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Embracing our responsibility for sustainable health careAetna Corporate Responsibility 2013www.aetna.com

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Integrity We do the right thing for the right reason.

Excellence We strive to deliver the highest quality and value possible through simple, easy and relevant solutions.

Caring We listen to and respect our customers and each other so we can act with insight, understanding and compassion.

Inspiration We inspire each other to explore ideas that can make the world a better place.

“We help people live healthier lives by putting the power of health in their hands. But this simplified description of what we do belies a comprehensive approach to sustainability that is helping us make an often dramatic difference in people’s lives. Bloomberg’s Civic 50 survey ranked Aetna fourth in 2012 among S&P 500 corporations for ‘improving the quality of life in communities where they do business.’ By helping to improve quality of life for Americans and people across the globe, we have built on our foundational strengths a solid path to a more sustainable future.”

— Mark Bertolini Chairman, CEO and President

Our values

Aetna is the brand name used for products and services provided by one or more of the Aetna group of subsidiary companies, including Aetna Life Insurance Company and its affiliates (Aetna).

At Aetna, we believe that being a leader means exercising ethical business principles and social responsibility in everything we do. Responsibility and integrity are woven into our corporate fabric.

As a leader in health care, we believe corporate responsibility starts with working to keep consumers healthy and protecting the long-term viability of our valued health care resources. It also means using our resources, and our influence with others, to make the world we live in a better place in varied and multiple ways.

Healthy living, responsibly

We want to help make being healthy easier. But we believe our responsibility is even broader, as we work hard to avoid waste in the system to help protect the sustainability of our important health care resources. We strive internally and externally to develop a healthier population with a broader sense of responsibility. Together, we are part of the solution. We do this by:

• Engaging people in their own health care by making health care simpler and easier to use

• Connecting people with valuable health information they can use

• Providing transparency in price and quality

Community involvement

Nothing speaks to our commitment to responsible leadership more visibly and resolutely than the activities of Aetna’s independent philanthropic arm, the Aetna Foundation. Founded in 1972, the Aetna Foundation is a national health foundation that promotes wellness, health and access to high-quality health care for everyone, while supporting the communities we serve. Since 1980, Aetna and the Aetna Foundation have awarded more than $427 million in grants, sponsorships and social investments.

Diversity at Aetna

By taking advantage of all aspects of our diversity, we better understand and meet the unique needs of the people we serve and empower people to live healthier lives. By being inclusive, we focus on how we relate to each other and demonstrate respect for different points of view, resulting in true innovation.

• In 2012, Aetna purchased more than $211 million in goods and services from traditionally underutilized suppliers.

• We are bringing our health benefits and related solutions to some of the fastest-growing segments in the United States.

Public policy leadership

We believe all Americans should have access to affordable, high-quality health care services. To help make our vision a reality, we are committed to transformation of the health care marketplace.

We are focused on full compliance with the Affordable Care Act (ACA) and helping our constituents understand and navigate the changing health care system. We also work daily to develop and implement innovations that are helping to drive improved quality and affordability in our health care system. In particular, we are:

• Leading the way to accountable care

• Developing a health information technology advantage

Environmental practices

Recycling and energy-use reduction programs have been a way of life for many years at Aetna-owned facilities. In recent years, our accelerated efforts have resulted in numerous milestones and distinctions, such as Leadership in Energy and Environmental Design (LEED®) recognition for our sustainable building practices.

• We have reduced electrical consumption by 14,237,167 kwh since 2010, enough to power 1,504 homes for a full year.

• From 2010 through 2012, we produced 760,358 kwh of electricity from renewable energy sources.

Corporate governance

Aetna’s reputation, one of the company’s most valuable assets, relies on sound corporate governance policies, which are publicly available on our website. We share documents — our Code of Conduct and our Corporate Governing Guidelines — with our key stakeholders. In doing so, we help ensure our commitment to excellence, integrity and accountability.

Executive summary

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Healthy living, responsibly

As a health care company, we believe nothing is more important than helping people stay healthy. We want to make being healthy easier. But we believe our responsibility is even broader, as we work hard to avoid waste in the system to help protect our important health care resources. Spiraling costs threaten the long-term sustainability of our health care system, and studies have shown as much as one-third of these costs are the result of waste in the system.

