
 
   
 
 
   
 
 
   
 
 
 
 
   
 
 
   
   
 
 
   
 
 
 
   
 
 
   
	 	
 
 
 
 
 
 
   
 
 
   
 
 
 
 
 
   
 
 
   
 
 
 
 
 
 
 
   
 
 
   
 
 
 
 
 
 
   
 
 
   
 
 
 
 
 
   
 
 
   
 
 
 
   
 
 
 
 
 
 
   
 
 
   
 
 
 
 
 
 
 
   
 
 
   
 
 
 
 
 
 
 
   
 
 
   
 
 
   
 
	
	 	
	
	
	 	
	 	
 
 
 
 
 
 
 
   
 
 
   
 
 
   
 
 
   
 
 
   
 
 
   
   
 
 
   
 
 
   
 
 
   
S
T
S
O
C
H
G
U
O
R
H
T
K
A
E
R
B
G
N
I
V
E
I
H
C
A

Anthem’s 2018 Annual Report 

  47

Consolidated Statements of Cash Flows (cont.) 

(In millions) 

Proceeds from sales of other invested assets 

Changes in collateral and settlement of non-hedging derivatives 

Changes in securities lending collateral  

Purchases of subsidiaries, net of cash acquired 

Purchases of property and equipment   

Proceeds from sales of property and equipment   

Other, net 

Years Ended December 31

2018   

2017   

2016

411 

— 

(149) 

(1,760) 

(1,208) 

— 

(71) 

219 

65 

625 

(2,080) 

(800) 

9 

12 

305

(35)

222

—

(584)

—

(3)

Net cash used in investing activities   

(1,259) 

(5,082) 

(514)

Financing activities   

Net (repayments of) proceeds from commercial paper borrowings 

Proceeds from long-term borrowings 

Repayments of long-term borrowings 

Proceeds from short-term borrowings   

Repayments of short-term borrowings   

Changes in securities lending payable 

Changes in bank overdrafts 

Proceeds from sale of put options 

Proceeds from issuance of common stock under Equity Units  
stock purchase contracts 

(107) 

835 

175 

5,458 

(1,684) 

(2,815) 

(53)

—

—

9,120 

5,835 

2,400

(9,250) 

(5,000) 

(2,500)

150 

(210) 

1 

1,250 

(625) 

71 

1 

— 

Repurchase and retirement of common stock   

(1,685) 

(1,998) 

Change in collateral and settlements of debt-related derivatives 

Cash dividends 

Proceeds from issuance of common stock under employee stock plans 

Taxes paid through withholding of common stock under  
employee stock plans 

Excess	tax	benefits	from	share-based	compensation	

Net cash (used in) provided by financing activities     

Effect of foreign exchange rates on cash and cash equivalents 

Change in cash and cash equivalents  

Cash and cash equivalents at beginning of year 

23 

(776) 

173 

(81) 

— 

(2,241) 

(2) 

325 

3,609 

(149) 

(705) 

225 

(46) 

— 

427 

4 

(466) 

4,075 

(222)

513

—

—

—

(360)

(684)

120

(67)

54

(799)

5

1,962

2,113

Cash and cash equivalents at end of year 

$3,934 

$3,609 

$4,075

The information presented above should be read in conjunction with the audited financial statements and accom-
panying notes included in Anthem’s 2018 Annual Report on Form 10-K.

 
 
 
 
 
 
 
 
 
 
 
 
 
 
   
 
 
 
 
 
   
   
 
 
   
 
   
   
 
 
   
   
 
 
 
 
 
 
   
 
 
   
   
 
 
   
 
 
   
 
 
   
 
   
 
 
   
   
 
 
   
   
 
 
   
 
   
 
 
   
 
 
 
   
 
 
   
 
 
   
 
 
   
 
 
 
 
   
 
 
   
 
   
 
 
 
 
 
 
   
 
 
   
 
 
 
 
   
 
 
   
	 	
 
   
 
 
   
 
   
 
 
   
Anthem’s 2018 Annual Report 

  48

GAAP Reconciliation 
(Unaudited)

We have referenced “Adjusted Net Income Per Diluted Share”, which is a non-GAAP measure, in this 
document. This non-GAAP measure is not intended to be an alternative to any measure calculated in 
accordance with GAAP. Rather, this non-GAAP measure is intended to aid investors in understanding and 
analyzing	our	core	operating	results	and	comparing	our	financial	results.	A	reconciliation	of	this	measure 	
to the most directly comparable measure calculated in accordance with GAAP is presented below.

