b'N 0 2 T R O E A R L A U N 21 P BUILDING THEFOUNDATIONAs we began the journey of creating a diversity, equity and inclusion (DEI) strategy, we knew that in order for us to really move forward, we had to determine our current state. It was important that we had multiple ways for employees to voice their opinions. We were fortunate enough to get feedback from over 3,500 employees through surveys, focus groups and one-on-one interviews. After assessing the feedback, we created an analysis of our strengths, weaknesses, opportunities and threats (SWOT) to help us determine where to focus. The SWOT led us to the following DEI strategic priorities to help guide our way forward. Strategic Integration: Hardwiring DEI into everything we do and reviewing our policies, programs, decision-making through an equity lens, looking for bias, discrimination, health care inequities and exclusion practices. People Strategy: Embedding DEI throughout our talent processes forattracting and retaining talent and building our brand internally and externally.Strategic Leadership: Accountability and ownership at every level. We must provide the necessary learning and tools and then hold people accountable. Social Responsibility: Continuing to add economic value to our communitieswill be a differentiator.Awareness and Communication: Sharing our DEI story and efforts consistently, broadly and transparently. The strategy was developed based on employee feedback, leading practices, research and data, and is also built upon our brand promise of being righthere with everyone we serve. We can only uphold that promise when weembrace uniqueness, commit to fair treatment and create an environmentof respect and belonging.To help create more intentional focus for our diversity, equity and inclusion efforts, Cone Health conducted listening tours and surveyed team members to learn what theyviewed as Cone Healths strengths,weaknesses, opportunities and threats.3'