We are focused on helping to develop a healthier population with a broader sense of responsibility toward the consumption of our valued resources. We are developing new and unique ways to help our employees and members take charge of their own health and be part of the solution. To that end, we are focused on the whole person — mind and body.

Transparency and responsibility

We provide our members with meaningful information that helps them make value-based health care decisions and be responsible health care consumers. We led the way in the past decade to greater transparency for consumers in health care quality and pricing, and we continue to make new levels of transparency possible through innovation.

For example, the Member Payment Estimator gives members a more complete, personalized picture of the costs for their medical services. It provides real-time out-of-pocket cost estimates based on a member’s personal benefits plan.

Our research has shown that after members used Member Payment Estimator to obtain cost estimates on one of more than 30 commonly selected health care services, they chose the provider whose out-of-pocket cost estimate was, on average, $170 lower than the average of the estimates they received. It is one of Aetna’s most popular member tools, receiving more than 100,000 hits per month as of mid-2013.

The Member Payment Estimator provides cost estimates and cost comparisons for more than 550 commonly used non-emergency in-network health services. It will display up to 10 cost estimates at a time for the selected procedure in a geographic area, which can help make members more aware of the cost differences among different health care providers.

Connecting people with valuable health information

We pull together health care system information — often disconnected in the past — to help health care professionals and patients to make informed decisions that can result in better outcomes for patients.

• Evidence-based applications and clinical decision-support tools find potential gaps in care and help eliminate redundancy and waste. As a result, more than 17.6 million Care ConsiderationSM alerts were delivered in 2011, reducing medical errors and improving the quality of care.

• Health has lagged other industries in delivering convenient technology solutions to consumers, but our free CarePass® digital health and wellness platform is changing that. CarePass helps you set meaningful health goals and guides you to apps that can help you track and achieve those goals.

• Our enhanced version of the popular iTriage® app lets you access and harness health care information in a more efficient and personalized way. One of the most popular health and fitness apps with nearly 10 million downloads, iTriage allows app users to research their symptoms, find a medical provider that best serves their need and book an appointment — all from their smartphones.

Helping patients with chronic or serious illnesses

Our nurses and doctors become part of a member’s care team. Working with providers, our clinicians use their combined clinical and health plan expertise to help guide you physically, emotionally and financially through health crises and ongoing care.

• We help patients and families navigate some of the toughest issues that can occur in a person’s life — major emergencies and trauma.

• We find and identify at-risk members before they undergo a significant health event. Nurse advocates help them achieve better health through best-in-class care management. We provide expert case management and disease management programs for chronic heart failure, diabetes and 32 other debilitating diseases in an interdisciplinary way.

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• We have “embedded” many of our nurse case managers in the offices of health care providers who support Aetna’s Medicare Advantage members. This collaborative approach has been shown to help improve the quality of care and lower costs for Aetna Medicare Advantage members. The program was recognized with a 2013 Case In Point Platinum Award.

• In 2013, we launched a new program to help you improve the way you live with various health conditions. PatientsLikeMe provides information and resources to help you learn more about specific health conditions and learn from others who have similar experiences.

We help our members put all of the available tools and information to work for them by making health care easier to use and understand. By making health care simpler, we help people stay healthier.

Emergency responsiveness

When weather disasters and other tragic situations strike, Aetna responds quickly, when warranted, with policy modifications to help members get the care they need under difficult circumstances. We also open up our employee assistance programs (EAPs) to affected members, nationally and internationally, even when employers have not purchased an EAP product.

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Philanthropy: seeking solutions to improve health

At Aetna, we believe in the power of strategic philanthropy to get at the root causes of many of today’s most pressing health issues. By understanding the factors that lead to poor health and lack of access to health care, we can find the answers that make a real difference in improving people’s well-being. Our independent philanthropic arm, the Aetna Foundation, addresses the needs of people most at risk for poor health or chronic conditions — low-income, underserved or minority populations.

Since 1980, Aetna and the Aetna Foundation have awarded more than $427 million in grants and sponsorships to nonprofit organizations.

