Providence.St. Joseph.Health Brand Unification: Walking Deck for Leaders

1. Providence St. Joseph Health Brand Unification: Walking Deck for Leaders Sept. 6, 2019 1

2. Brand Unification | Purpose of these materials • To share the upcoming changes that will build on our successful heritage and legacies, build brand equity for the future and ease the way for our caregivers and communities • Provide an overview of the timing, messaging and support that will be provided to the teams and caregivers that will directly (and indirectly) experience changes • Give context to what you will see and experience in your region / part of the organization 2

3. REFLECTION 3

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5. BRAND UNIFICATION – LEADERSHIP MESSAGING SUMMARY 5

6. Leader Messaging Guide | Brand Unification – our Catholic Ministries • St. Joseph Health and Providence Health & Services became one organization in 2016 because we knew we could do more for our communities together than on our own. At that point, we adopted the name Providence St. Joseph Health for the parent organization. • Our first act of unity was developing a shared statement of Mission, vision, values and promise to honor the past while articulating a new way to express who we are and what we stand for, together. • After months of careful deliberation, our Sponsors and Board have unanimously agreed to unify our Catholic ministries around a common brand: the St. Joseph Health cross and the word Providence. • Over time, we will work with our other-than-Catholic partners to determine how best to preserve and strengthen their brands while clearly indicating they are part of our diverse network of care. Context Our health care environment is more challenging than it has ever been. We are successfully strengthening the Mission despite diminishing reimbursements while caring for an older and sicker population and a growing number of under or uninsured individuals. At the same time, consumers are demanding simplified access, and for-profit companies are aggressively pursuing commercially covered patients. A unified brand is essential for us to continue to thrive in this environment. A unified brand will: 1. Make it easier to recognize which ministries and partners are part of our comprehensive network of care. 2. Tie our clinical work together and help us tell our safety and quality story. 3. Help us recruit the biggest hearts and best minds into our organization. 4. Allow us to be more effective advocates for value-based health care reform and a stronger voice for those who are poor and vulnerable. Where we are going and why now • The decision is to move to a meaningful logo and word: the St. Joseph Health cross and the word Providence. Both elements are deeply rooted in our heritages. • The local hospital names will be retained. We will add the new brand, the St. Joseph Health cross and the word Providence, to the hospitals so that patients and consumers understand our comprehensive and diverse network of care. • The legal name of our parent organization will not change. On system office signage in Renton and Irvine, contracts and other legal documents, it will remain Providence St. Joseph Health. • Some caregivers throughout the organization will experience this as a loss. The process to reach this decision included an ethical discernment and included careful and compassionate consideration of how the brand decision will impact all of our communities of concern. What this means • We have established a brand governance council, led by Mike Butler, as well as work streams to lead, plan and implement the transition. • The brand will roll out one region at a time over three years, starting in Southern California in early 2020, where we currently operate under several different names. Other regions will roll out (schedule currently in development) at different times through 2023. • Each region will be deeply engaged in the planning and implementation of the roll out. Building our brand and equity 6

7. BRAND UNIFICATION – THE CASE FOR CHANGE 7

8. We have many successful brands across our family of organizations

9. While our collective brands are an asset, fragmentation is a missed opportunity to support our communities – Current state Case study: A year in the life of Mary, a 30-year-old mom with 5-year-old son and an aging parent, from Torrance, CA September Has flu symptoms while visiting her cousin in Newport Beach, CA. May Takes her mom to a John Wayne Caner Institute physician located at Providence Saint John’s Health Center after her mom found a lump in her breast. February Son has injury at a soccer game in Fullerton. Goes to Express Care for diagnosis and medication. Goes to St Jude Medical Center emergency room for diagnosis and treatment. October Open Enrollment at Mary’s company With an ailing mother, a young child and 2nd baby on the way, Mary wants to ensure that her entire family will get coordinated health care in a simplified manner that fits their busy lifestyle, so she decides to enroll in Kaiser. July Joins her mom, who lives in Irvine, on a series of diagnosis and treatment appointments at Leonard Cancer Institution located at St Joseph Health Mission Hospital. April Finds out she is pregnant. Searches for OB – selects a PMA physician – doesn’t know where the physician delivers babies. What if … 1. … we could build awareness that all these organizations are connected together, generating credibility and loyalty to the Providence brand across all touch points? 2. … we could create a common brand experience and a seamless digital journey? 9