S
T
S
O
C
H
G
U
O
R
H
T
K
A
E
R
B
G
N
I
V
E
I
H
C
A

(in millions, except per share data)  

Net income per diluted share 

 Add / (Subtract): 

	 	Net	realized	losses/(gains)	on	financial	instruments	

   Other-than-temporary impairment losses recognized in income 

   Amortization of other intangible assets 

   Transaction related costs 

   Loss on extinguishment of debt 

	 	Deferred	tax	benefit	from	corporate	tax	reform	

   Penn Treaty assessment costs 

   2015 cyber attack litigation 

   Income tax true-up of prior transaction costs 

   Tricare bid conclusion costs 

	 	Deferred	tax	asset	write-off	from	California	tax	legislation	

   Tax impact of non-GAAP adjustments 

   Rounding impact 

 Net adjustment items 

Years Ended December 31

2018   

2017   

2016

$14.19 

$14.35 

$9.21

	0.68 

 0.10 

 1.36 

 0.03 

 0.04 

	— 

 — 

 — 

 — 

 — 

 — 

 (0.54) 

 (0.02)

 0.12 

 0.63 

 0.62 

 1.05 

 (4.14) 

 0.95 

 0.43 

 (0.26) 

 — 

 — 

 0.43

 0.72

 1.20

 —

 —

 —

 —

 —

 0.14

 0.08

 (0.51) 

 (1.18) 

 (0.76)

 — 

 1.70 

 0.01 

 (2.31) 

 —

 1.79

Adjusted net income per diluted share or Adjusted EPS 

$15.89 

$12.04 

$11.00

 
 
 
 
 
 
 
 
 
 
   
 
 
 
 
	
 
 
 
 
	
 
 
 
 
	
 
 
 
 
 
Anthem’s 2018 Annual Report 

  49

 ANTHEM’S 2018 ANNUAL REPORT

2018 CORPORATE 
INFORMATION

Anthem’s 2018 Annual Report 

  50

 2018 CORPORATE INFORMATION

Anthem	is	a	leading	health	benefits	company	dedicated	to	improving	lives	and	communities, 	
and	making	healthcare	simpler.	Through	its	affiliated	companies,	Anthem	serves	more	than	74 	
million people, including nearly 40 million within its family of health plans. We aim to be the 
most innovative, valuable and inclusive partner.

We are an independent licensee of the Blue Cross and Blue Shield Association. We serve our 
members as the Blue Cross licensee for California and as the Blue Cross and Blue Shield, or 
BCBS, licensee for Colorado, Connecticut, Georgia, Indiana, Kentucky, Maine, Missouri (exclud-
ing 30 counties in the Kansas City area), Nevada, New Hampshire, New York (in the New York 
City metropolitan area and upstate New York), Ohio, Virginia (excluding the Northern Virginia 
suburbs of Washington, D.C.) and Wisconsin. We also conduct business through arrangements 
with other BCBS licensees. Through our subsidiaries, we also serve customers in over 25 states 
across the country as America’s 1st Choice, Amerigroup, Aspire Health, CareMore, Freedom 
Health, HealthLink, HealthSun, Optimum HealthCare, Simply Healthcare and/or Unicare. We are 
licensed to conduct insurance operations in all 50 states and the District of Columbia through 
our subsidiaries.

Corporate Headquarters

2018 Account Questions

Anthem, Inc.  
220 Virginia Avenue  
Indianapolis, IN 46204  
www.antheminc.com

Our transfer agent, Computershare, can help you with a 
variety of shareholder-related services, including:

• 
• 
• 
• 

Account status 
Sale or purchase of shares 
Change of address 
Transfer of stock

You can call Computershare toll-free at: (866) 299-9628 
Monday through Friday, excluding holidays.

S
T
S
O
C
H
G
U
O
R
H
T
K
A
E
R
B
G
N
I
V
E
I
H
C
A

Written correspondence can  
be sent to:  
Anthem Shareholder Services  
c/o Computershare  
P.O. Box 43078  
Providence, Rhode Island 02940-3078 

Please include your name, address and telephone number or e-mail address with  
all correspondence. E-mail correspondence can be sent to antheminc@computershare.com.