Promoting wellness, health and access to high-quality care

Focused on increasing wellness and reducing health disparities, we gave more than $14.6 million to nonprofit organizations in 2012. Grants were awarded to tackle poor nutrition and increase physical activity. Our funding also confronts the shortage of primary care physicians and helps find new ways to fix the fragmented delivery of health care, issues that disproportionately impact low-income and minority communities.

In 2012, Aetna employees, retirees and directors increased their personal charitable giving by nearly 25 percent, donating $6.8 million through the company’s matching gift program. Employee contributions were further enhanced through volunteer efforts — more than 380,000 hours of personal time and commitment.

Addressing critical health issues: philanthropy’s role

A focus on wellnessPoor diet and sedentary lifestyles are major forces behind today’s rise in chronic health conditions and obesity-related diseases. Yet, changing behavior to improve health is difficult for most people to achieve on their own, especially in low-income neighborhoods where the availability of fresh produce or safe places to exercise often is limited. That’s why we support local efforts to bring people together on a path to healthier living by making nutritious food and physical activity more affordable and accessible.

Recent grants include:

• The U.S. Soccer Foundation, to expand its free after-school fitness, nutrition and stress-reduction program to 2,500 kids from low-income communities in Detroit, Houston and Washington, DC

• The Committee for Hispanic Children and Families, to support its healthy meal planning and dance classes for Latino families in the Bronx

• The Supportive Older Women’s Network, to support its family-oriented healthy eating and exercise program to grandparent-headed families in a primarily African American community in Philadelphia

• Food Corps, to expand its in-school nutrition education, gardening and healthy living program to young students from Navajo, Apache and Tohono O’odham reservation communities in Arizona

Diversifying the next generation of health care providers Despite the growing diversity of the U.S. population, only 6 percent of doctors are African American, Hispanic or American Indian. People from these minority groups suffer higher rates of diabetes, hypertension and other chronic diseases and are less likely to have a regular doctor and access to quality health care. The looming shortage of primary care physicians threatens to make matters worse. That’s why we are working to diversify the next generation of health care professionals to support high-quality health care for all population groups.

Recent grants include:

• Tour for Diversity in Medicine, to conduct workshops at universities and community colleges to help minority students plan for careers in medicine or dentistry and address the health-equity gap faced by at-risk populations

• National Medical Fellowships, to provide scholarships to medical students from underrepresented minority groups who have committed to practice medicine in medically underserved communities and are distinguished by their community service and leadership potential

• The Four Directions Summer Research Program, to provide eight-week summer research experience at Brigham and Women’s Hospital and Harvard Medical School for American Indian and Alaska Native college students and to support their future careers in the health care professions

• The AcademyHealth/Aetna Foundation Minority Scholars Program, to provide professional development for graduate students and post-doctoral fellows from underrepresented groups who show leadership potential in the research fields of health care services and health disparities

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Training for 21st century health careIn the post-reform landscape, health care providers need to adapt to a rapidly changing health care system that aims to improve patient outcomes, improve population health and contain rising costs. We are supporting innovative ways to train young doctors and expand the ranks of community-outreach health workers as the practice of medicine shifts to emphasize prevention and health maintenance over episodic treatment.

Recent grants include:

• Camden Coalition of Healthcare Providers in New Jersey, to establish a new fellowship program to train primary care doctors in using sophisticated data analysis to identify high-cost, high-needs patients and to create interdisciplinary teams to improve patient care

• The Institute of Medicine of the National Academies, for its study of ways to redesign medical residency programs to better prepare young doctors for the demands of patient-centered primary care, team-based medicine and health information technology

• Women’s Community Clinic in San Francisco, to train young women from a largely African American community as health care workers in women’s health and prenatal care

• Hispanic Federation, to train Latino teenagers in the science of community mapping, on-the-street interviews and data analysis, to determine the environmental factors in their predominately Hispanic Brooklyn neighborhood that can influence improved health and wellness in their community

Volunteerism: a culture of caring

Our employees are hard at work volunteering in their local communities and supporting important outreach initiatives across the nation. We currently have 54 active Aetna Volunteer Councils in 46 cities, representing 6,000 Aetna employees, as well as countless national partnerships. Our employees logged 380,000 volunteer hours in 2012 and are reaching new populations every day.