10. While our collective brands are an asset, fragmentation is a missed opportunity to support our communities – The future Case study: A year in the life of Mary, a 30-year old mom with 5-year old son and an aging parent, from Torrance, CA Saint John’s Health Center* St. Jude Medical Center* September Has flu symptoms while visiting her cousin in Newport Beach, CA. February Son has injury at a soccer game in Fullerton. May Takes her mom to a John Wayne Cancer Institute physician located at Providence Saint John’s Health Center after her mom found a lump in her breast. *Illustration only. None of the marks shown on this page are final approaches. Goes to Providence Express Care for diagnosis and medication. Goes to St. Jude Medical Center emergency room for diagnosis and treatment. October Open Enrollment at Mary’s company With an ailing mother, a young child and baby on the way, Mary knows that her entire family will get coordinated health care in a simplified manner that fits their busy lifestyle with the Providence family of health centers. April Finds out she is pregnant. Searches for OB – selects a PMI physician – doesn’t know where the physician delivers babies. July Joins her mom, who lives in Irvine, on a series of diagnosis and treatment appointments at the Leonard Cancer Institute located at Mission Hospital, part of the Providence family. Mission Hospital* Medical Institute* What if … 1. … we could build awareness that all these organizations are connected together, generating credibility and loyalty to the Providence brand across all touch points? 2. … we could create a common brand experience and a seamless digital journey? 10

11. We have an opportunity and a need to increase our presence and connection Loss of web traffic over the last two years in SoCal as our ministries continue to struggle against unified branded systems 7 high-level consumer brands 100s of separate identities and logos 20%+ 100s of identities Our share of voice is low and declining, especially in comparison to our competitors (e.g. Kaiser Permanente at 36%) # of SoCal websites that share our services 14 5% share of voice Although brand equity is strong locally, we aren’t ready to compete with national giants, despite our size. We could be #1-2 nationally 151 # of Facebook handles (Mayo has 1) 11

12. Over the last 18 months, we took an intentional and thoughtful approach to determine a brand that will bring us and our story together THE PATH FORWARD 4 EXPLORE THE POSSIBILITIES CAREFUL CONSIDERATION Our Sponsors and Board unanimously decided to move to a common brand that patients and consumers can easily identify 2 3 One that reflects our Catholic identity and helps us flourish for the future Currently our ministries and organizations go by many different names Our board, sponsors and senior leaders carefully evaluated this question over several months COMING TOGETHER 1 At the same time, we are committed to honoring and strengthening our diverse heritages internally and externally Examined whether and how to unify around a common brand The process included a multi- day discernment by our sponsors Our first act of unity was to develop a statement of shared Mission, Vision, Values and Promise 12 2016 2019 MAR APR MAY JUN JUL AUG

13. Bringing our brands more closely together will produce many benefits It will enable us to tie our clinical work together and help us tell our safety and quality story. It will be easier to recognize which ministries and partners are part of our comprehensive network of care. • • Our clinical institutes are a vital part of how we serve our communities. Collectively, we have results that are among the leaders in clinical areas such as cardio, but limited ability to tell that story today. • We have one of the most extensive networks of care across many parts of the continuum. We continue to expand our presence in each region we serve, including ambulatory and other parts of the continuum as we broaden our network of care and better connect our physician community. An identifiable brand will build credibility and loyalty across all touch points. • • It will help us recruit the biggest hearts and best minds. By telling our story as a connected brand, we can attract the hearts and minds … • … of future caregivers into our organization • We fill over 30,000 positions annually across our system. • Our Talent Acquisition team tells our story at award winning levels. • And yet we are 3rdin our competitive set on LinkedIn. • … of donors to support our philanthropic pursuits! • Annually, we raise over $250M across our system and ministries. • We are in the top quartile of fund-raisers among similarly- sized organizations. • But there is still room to connect more deeply with our donors – several peer organizations already do so, supported by their brand. What if we could be #1? It will allow us to be more effective advocates for value-based health care reform and a stronger voice for those who are poor and vulnerable. • Future advocacy will be done under a well-known and trusted consumer- facing brand, giving us even more visibility and credibility as we advocate for value-based health reform and access and coverage for all. Current campaigns, including Many Faces of Medicaid and Housing is Health, will reach more people. Our voice on social justice issues, including immigration, human trafficking and the environment, will be more compelling and effective. • • 11/18/2019 13

