Generations - Winter 2023

GENERATIONS

Heritage Family:

Happy New Year! I hope your holidays were healthy and relaxing.

For me, the start of a new year brings time for reflection, and we had a lot to be proud of in 2022. Heritage Interactive and Monument Chemical both celebrated record-setting years. Heritage Environmental showed tremendous resolve in navigating the unexpected disruption of operations in East Liverpool. Heritage Construction + Materials thoughtfully navigated an unusually complicated market environment, including volatile raw material costs and resource shortages. And Cirba Solutions, our battery recycling platform, secured a $75M grant from the Department of Energy to expand its lithium-ion battery recycling facility in Ohio.

In addition to delivering for our customers and partners, we also gave back in a big way to our communities. I am filled with pride and gratitude looking at our collective impact from our first-ever United for Service event. (You can see more on page 4). This legacy began years ago with my family, and it was an honor to share this experience with you. Whether you packaged food, served meals, or donated, thank you for going above and beyond to serve those in need. We are stronger when we work together.

As we think about all we want to accomplish in 2023, I want us to carry the spirit of collective impact from United for Service into how we do business. Where can we share best practices and leverage one another’s strengths? This edition celebrates the great progress already being made as we pursue business excellence, focus on our people, and push ourselves on sustainability. I am excited to share more about our collective goals later this year that will position us for future success as we deliver on our purpose — to build a safer, more enriching and sustainable world by harnessing the power of family.

Thank you for being on this journey with me. Be well,

AMY SCHUMACHER CEO OF THE HERITAGE GROUP

Sound Bites

FROM AROUND THE HERITAGE GROUP

Powered up by federal funds

THG’s battery recycling company Cirba Solutions will receive around $75 million from the U.S. Department of Energy to expand its lithium-ion processing facility in Lancaster, Ohio. At full operation, the facility will produce enough battery-grade critical minerals — nickel, cobalt and lithium — to power more than 200,000 new electric vehicles each year.

Setting safety records

A safety-first mindset at Monument Baytown has earned the team an impressive safety record: This team of employees, who works with chemicals every day, has marked 12 years without a recordable incident. That’s more than 4,000 days focusing on the task at hand as a team.

Say good-bye to bottled water

Plastic is so passé. Aligning with sustainability efforts across THG, The Center has reduced its carbon footprint by eliminating single-use plastic water bottles from coolers and meeting rooms. If you’re visiting The Center, bring your reusable water bottle with you. And consider how your location might follow suit.

Sporting Just One Step swag

If you were one of the 600+ people who took Just One Step toward wellness in 2022, your 2023 benefits mailing included Just One Step shoelaces. Perhaps you attended a webinar, scheduled an annual wellness exam or worked toward financial stability. Add your laces to your favorite shoes as a reminder to keep taking steps toward your wellness goals!

Service with a smile: United for Service 2022

Focused on food scarcity

When we work together, we amplify our impact and accomplish so much more than we can as individuals. There’s no greater example of that than United for Service.

Based on a Fehsenfeld family tradition, THG employees were invited to participate in a Heritage family–wide service opportunity on Nov. 17, the anniversary of The Heritage Group’s founding. The inaugural United for Service event focused on food scarcity, an issue that affects people in every community.

Led by our Social Impact Task Force and Social Impact Champions and in partnership with local United Way chapters, Heritage family employees volunteered in many capacities, feeding the hungry in communities across the country. Here’s what some of those efforts looked like.

861 volunteers from the Heritage family

volunteer hours donated 1,211

Houston, Texas

Volunteers from Monument Chemical supported the Houston Food Bank by sorting food donations and repacking them for future distribution.

Kansas City, Missouri

Heritage Environmental Services sent seven employees to Harvesters Community Food Network where they were able to label, weigh, package and box two pallets of raw chicken in less than two hours. The whole team collected 50 pounds of food for the organization as well.

Indianapolis, Indiana

Members of the Heritage family served a hot lunch to 200 residents at Wheeler Mission Center for Women & Children.

South Bend, Indiana

A team of 17 people from Milestone now holds the productivity record at Cultivate Food Rescue. They labeled, packed and sealed 2,567 meals in just two hours.

Ft. Wayne, Indiana

A team of Milestone volunteers sorted food donations at Community Harvest Food Bank.