 
 
 
 
Anthem’s 2018 Annual Report 

  51

 EXECUTIVE LEADERSHIP TEAM

Gail K. Boudreaux 
President	and	Chief	Executive	Officer

John E. Gallina 
Executive Vice President and  
Chief	Financial	Officer

Peter D. Haytaian 
Executive Vice President and President,  
Commercial and Specialty Business Division

Gloria McCarthy 
Executive Vice President and  
Chief	Administrative	Officer

 BOARD OF DIRECTORS

Elizabeth E. Tallett 1, 2, 4, 5 
Chair of the Board, Anthem, Inc.

Gail K. Boudreaux 
President	and	Chief	Executive	Officer,	 
Anthem, Inc.

S
T
S
O
C
H
G
U
O
R
H
T
K
A
E
R
B
G
N
I
V
E
I
H
C
A

Felicia F. Norwood 
Executive Vice President and President,  
Government Business Division

Dr. Prakash Patel 
Executive Vice President and President,  
Diversified	Business	Group

Leah S. Stark 
Executive Vice President and  
Chief	Human	Resources	Officer

Thomas C. Zielinski 
Executive Vice President and  
General Counsel

R. Kerry Clark 2, 3 
Former	Chairman	and	Chief	Executive	Officer,	
Cardinal Health, Inc.

Robert L. Dixon, Jr. 2, 4, 5 
Former	Global	Chief	Information	Officer	 
and Senior Vice President, PepsiCo, Inc.

Lewis Hay III 2, 4, 5 
Former Chairman and CEO,  
NextEra Energy, Inc. Independent Director

Julie A. Hill 2, 4, 5 
Owner of the Hill Company

Bahija Jallal 2, 3 
Chief	Executive	Officer,	 
Immunocore Limited

Ramiro G. Peru 2, 3 
Former Executive Vice President  
and	Chief	Financial	Officer,	 
Phelps Dodge Corporation

Antonio F. Neri 2, 3 
President	and	Chief	Executive	Officer,	 
Hewlett Packard Enterprise

George A. Schaefer, Jr. 2, 3 
Former Chairman and CEO,  
Fifth Third Bank

1 Chair of Board, 2 Independent Director, 3 Audit Committee, 4 Compensation Committee, 
5 Governance Committee; Information as of March 2019.

 
 
 
 
ANTHEM’S 2018 Annual Report 
Anthem’s 2018 Annual Report 

  52
  52

 AWARDS & CORPORATE RECOGNITION

America’s Best Employers
Forbes, 2015–2018

America’s Most  
JUST Companies Ranking
JUST Capital/Forbes, 2018

Best 50 Large Companies  
for Women
Comparably, 2018

Best Employers for Diversity
Forbes, 2018

Best Employers for  
New Graduates 2018
Forbes, 2018

Best Places for Disability Inclusion
Disability Equality Index (Founding Partner) 
  —Disability: IN,™ 2015–2018

Best Places to Work for  
LGBTQ Equality
Corporate Equality Index  
Human Rights Campaign, 2015–2018

Corporate Inclusion Index
Hispanic Association on Corporate  
Responsibility (HACR), 2011–2018

CSR Campaign of the Year Award
Ragan’s PR Daily, 2018

Diversity Best Practices  
Inclusion Index
Working Mother Research Institute,  
2017–2018

Dow Jones Sustainability Index
RobecoSAM, 2018

FTSE4Good Index
FTSE Russell, 2018

2018 Annual ReportANTHEM’S 2018 Annual Report 
Anthem’s 2018 Annual Report 

  53
  53

 AWARDS & CORPORATE RECOGNITION (CONT.)

Gold Standard Designation
CEO’s Roundtable on Cancer, 2013–2018

Gold Stevie® Award
Best Corporate Social Responsibility  
Program, 2015, 2018

Gold Stevie Award
Public Relations Campaign of the Year 
—Community Relations for  
Hands-Only CPR Campaign, 2018

Leading Disability Employer
National Organization on Disability,  
2017–2018

Military Friendly® Employers
MilitaryFriendly.com, 2010–2018

Outstanding Corporate Leader
Sustainability Roundtable, Inc., 2018

The Secretary’s Award for  
Public-Philanthropic  
U.S. Department of Housing  
and Urban Development, 2018s

Top 50 Companies for Diversity
DiversityInc Magazine, 2008–2018

• 

Top 125 Award
Training Magazine, 2016–2018

World’s Most Ethical Companies
The Ethisphere Institute, 2018

Design by Addison  www.addison.com

2018 Annual Report