14. INTRODUCING OUR BRAND 14

15. We will unify our brands Catholic ministries Notes: • The St. Joseph Health cross, font and colors, and the word Providence will be adopted as the unified, community-facing brand. Our unified brands will not change our legal name or the employer a caregiver works for. Local hospital names will not change. Other-than-Catholic partners (including Swedish Health Services, Kadlec Regional Medical Center, Pacific Medical Centers, Covenant Health and Hoag) • The health system will preserve and strengthen the brands of our other-than-Catholic partners. • Over time, we intend to create an association for each other-than-Catholic partnerwith the new unifyingbrand by way of an endorsement line. By doing this, our patients and consumers will be able to understand our comprehensive and diverse network of care. • The details of the brand strategy and how it will be applied is being developed in partnership with local leadership and other key stakeholders, including governance, legal, mission and ethics. 15

16. A meaningful logo and word, deeply rooted in our heritage Both the new logo and word reflect our heritage in a profound way: • The logo roots the brand in the heritage of the Sisters of St. Joseph of Orange. The word Providence roots the brandin the heritage of the Sisters of Providence. • The four equal arms in the cross speak to the dignity of each person and the love of neighbor without distinction. In it is embedded a stylized version of the cross of the Sisters of St. Joseph of Orange, binding the healing ministry with the Congregation and St. Joseph, the patron of the sick. • The word Providence means the protective care of God or of nature as a spiritual power. It is watchful over the needs of all and emphasizes that God loves each person and creation infinitely. It calls us to be involved with the created universe and the people who inhabit it, especially those most vulnerable. Additionally, the word “Providence” has deep meaning for the Sisters of St. Joseph of Orange. In a letter to her Congregation at the beginning of her service as General Superior, Mother Louis acknowledged that she was overwhelmed by her call to leadership. “Gradually, however, I felt the power of your prayers, and the courage to carry on in the path of my worthy predecessors began to rise in my soul. The beginning, then, made possible by prayer and good will seems to point out the way Providence is marking out to us,” Mother Louis wrote. 16

17. A single set of principles will guide us through implementation and as we live into the brand The work we do is not about a change of signs but a sign of change. We celebrate and stand upon the shoulders of those who came before us, and we strengthen that legacy through our future focused consumer orientation. Celebrate and build upon our legacy Great brands are not confused, and therefore, not confusing. We will relentlessly adhere to a simple brand architecture and voice, not seeking exceptions for expediency, practicality and individuality. We know who we are and we will tell our compelling story. Seek simplicity and focus Our brand is our identity. It's who we are and what we stand for - how we care for dear neighbors and create sacred encounters, how we operate as an organization with our programs and structures, how we connect with the hearts and minds of our caregivers and consumers through experiences inside and outside of our walls, and how we partner with our patients in their journey of life and well-being. Create depth and connection through our actions 17 11/18/2019

18. As we implement our brand, we are committed to both preserving and celebrating our heritage and legacy A representative Task Force has been formed to identify Heritage and Legacy practices • Sponsor: Dougal Hewitt, EVP Chief Mission Officer • Chair: Nancy Jordan, Heritage, NorCal • Chair: Kelly Schmidt, Oregon • Andrew Arai, Mission Innovation • Ronald Galt, Alaska • Holly LaFebre, Texas • Nathan Lammers, Comms • Greg Lyle-Newton, Comms • Paul E Makarewicz, SoCal • Becky Nappi, WAMT • Rosie Perez, Physician Enterprise • Karen Summers, HCC • Sisters will be added from both congregations. Practices to be celebrated To be commonly practiced ministry-wide: • Feast days of St. Joseph & Emilie Gamelin • Values in Action • Missioning of chief executives • Pilgrimages to France and Montreal • A unified heritage story To continue to be celebrated at local ministries: • Heritage stories of local founders • Local Pilgrimages (e.g. Eureka, Academy, St. Ignatius) • Local events/celebrations (founders' days, service days, etc.) • Heritage walls, pictures, visuals, etc. • Other events, artifacts, tributes that are important to local ministry 11/18/2019 18