To learn more about our grant programs, and how our grantees are enhancing communities and advancing quality health care, visit www.aetnafoundation.org.

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At Aetna, we believe diversity and inclusion are both fundamental values and provide us with a strategic competitive advantage. By leveraging all dimensions of our diversity, we better understand and meet the unique needs of the people we serve, and empower people to live healthier lives. By being inclusive, we draw out different points of view that result in a broader and deeper collective wisdom — and true innovation.

Aetna’s diversity and inclusion imperatives

We are deliberately focused on diversity and inclusion as an organizational priority in order to drive business results. We do this by:

• Building a diverse and agile workforce by focusing on recruitment, development, advancement and retention of talent at all levels of the organization

• Creating an inclusive workplace that encourages full engagement, so our employees do their best work in providing quality service and value

• Providing enterprise-wide and department-specific diversity and inclusion education

This education is integrated into executive, supervisory and employee learning, as well as enhancing cultural competencies for Sales, Patient Management and Customer Service areas.

Workforce and workplace diversity and inclusion

In the workplace, we have nurtured an inclusive mindset that values all dimensions of diversity. As a way to better understand both our employees and our external constituents, we continue to strategically integrate diversity and inclusion into processes and practices. This has helped us attract, develop, advance and retain talented employees from every segment of society, broadening Aetna’s viewpoint of the world.

Recruitment and retention

Our focus on diversity and inclusion differentiates Aetna both as an employer of choice and as an industry leader. We have refined our strategy to compete in a highly competitive environment and to position Aetna for long-term success by: achieving deep integration across employee segments; increasing targeted communication to employees, customers and other key constituents; and increasing focus on developing individual, leadership and organizational competencies.

We recruit and employ local talent across much of the globe, including in the United Kingdom, Ireland, Asia and the Middle East. This enables us to better understand local cultures and the unique environments where our members live and work.

Our recruitment and retention strategies aim to attract and retain highly motivated and talented individuals, including traditionally underrepresented groups, such as people of color, veterans and people with disabilities. We also seek to meet the unique needs of a multigenerational workforce. Employees have a number of opportunities through which they can learn more about the impact of diversity and inclusion in the workplace and the marketplace:

• Web-based and instructor-led training that raises employee awareness of diversity and inclusion and builds the necessary skills to create an inclusive environment

• Cultural competency training for our health care professionals to increase awareness and improve the way we support members

• Leadership development programs that focus on identifying emerging talent

• Membership in employee resource groups, or ERGs, which facilitate professional development and leadership opportunities and allow employees to share insights and influence business strategy

We have received wide recognition related to diversity and inclusion, ranging from the Human Rights Campaign Foundation to DiversityInc and the National Association for Female Executives (see page 15).

Diversity and inclusion at Aetna

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Supplier diversity

At Aetna, we take every opportunity to be inclusive in our sourcing activities. We recognize that by integrating traditionally underutilized suppliers into our supply base, we gain access to suppliers that provide greater flexibility and speed to market. Traditionally underutilized suppliers also remain competitively priced and offer the same level of quality as their larger competitors.

Aetna’s Supplier Diversity Program plays an important role in our ability to successfully compete for and win business. Aetna values the innovation that inclusion brings by drawing on perspectives of a wide variety of people and backgrounds. As such, Supplier Diversity has become an important component of our enterprise business strategy, and we remain focused on increasing our purchasing and business relationships with traditionally underutilized suppliers.

• In 2012, Aetna purchased more than $211 million in goods and services from traditionally underutilized suppliers, through either first- or second-tier relationships.

• Aetna annually supports and participates in both national and local industry organizations, including: the National Minority Supplier Development Council, Greater New England Minority Supplier Development Council, Women’s Business Enterprise National Council, Women Presidents’ Educational Organization (NY and DC chapters) and National Gay and Lesbian Chamber of Commerce.