East Liverpool, Ohio

Heritage Thermal Services sponsored Hungry Bowls, a fundraiser with a soup-kitchen setting held at the local Salvation Army. Volunteers from HTS made and served soups to ticket holders, bought tickets themselves to support the cause, organized a silent auction and brought non-perishable food donations. Hungry Bowls raised $8,010 for three United Way food pantries in the area and will become an annual event!

Merrillville, Indiana

At the Food Bank of Northwest Indiana, 16 volunteers from Milestone and AMI packed 117 boxes of meals for seniors.

Benton, Arkansas

Heritage Environmental Services employees packed food bags for children at the Boys & Girls Club of Saline County, providing sustenance during the holiday breaks when they aren’t getting meals at school.

Indianapolis, Indiana

Teams from across the city took on many roles during three shifts at Gleaners Food Bank: sorting donations, repacking bulk products for distribution, manning the drivethru food pantry and assembling food boxes for neighbors.

Columbus, Indiana

Indianapolis, Indiana

Partnering with United Way agencies in their area, teams at many locations assembled snack packs for people experiencing homelessness. Assembly lines at The Center and at Heritage Environmental Services created snack bags — including a note of encouragement — to be distributed through area agencies.

Food drives

Employees also took part in United for Service by organizing food drives with impressive results.

Volunteers from Milestone and US Aggregates packed holiday food baskets for area residents at Love Chapel Center.

Give Bags

Our giving extends throughout the year with our unified donation efforts. This past year, our four Give Bag collections each supported one cause across the Heritage family, benefitting local organizations in each location.

Thank you!

• THG’s Social Impact Task Force and Social Impact Champions who brought this idea to life at your locations

• Managers who prioritized this event, making it possible for employees to participate

• Everyone who volunteered, assembling snack packs, serving meals, sorting food donations or contributing to a food drive

Your time and energy — focused on food scarcity and united for service — made a difference to those who might otherwise go hungry!

Same time next year

United for Service 2023 will take place the week of Nov. 13–17. We’ll celebrate THG’s 93rd anniversary on that Friday, Nov. 17 as well!

MARCH

66,005 items donated to diaper banks meeting one of babies’ basic needs

MAY

3,200 items donated to organizations that support foster kids and families making kids feel taken care of

JULY

15,763 supplies donated to schools and STEM programs equipping students to learn

SEPT

1,828 supplies donated to organizations that support victims of domestic abuse empowering families to create a home

Mark your calendars for our 2023 Give Bag campaigns in March for those experiencing homelessness and in June for the needs of older adults.

Adventures in excellence

Transformation. Business excellence. Continuous improvement. Don’t let these words intimidate you. Getting better is simply part of our jobs. That’s why we’re embracing new ways of thinking that continuously help us improve both the way we work and the bottom line.

“The Heritage Group has been transforming since 1930,” said Tom Doherty, The Heritage Group’s new Senior Vice President of Business Transformation. “But what got us here today won’t get us where we want to go in the future. That’s why we always need to look at ways to do things better.”

“Methodologies like Lean and Six Sigma can help us get better in both small, incremental ways and in bigger, more ‘transformational’ ways,” said Jeannie Phillips, THG’s Director of Business Excellence. “They help us turn challenges into opportunities by giving employees at all levels the tools and skills they need to make an impact.”

Over the next few pages, get acquainted with some of the people — and their projects — leveraging a continuous improvement mindset and Lean Six Sigma tools to pave the path to excellence.

Lean and Six Sigma are connected to the company’s strategic goals and values. THG is betting on people with this investment, empowering them with the skills, tools and perspective to make a difference and create enduring value. Results are measured across many dimensions: people development, improved employee and customer experience, and bottom-line figures.

Harnessing our superpowers

Meet Tom Doherty, The Heritage Group’s Senior Vice President of Business Transformation, who recently moved from Portland, Oregon, to Indianapolis to help our organization — and all of us — keep growing. Here, Tom shares some insight on his new role.

What does business excellence mean to you?

Business excellence is a mindset to create a culture of continuous improvement, to help people solve problems and do things better than before. I love to get everyone involved, not just the people at the top of the org chart. With business excellence, we can do that. Each of us has the opportunity to make an impact and add value.

How do you describe the work you do?

I take on the largest issues companies face in order to make things better. Things are complex: How do we make them simple? Things are difficult: How do we break it down? I help make order out of chaos.

What’s your superpower?

Most people work well up and down a business vertical or market. I work best across an organization. I like to help people in different departments come together to solve problems and work toward a common goal.