19. What you can expect next Strengthening our system-wide brand How we will manage regional implementations • A new brand governance structure to provide a clear process around brand decisions. • Dedicated brand management resources to guide the system-wide brand efforts. • Finalization of brand architecture (naming, signage, affiliate endorsement strategies) in partnership with local leadership. • Further details on how we will bring our new identity to life (brand guides, templates with design guidelines, look and feel, voice and tone, core stories and applicable templates). • We will develop an internal caregiver brand awareness campaign, to ensure all caregivers know their part in helping define and live our newly unified identity. • Each regional implementation will be led by a combination of system and regional representatives that brings marketing, communication, legal, facilities, HR, operational, community and caregiver perspectives and expertise together. • We will use industry-leading brand practices and a skilled agency to support the implementation. • We will establish caregiver forums to bring the best ideas forward from those who work most closely with our communities. • Online tools with interactive maps that allow local leaders and caregivers to follow-along with the journey. • Detailed communications and specific updates along the way. 11/18/2019 19

20. What you can expect next Implementation will be phased, beginning with SoCal in 2020 Providence Health & Services Western Washington, including Swedish Health Services and Pacific Medical Centers Providence Health & Services Alaska WA MT AK Providence Health & Services Eastern Washington/Western Montana, including Kadlec Regional Medical Center Providence Health & Services Oregon Providence Health Plan OR St. Joseph Health Northern California (Humbolt, Napa, Sonoma Counties), including St. Joseph Heritage Healthcare Providence Health & Services Southern California (Los Angeles County), including Facey Medical Foundation NM CA 2020 (begin / complete) 1st TX St. Joseph Health West Texas/Eastern New Mexico, including Covenant Health and Covenant Medical Group St. Joseph Health Southern California (Orange and San Bernardino Counties), including Hoag and St. Joseph Heritage Healthcare 11/18/2019 20

21. We all have a critical role to play as we roll out our brand! Leaders Caregivers Maintain fidelity & integrity to the spirit of the sponsors’ decision Move toward unity for our caregivers and consumers and begin to speak in a shared voice. Share your ideas! As we begin each regional implementation, we will provide avenues for you to provide your thoughts and ideas: • Preserving, celebrating and honoring our Legacy and Heritage • Strengthening our brand • The tools and resources you need • How to engage with the communities you support Engage Implementation will be jointly managed as a partnership between system, region and local resources. Engage with your system and local partners, communities and caregivers. Ask questions! Stay updated along the journey. Know what is coming, raise issues and concerns early, and learn how the brand will support your work and the communities you serve. Communicate Have a discussion with your teams around the reasons for this decision and the value this will bring to our communities, our organization, the mission and our vision. Ask questions! Stay updated along the journey. Ask questions and send us concerns. Continue to be brand advocates You are the best voice to guide our communities (patients, consumers, and others) to the many ways in which our family of organizations can support Health for a Better World. As we roll out the brand, we will continue to support you with the tools you need. Guide your teams As the brands are implemented, point your teams to new brand guides and tools as they become available, and to help ensure consistent application of those guidelines. 11/18/2019 21

22. Additional resources For additional questions, please consult your local communication leader or email: PSJH.Questions@providence.org 11/18/2019 22

23. Supporting materials CORE LEADER TOOLS: LEADING YOUR TEAM DURING OUR BRAND TRANSITIONS 23

24. Resources for Core Leaders Guidance For You and Your Teams Change – even when indirect – can affect us all. It is important to take time to focus on understanding what is changing and why. It is also important to care for yourself and to support, care for and lead your teams during times of change. Caring For and Leading Your Teams Caring For Yourself 1. Recognize that it is not unusual to feel some level of discomfort or emotion as change occurs. 1. Your team will likely look to you to let them know what is happening, what it means for them, and how they should act. Be mindful of how you talk about changes – this is a time to lead, not to share any concerns you may have. 2. Take care of yourself – “put your own oxygen mask on before assisting others”. Know that you may need time to adjust to a change, and ask questions. You may have concerns to address before you can move into a phase of anticipation or excitement. 2. This is the time to INCREASE your communication efforts with your team. Connect face-to-face when you can, and directly. Do not rely on email as a substitute for conversation and listening. 3. During change, your team will be looking to you for guidance and support. You, in turn, can look for guidance and support from your leader, and/or HR and Mission partners. 3. Invite team members to bring questions – be open to questions, concerns, and feedback; listen and engage. You may not know all the answers – and it is ok to be transparent about that. 4. Be prepared to listen and engage with your teams – and in turn, do not hesitate to ask questions of your leadership to help you feel more knowledgeable about the change and help you become comfortable talking about it with your teams. 5. If you are sharing messages that make you uncomfortable, practice before delivering. 24