• We use an online, self-registration tool to give prospective traditionally underutilized suppliers an opportunity to promote their product and/or service offerings: www.aetna.com/about/aetna/sd/

Supplier Diversity is an important component of the Transformation of Talent & Culture metric on the Aetna Inc. scorecard. Each year we establish an enterprise Supplier Diversity target that represents our total diversity spend as a percentage of total controllable spend. Our progress toward achieving this target is monitored quarterly by the executive leadership team and is directly tied to executive compensation.

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Community relations and urban marketing

We care about people’s health. We champion local efforts that make a positive difference in the lives of others, forming long-term partnerships and making the most of Aetna’s investment dollars to support the health of communities where our customers and their families live and work.

In The Civic 50 ranking in 2012 — the first comprehensive ranking of S&P companies working to improve the quality of life in the communities where they do business — we finished fourth in the nation. That’s strong testimony to how profoundly we are making a difference every day.

To that end, our Community Relations and Urban Marketing group focuses on grassroots strategies that better address the needs of a changing marketplace. We are bringing our health and related benefits to some of the fastest growing segments in the United States.

Maintaining strong internal and external relationships, we act as a catalyst for change with our strong community presence. We do this by supporting community events, working with community leaders and organizations, helping employers manage their changing workforce, and working with brokers and providers to support their business objectives. Some examples of the difference we made in 2012 include:

• Fueled by a grant from Aetna, the National Council of Churches is developing a project, “Due Season,” to create a free toolkit to help eliminate racial disparities in maternal health across the country.

• “Camp Challenge Rides” are a major source of funding for The Hole in the Wall Gang Camps. We helped raise $250,000 for the camp, and Team Aetna — 125 cyclists who participated in the Challenge Ride — raised an additional $20,000. There are six camps across the nation.

• We are addressing the unique access needs of the Hispanic business community by offering Aetna Individual products to members of the U.S. Hispanic Chamber of Commerce (USHCC).

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Public policy leadership

We believe all Americans should have access to affordable, high-quality health care services. To help make our vision a reality, we are committed to transformation of the health care marketplace.

With the adoption of the ACA in 2010, we are focused on full compliance with the law and helping our constituents understand and navigate the changing health care system. But health care reform legislation is only part of the picture. We work daily to develop and implement innovations that are helping to drive improved quality and affordability in our health care system.

Leading the way to accountable care

We need to recognize that the ACA does not do enough to address affordability and quality. Health care costs currently consume 17.9 percent of the gross domestic product (GDP) and are expected to grow to 19.8 percent by 2020. We also continue to see upward of $750 billion a year in health care costs wasted.

We have adopted a multifaceted approach to help hold down rising health care costs and improve quality. A significant piece of this strategy is a collaborative approach to health care delivery managed by our Accountable Care Solutions business. We believe accountable care organizations (ACOs), where health care providers are rewarded for helping people get and stay healthy, are a key part of improving health care delivery by reforming our payment system to focus on quality over quantity.

Research released in 2012 shows our approach is working. In a collaboration between Aetna and NovaHealth, an independent physician association based in Portland, ME, Medicare Advantage patients had 50 percent fewer inpatient hospital days, 45 percent fewer hospital admissions and 56 percent fewer hospital readmissions. In addition, 99 percent of these members visited their doctors for preventive and follow-up care. Costs were 16.5 to 33 percent lower than for Medicare members not cared for by NovaHealth.

Driving quality with health information technology

Any comprehensive approach to health care reform must include broad-based, effective use of health information technology (HIT). We connect digital solutions such as iTriage and its consumer health platform — called CarePass — to personalize and improve the consumer experience. iTriage’s free consumer health care app has been downloaded nearly 10 million times, with 50 million uses each year by consumers to research symptoms, find a medical provider who meets their personal needs, share information and manage their whole health from one secure sign-on.

Healthagen, an Aetna company that serves providers, payers, employers and consumers, brings together a wide range of payer-neutral population health management solutions and HIT capabilities. Healthagen solutions are designed to improve quality, control costs and engage consumers in their health care.

HIT also makes data usable. Making patient data more visible to physicians helps them make better decisions for their patients. For example, our ActiveHealth Management® CareEngine® clinical decision support system identifies gaps in care, medical errors and quality concerns and then engages and empowers physicians and members.