How does Lean fit into the picture?

Lean helps develop the people as well as the organization. Lean is the “how,” and there are different tools you can use to add value by improving processes or adding capabilities. For example, a self-service portal for customers could be a new capability.

What are you most excited about?

The people! I’m looking forward to meeting new people, learning about their superpowers and collaborating with them to help The Heritage Group grow.

People at companies across The Heritage Group have been embracing new opportunities to build their Lean Six Sigma skills. Meet two people whose projects have taken problem solving to a whole new level.

Back in the (cash) flow PROJECT 1

Rethinking customer billing

At Heritage Environmental Services, Chief Accounting Officer

Todd Williams has discovered the power and potential that Lean Six Sigma has for leading complex change throughout an organization. He and his team used data uncovered in the Lean Six Sigma process to point out problems, get alignment on solutions and create a culture shift that made a positive impact on the bottom line.

Todd’s team started with a high-level goal of reducing HES’s Days Sales Outstanding (DSO), the average number of days it takes a company to collect payment for a sale. DSO is impacted by two key areas:

1. The time it takes to get an invoice into a customer’s hands

2. How quickly the customer turns around that payment

Todd’s Green Belt project focused on the first of those timeframes while an additional Green Belt project, led by team member Jackie Morehead, focused on ways to ensure customers pay on time.

Getting invoices to customers

Initial analysis revealed what the team was doing well: On average, HES billed customers within four days of receiving waste at their treatment facilities. But there was also a set of transactions that was taking significantly longer to finalize.

Green Belts are trained in both Lean and Six Sigma improvement methodologies and complete a process improvement project as a part of their certification. They are then prepared to do additional projects and use the tools in their daily work.

“When our team set out to discover what was causing the delays, we found areas where other teams — Sales, Customer Experience and Operations — were impacting the invoicing process,” Todd said. With data in hand, the teams aligned on how to drive process improvement and invoice more quickly. “The actual data helped people see how their daily work impacted billing,” Todd said. “Once they understood, they were all in.”

Getting paid

Jackie’s project led to a clear awareness of how a culture of kindness and customer service had led many HES customers to take advantage of the company, paying more than a month late.

“We work hard to take care of our customers’ hazardous waste in a safe and compliant fashion. It’s not bad service to expect them to pay us according to terms we agreed upon,” Todd said.

Again empowered with data, the team drove a two-word culture change throughout HES: Customer Accountability. And a key element of that accountability is a policy on when to suspend service to customers who were really taking advantage of our kindness.

The new culture led to alignment among decision makers on when to refuse service to customers

who weren’t being accountable. “People finally understood,” Todd said. “That moment was huge!”

Making money move

When Todd and his team began their Lean Six Sigma journey, the DSO was 100+ days and customers paid 40 days late. Today the DSO rate is 74, with customers paying an average of 21 days late.

“With these changes, our team has helped generate more than $16 million in cash flow,” Todd said. “And we’re not done yet.”

Teams in other business units are also leveraging what Jackie and Todd learned to improve their own DSOs.

Days Sales Outstanding (DSO) is the average number of days it takes a company to collect payment for a sale. Through the Lean Six Sigma process, Todd Williams and his team used data to change company culture and encourage more customers to pay on time.

PROJECT 2

Food for thought

Enhancing efficiency at Gleaners2Go

During the pandemic, job loss and resulting food insecurity greatly increased the need for food assistance from Gleaners Food Bank in Indianapolis. The organization responded by ramping up Gleaners2Go, a program that lets neighbors place food orders and pick up those filled orders outside of usual food pantry hours. But as needs grew, the program was unable to keep up. Because of our partnership with Gleaners, THG representatives learned of this problem and offered some help creating more efficient operations that might allow them to

meet their goal of serving 500 families per week.

A member of THG’s first graduating Lean class, Jessica Nelson, Maintenance Engineer at Asphalt Materials Inc., took on the Gleaners2Go project as a volunteer in March 2022. At that time, the Gleaners2Go program served an average of 64 families a week, and each order took about 21.8 minutes of volunteer time to process.

Lean is a continuous improvement methodology that reduces or eliminates waste and improves process flow.

Time for one order (minutes)

16.3

Number of crates

A walkthrough of the warehouse helped Jessica get familiar with the spaces where food was staged, bagged and put in crates for neighbors to pick up. She and her team collected data while timing and observing the workflow in the order fulfillment and staging areas. They looked at the food pantry’s floor plans and made diagrams. “It was a great learning experience,” Jessica said. “We tried to calculate each step and how to improve it.”

Using the data, Jessica created a model of 130 scenarios, based on how many volunteers might arrive and what roles they should be assigned to give Gleaners the highest possible output. Then, through a couple iterations, Jessica worked with Daniel Klinestiver, Gleaners2Go Coordinator, to implement some of her ideas. There were a few surprises and lots of successes, leading to a faster, more efficient process that can be scaled up to meet the number of volunteers on any given shift.

Elements of the more efficient process

• Bagging stations were set up, so fulfillment volunteers didn’t need to bag as they went and could focus on bagging and crating more efficiently.

• Directional arrows were added, so volunteers stayed out of each other’s way and backlogs were avoided.

• Visual aids were added, so volunteers stopped the flow to ask questions less often.

• Volunteers were assigned specialized roles, so they started getting good at what they were doing, increasing productivity.

By the project’s end, Jessica and her team had reduced the time it takes to process orders to 16.3 minutes and the number of crates to carry by two, which means the program is able to serve more families with fewer volunteers.

Daniel was incredibly grateful to Jessica and her team for helping transform Gleaners2Go’s operations. “Everything works so much better now,” he said.

“Our program was developed to help our businesses get better, and now we’re using it to serve the community,” said Jeannie Phillips. “It was a truly rewarding opportunity, and we hope to do more of it!”

Join the movement

Want to learn more about the Lean Six Sigma program? Reach out to the Business Excellence business partner in your area.

Jeannie Phillips: all areas

Kent Steele: HES, HIS, Monument, HRG

John Anderson: AMI

Jim Massoels: Milestone, US Aggregates & THG Corporate

The next big idea

Entrepreneurial thinking and creative exploration are at the heart of The Heritage Group. Smart, hard-working people have been turning big challenges into bigger opportunities for more than 90 years. Through The Heritage Group Accelerator, inventive hardtech startups operating within our industries attend an intensive 13-week program that offers unprecedented access to our family of companies. By building relationships with THG mentors, these founders refine their products, expand their networks and pitch their pioneering solutions that address some of the world’s most pressing problems.

On the next few pages, meet three startups and emerging technologies from the 2022 Accelerator. These innovative ideas hold promise to help us deliver on our purpose to build a safer, more enriching and sustainable world.

Interested in getting involved in the Accelerator? The entrepreneurs involved in this program are developing their ideas into viable products and that takes support and guidance from many perspectives, including yours. Consider serving as a mentor in our 2023 Accelerator. Contact Nida Ansari, Principal with New Ventures, or Arvind Murthy, General Manager of the Accelerator, to learn more.

Personal care in a powder

Sironix Renewables

Your morning routine might be having more of an environmental impact than you realize. The beauty industry is responsible for the production of 120 billion single-use plastics in a single year, according to Sironix Renewables CEO and Co-Founder Christoph Krumm. But he hopes to change that with his line of water-free cleaning and personal care products called Farallon.

Because the Farallon powders are much lighter in weight than traditional water-based products, Sironix saves on production and shipping costs, which reduces the use of fossil fuels and nonrenewable energy. Rinse, reuse and repeat.

How it can build a safer, more enriching and sustainable world: Reduces our dependence on plastics and fossil fuels

Replaces petroleum-based ingredients with plant-based ones

Utilizing a patented method, Sironix produces nontoxic ingredients derived from coconut oil and sugar cane for use in facial cleansers, body washes and shampoos. These components are converted into powders that are then shipped directly to your home. Once delivered, just add water to the powders in a reusable, refillable bottle to form the foamy cleansers and silky soft creams you use daily.

Power to the people

Nanode Battery Technologies

Cell phones. Laptops. Electric vehicles. More and more of life’s accessories, necessities and luxu ries are powered by rechargeable batteries. What if that rechargeable battery could keep your cell phone charged 10 hours longer, or power your electric vehicle to travel 250 miles further? That’s the kind of advancement Bing Cao, Founder of Nanode Battery Technologies, says is possible. Bing and her team developed a different design and production method of the anode portion of batteries, the part where lithium or sodium ions are stored. Power is generated by the movement of these ions, and by using a metal alloy anode rather than the conventional graphite, Nanode can extend the energy storage capacity. Not only that, by revolutionizing the production of this metal alloy into a free-standing ribbon, Nanode is able to cut down on production time and costs, making for a more efficient and cost-effective battery. The company believes their anode has five times the energy density at half the cost of conventional rechargeable batteries. Now that’s a positive change.