Getting health care reform right

As we work to bring needed innovations to the health care marketplace, we also continue to build on our long track record of working with legislators and regulators to bring about meaningful health care legislation and workable regulations.

We will continue to work with other business leaders, members of Congress and the White House, and public policy leaders to build bipartisan support for solutions to not only our health care challenges but also to such critical issues as the national debt. We believe, for example, it is vital that we work to help prevent to the potential collapse of the health care safety net. We want Medicare, Medicaid and Social Security preserved for future generations, and that means we will continue to advocate solutions based on a long-term view of how best to move these critically important programs forward.

We need to come together as a nation to tackle these problems. We recognize our responsibility as a leader in health care to be a significant part of the solution.

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As a company long focused on leadership in corporate responsibility, Aetna is committed to fulfilling the goals outlined in our environmental policy statement by further reducing our carbon footprint. This significant commitment of resources has generated award-winning initiatives that have helped us earn recognition as a company committed to protecting our most valued resources.

Renewable energy

We recognize the importance of decreasing our reliance on fossil fuels as part of our broad strategy to operate more efficiently and reduce carbon dioxide emissions. In 2013, we completed our second major solar panel installation at an Aetna-owned facility, doubling the amount of clean energy we produce.

From 2010 through 2012, we produced 760,358 kwh of electricity from renewable energy sources.

Energy use reduction

We understand and embrace our responsibility to optimize our energy performance and reduce our demand on local and regional energy systems. We have a diverse strategy of energy-saving techniques.

• Aetna has reduced its electrical consumption by 14,237,167 kwh since 2010, enough to power 1,504 homes for a full year.

• Aetna’s Green Data Center Program has turned annual increases in power consumption into energy decreases, reducing data center energy consumption 4.4 percent from 2010 to 2011 and 6.3 percent from 2011 to 2012.

• All Aetna-owned facilities use the U.S. Environmental Protection Agency (EPA)’s Energy Star Portfolio Manager Program, allowing better monitoring of ongoing energy consumption. Aetna also has leased 22 (as of late 2012) Energy Star-labeled facilities across the country.

Building performance

To the greatest extent practical, we use sustainable building practices for any building renovation and new construction work on Aetna properties. In 2006, Aetna launched a multi-year construction project to upgrade the Hartford campus and make new strides in environmental leadership.

• Early in 2012, Aetna earned LEED Silver Certification for the two-year long renovation of the Atrium building in Hartford, and in 2009 for the Aetna Customer Center.

• Aetna does business from 11 (as of late 2012) LEED-certified buildings across the country, including owned and leased properties.

Water use efficiency

We implemented a project in 2006 to upgrade water fixtures throughout our Hartford campus to reduce overall water consumption. Water delivery, just like heating, requires large amounts of energy. By 2010, water consumption had been reduced 48 percent.

Conservation efforts

We encourage our employees to be a part of our efforts to conserve our precious resources. We facilitate carpooling and telecommuting to help reduce commuter traffic and the pollutants it generates. Teleworkers are reducing Aetna’s carbon footprint by preventing more than 79 million miles of driving per year, which saves more than 3.3 million gallons of gas and reduces carbon dioxide emissions by more than 29,000 metric tons per year.

Our conservation efforts also include numerous recycling programs and programs aimed at reducing the use of paper.

• Aetna is using environmentally friendly paper for the printing of marketing materials, an effort that in 2012 helped save 302 tons of paper and, as a result, saved 871 million BTUs of energy, 167,091 lbs of greenhouse gases, 906,229 gallons of waste water and 60,664 lbs of solid waste.

• From 2009 to 2012, we increased the percentage of waste recycled and diverted from landfills, from 29.6 percent to 36.1 percent.

• Aetna has recycled fluorescent lightbulbs since 1994, long before it was required.

• At Aetna-owned facilities, we recycle paper, cardboard, glass and plastic bottles — recycling an estimated 191 tons per month.

Collaborating with suppliers to achieve sustainability

In 2010, we introduced our key suppliers to our supplier relationship management program, which measures suppliers’ engagement and proficiency levels in a broad range of business practices that contribute to long-term viability and environmental sustainability. We discuss with each supplier opportunities for further development of sustainability practices. In some cases, an action plan is formulated.