How it can build a safer, more enriching and sustainable world:

Extends

Reduces the cost of producing batteries

the life and strengthens the power of rechargeable batteries

Rethinking rebar

Allium Engineering

The nation’s vast infrastructure serves as the backbone to the transport of goods, services and people. Heritage Construction + Materials is an integral part of building and maintaining much of that network in Indiana and, especially through the Heritage Research Lab and development of products like J-band, the company is constantly looking for ways to improve upon the lifespan of our roads and buildings.

Could a new form of rebar help? Allium Engineering is betting on it. Their innovation, a new method of coating steel rebar, aims to extend the life of concrete structures threefold.

By increasing the tensile load of reinforced concrete, rebar is an essential element to the strength of structures. But over time the concrete cracks, exposing the rebar to the elements, water and salt. That exposure leads to corrosion and breakage; once the rebar fails, structures begin to collapse.

“The problems with the longevity of our infrastructure are related to one specific problem, which is that our steel materials are rusting,” said Steven Jepeal, Co-Founder and CEO of Allium “We’re working to change the way we make the steel so that it doesn’t rust at all.”

To prevent corrosion, most rebar used on jobsites is coated in a plastic epoxy, which is not super durable. In contrast, Allium’s rebar is made with a stainless-steel coating bonded to traditional rebar, which stands up against the elements and extends the life of the material.

“Instead of having to replace an entire bridge every 20 to 30 years, we think our product can last uninterrupted for 100 years,” said Steven. “Through our process of changing these materials, we will revolutionize how the bridges and buildings we rely on every day are made.”

Corey Baugh, VP/Area Manager of Milestone in Columbus, Indiana, served as a mentor for Allium during their time with the Accelerator, a relationship he found very rewarding. “It’s great to see young people in material sciences and witness their approach to improving a very established sector of our economy,” he said. “Allium has the potential to extend the longevity of our finished product, and anything that makes the projects we work so hard to construct last longer is a positive for our industry. Innovative products like Allium’s are going to help lower risk for Heritage, will increase the value of the finished product and will provide us with a competitive advantage.”

How it can build a safer, more enriching and sustainable world:

Extends the life of our infrastructure

Creates a safer final product

Learn more at alliumeng.com.

Giving direction

An investment in leadership development is also an investment in you and your career. Here’s how we’re working together across the organization to develop great leadership behaviors that will set you, your team, your leader and the business up for success.

We all know from experience that leadership can make or break a team, contributing to either happiness or frustration. Leaders set the tone and culture, model good behaviors, establish team goals and the path to get there — or not. Having a trusted leader in your corner, one who gives you guidance where you need it and runway where you don’t, can make a huge difference in your work experience and even your career.

When we asked employees what they needed from their leaders to be successful, this is what we heard:

Honest feedback Clear direction Defined goals

Those requests made total sense. So, using examples of excellent leadership behaviors from across the companies as our standard, we set out to empower all leaders with the skills, confidence and language to have conversations about what really matters. The results: Heritage Leadership Behaviors (HLB) Experience

Six days of program participation, some homework, networking and a lot of reflection time are adding up, making a real impact for the 160+ leaders who have experienced the program so far.

from Betsy McCaw leader of People + Culture

Great expectations

Here are some practices leaders take from their experience in Heritage Leadership Behaviors, behaviors they strive to model in their everyday work, behaviors that you can expect of them and even follow yourself.

BUILD RELATIONSHIPS.

Building relationships based on mutual trust makes everything else possible. Two key elements of strong relationships are trust and vulnerability.

We use the word trust every day at THG — mutual trust is part of our company values. Vulnerability is less common, but vulnerability in relationships is necessary when building trust. It creates a safe environment and allows people to bring their authentic selves to work.

Peter Lux, President, Heritage Interactive Services: I am by nature open, trusting and willing to be vulnerable. I hid vulnerability in professional settings for a long time. With the help of THG’s leadership behaviors work, I’ve learned to be more vulnerable in my career and it’s freeing

Trust is so important in building relationships that the leadership team at Monument Chemical focused their 2022 leadership development efforts on trust as a leader attribute.

Paul Raymond, CEO, Monument Chemical: We found that improving trust allowed us to also improve our ability to give and receive feedback, while also achieving better alignment on key business issues as a team.

SHARE HELPFUL FEEDBACK.

When you’ve built trust with peers, leaders or even friends, it’s easier to share helpful in-the-moment feedback. When you know someone has your best interest at heart, you hear feedback — both positive and negative — with a different perspective. Using that feedback, you recognize how your actions impact others and learn to express yourself in ways that achieve better outcomes.

Kit Peregrine, QC/QA Manager, AMI Operations: Giving constructive negative feedback was very uncomfortable for me, but the techniques I learned in HLB worked very well in practice. Sharing feedback actually strengthened my relationship with the person receiving the feedback.

GET ALIGNED.

With trusting relationships established and feedback as a comfortable way of moving forward, we have a healthy environment for collaboration, alignment and resolving conflict. Bringing conflict about business issues into the open enables us to do our best work, solve problems faster and move forward together. Instead of avoiding the issues and letting tensions rise, we can tackle them in real-time.

Karen Montgomery, Director of HR, East Region, Heritage Environmental Services: Using what I learned in my HLB sessions and knowing what Heritage expects of its leaders, I’ve been able to step outside my comfort zone even with my superiors, speaking up rather than keeping my thoughts to myself. It’s led to good conversations, resolution of issues and greater respect.

Ease your mind. Tell your story.

Have you ever said “I’m fine” when you really weren’t? Why was that? Sometimes we use “fine” as a quick and easy shortcut. If time is short and the story is long — or filled with heartache, confusion or grief — we tend to breeze right over the complicated parts, but telling true stories, especially the tough ones, can bring peace and ease our minds.

Let’s face it: Life happens. Family conflicts, life changes, personal loss or the need for clarity can create stress, tension, anxiety or sorrow. Our bodies are wonderfully designed to manage stress in small doses, but ongoing, persistent stress can be unhealthy, triggering feelings of depression. This can mean difficulties with eating, sleeping, decision-making, libido and mood, and these in turn cause more stress. Stress and depression are linked in a nonstop cycle.

Often it takes sharing your story with someone

Reaching out and telling your story takes courage. We might think it’s easier to just grin and bear it. It’s hard to admit that we could use some help handling life.

Know when you need help.

Watch for any of these signals:

• Changes in personality, eating or sleeping patterns

• Trouble coping

• Prolonged sadness

• Mood swings, angry outbursts or drawing away from others

• Substance misuse

• Thoughts of harming yourself*

Restore your serenity

We all need an occasional break. Recognize when you could use a reset and try some of these ways to clear your mind.

• Exercise. Try taking a walk, climbing stairs, cycling or stretching.

• Connect. Contact a friend and meet in person for a new view of things.

• Unplug. Put down your phone and relax in your favorite way.

• Give grace. Let another driver into your lane or bring someone a coffee.

• Be thankful. Remember: Some things are truly going well.

• Soak up some sunshine. Seasonal affective disorder is a type of depression that’s triggered by a change in seasons. Especially if you’ve got the “winter blues,” try to get fresh air and sunshine each day.

If your usual strategies for getting grounded aren’t enough, it might be time to consider some help.

Connect with help

Just One Step promotes free steps you can take to improve your wellbeing — whether physical, financial or emotional. If you feel down or stressed, here’s one step you can take to lighten the load: Tell your story to someone who can listen.

As members of the Heritage family, we have access to a range of helpful resources. Connect with them on your own, talk to your manager or call human resources — whatever feels most comfortable to you.

Why? Resources Contact

You need counseling on issues like anxiety and depression.

Perspectives

1-800-456-6327

You need help finding a doctor. Anthem anthem.com/find-care

You want free primary care, including care for your emotional well-being.

You need help navigating the health care system.

Employee Wellness Centers Indianapolis, IN: 1-317-713-0430

Brandenburg, KY: 1-502-684-8446

East Liverpool, OH: 1-330-385-7170

Your Anthem Nurse

1-844-441-1513 (“Member Services” on your benefits ID card)

*If you have thoughts of suicide or harming yourself, call or text 988 (988 Suicide & Crisis Lifeline) now. Or visit 988lifeline.org for help.

Your heritage, Their future

Your college-age dependents are eligible to apply for $2,000 awards.

Application period: Feb. 15–March 28

We’d love to hear your thoughts, as well as your story ideas for future editions!