By year-end 2011, we found that nearly 70 percent of enrolled suppliers exceeded expectations, and six achieved perfect scores. We found across the board that supplier performance has improved.

Environmental sustainability

Our reputation for excellence and integrity is one of our most valuable assets. We have earned this reputation by delivering quality products and services and by adhering to the highest standards of business conduct. Our board of directors and company management believe that sound corporate governance principles help ensure that our standards of excellence, integrity, inspiration and caring are applied to all aspects of our operations.

We have embraced the principles behind the Sarbanes-Oxley Act of 2002, as well as the governance rules for companies listed on the New York Stock Exchange. We also have implemented governance changes in compliance with the requirements of the Wall Street Reform and Consumer Protection Act (the “Dodd-Frank Act”). These principles and requirements are reflected in the structure and composition of our board of directors, our committee charters and our corporate governance policies. They are reinforced through Aetna’s Code of Conduct, which applies to every employee and director, and they inform how we engage with all of our stakeholders.

We believe that our corporate governance policies, principles and practices are good for our business, our industry, the competitive marketplace and for all of those who place their trust in us.

The site can be accessed by clicking “About Us” then “Investor Information” on www.aetna.com.

Corporate governance

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• Aetna was named a 2013 Computerworld Honors Laureate for its Sustainable Data Center and Technology initiative. The Computerworld Honors program recognizes visionary applications of information technology to drive business and social change.

• Aetna was named a winner of the inaugural CSO40 Awards in 2013 for its international governance, risk and compliance program, ensuring compliance with in-country security and privacy rules around the world.

• Aetna was ranked 4th in The Civic 50 survey of America’s most community-minded companies for 2012. Conducted by the National Conference on Citizenship and Points of Life in partnership with Bloomberg L.P., the survey recognizes organizations that best use their time, talent and resources to help improve the quality of life in the communities where they do business.

• Aetna was one of eight organizations to be recognized in 2012 by the Department of Health and Human Services (HHS), together with the White House Business Council and the National Business Group on Health, for its commitment to improving health care equality.

• Aetna received a 2011 Platinum Award as “Best Employer for Healthy Lifestyles” from the National Business Group on Health. Aetna is one of four dozen U.S. employers honored for their ongoing commitment to promoting healthy work environments and encouraging workers to live healthier lifestyles.

• Aetna was named a 2011 International Data Group InfoWorld Green 15 Awards winner for eliminating paper from the contracting process for health care professionals. Aetna is the first health insurer to offer electronic contract processing to doctors, hospitals and other health care facilities.

• Aetna in 2011 was awarded the National Business Group on Health ‘s inaugural “Award for Innovation in Reducing Health Care Disparities.” Aetna was among six organizations recognized for their commitment to racial and ethnic equality in health care and outstanding support for a culturally diverse workforce.

• The Human Rights Campaign Foundation (HRC) named Aetna to its 2013 list of Best Places to Work for lesbian, gay, bisexual and transgender (LGBT) employees. The list includes all companies that achieved a perfect score on the 2013 Corporate Equality Index. Aetna has earned this designation every year since the index was introduced in 2002.

• DiversityInc named Aetna to its 2013 list of Top 50 Companies for Diversity® for the fifth straight year.

• The National Association for Female Executives recognized Aetna as one of the 2013 Top 50 Companies for Executive Women for leading the nation in their commitment to women in leadership.

• Black Enterprise magazine named Aetna to its 2012 list of the 40 Best Companies for Diversity.

• DiversityComm Inc.’s U.S. Veterans Magazine named Aetna to its Top 100 Veteran-Friendly Companies list for 2012.

• The Minority Corporate Counsel Association (MCCA) named Aetna as its 2013 Employer of Choice Award winner for the Northeast Region.

• The U.S. Chamber of Commerce’s Center for Women in Business recognized Aetna in a 2013 report, “Advancing Women to the Top: How the Best Do It.” The report highlights the best practices of U.S. companies in achieving gender diversity at the executive level and among their boards of directors.

Awards and recognitions

www.aetna.com

©2013 Aetna Inc. 31.03.375.1 C (9/13)