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More BS

UnitedHealth Group has released findings from multiple independent reviews of its business practices following a June pledge from CEO Stephen Hemsley to conduct a transparent and comprehensive examination of company processes.

The reviews, conducted by FTI Consulting and Analysis Group, examined Medicare Advantage risk adjustment operations, utilization management practices, and Optum Rx’s administration of manufacturer discounts. UnitedHealth has adopted 23 action plans in response, with 65% targeted for completion by year-end and full implementation by March 31, 2026.

Ten things to know:

  1. Across all three areas, the auditors concluded that UnitedHealth maintains strong operational controls and documentation. However, a common theme emerged: policy organization, centralization and governance structures need improvement. The risk adjustment review found policies weren’t always codified or recently reviewed; the UM review found corrective actions that weren’t fully remediated; and the PBM review recommended consolidating and streamlining policy documentation.

  2. In response to the findings, UnitedHealth said it will ensure all policies and procedures are reviewed and approved at least annually, maintain centralized policy repositories, and enhance enterprise-wide governance structures outlining roles and responsibilities for policy oversight, compliance monitoring and risk assessment activities.

  3. FTI reviewed Optum’s risk adjustment diagnostic coding standards against ICD-10-CM guidelines and found the content consistent with official coding guidance. The HouseCalls in-home assessment program received strong scores, with “comprehensive and well-organized” policies and evidence that the majority had been reviewed within the past 12 months.

  4. FTI recommended separating coding audit functions from operations. Currently, targeted coding audits directed by Optum compliance are performed by coding resources that report into coding operations rather than compliance. FTI recommended establishing dedicated coding audit resources within compliance itself. UnitedHealth’s action plan confirms it will “establish an independent coding audit team within the broader Optum compliance organization.”

  5. UnitedHealthcare holds national NCQA utilization management accreditation with 100% scores. The insurer achieved the accreditation in 2023, which deems its Medicaid and commercial plans 100% compliant with NCQA utilization management standards. When benchmarked against Medicaid peers in external quality reviews, UnitedHealthcare met full compliance in all 12 states examined, scoring 100% on prior authorization and practice guideline standards.

  6. Nine of 62 UM audits showed corrective actions that weren’t fully remediated. While 42% of the UM-related audits FTI reviewed had no negative findings, auditors flagged instances where corrective actions from previous audits remained unresolved. FTI found UnitedHealthcare lacks “an overarching control” to ensure full remediation of all audit findings and recommended formalizing a standardized tracking mechanism with dashboards and internal thresholds independent of regulator deadlines.

  7. The UM review questioned how quality management is operationalized. FTI observed that while multiple teams have roles in quality improvement for utilization management, “there did not appear to be a documented, centralized process or cross-functional accountabilities” to oversee systemic improvement opportunities. The quality management team’s UM role focuses on maintaining NCQA accreditation rather than leading broader quality improvement activities, FTI found.

  8. Analysis Group identified 25 distinct controls in Optum Rx’s manufacturer discount administration. The PBM review concluded that Optum Rx has “built a robust and well-structured governance framework” for collecting discounts from dr-g manufacturers and disbursing them to clients.

  9. Optum Rx was advised to improve client reporting on why certain claims don’t generate rebates. While the PBM provides information on claims deemed ineligible for manufacturer discounts upon client request, Analysis Group recommended assessing opportunities to enhance this reporting proactively. The firm also suggested refining escalation processes for manufacturer disputes and non-payment, and evaluating automation opportunities for low-complexity, high-volume processes.

  10. All three reviews had limitations. The auditors did not test the effectiveness of controls, did not perform legal analysis, and expressly disclaimed any opinion on legal compliance. FTI’s UM and risk adjustment reviews focused only on current-state policies, not historical practices. Analysis Group noted its PBM review “did not identify deficiencies” but rather “opportunities to further enhance Efficiency


Teams

Heard a comment the other day that implied they are tracking people teams activity, green, yellow and red. This person also said if you don’t sign on to teams they have a report for that. Any truth? All these reports I can’t keep track of what they are tracking. We need a weekly tracking report of what they are tracking so we can track ourselves.
Great now I feel like I should go running.


BBG1 lease sale - lots of back-slapping

Note on LinkedIn from new exploration VP on BBG1 lease sale results - lots of congratulations and kudos for a BU which hasn't discovered a thing in a decade, suddenly transformed into "strong outcome", "leadership position", and "great teamwork". The hilarious part is reading the comments by the Chevron sycophants trying to impress the new VP. Oh, and if you take a look at the bidding, it's all high-risk or fringe acreage and leases previously held then dropped. Don't expect anything better than maybe a tie-back or two, if indeed we can actually discover something.


A PIP You’re Not Meant to Finish

Got put on a PIP that was never designed to be completed.
It started with a vague “needs improvement” label and daily „coachings“ with my managet. Th quickly escalated into a four-week PIP loaded with moving targets, heavy process work, and constant check-ins.
When you actually do the math, it would’ve taken roughly 75–80 hours a week just to keep up not to improve, just to comply. All within a standard contract.
If they do it to you don’t just nod and sign. Push back. Ask for an HR re-review of the PIP. Don’t give consent. Document everything.
HR is not your buddy but forcing a review buys time, creates a record, and gives you space to think.
In my case it was never about performance. It was about process, optics, and a clean exit.


ESRO Cloudflare Down again

Its just comedy at this point. Fourth P1 ive seen this peak season where the entire Optum tech ecosystem cant hit endpoints, all from this vendor tech that we didnt need that ESRO forced everyone to switch to.

A P1 during peak season used to be rare, now its a almost weekly occurrence here. This company is a mess and is gonna lose all its customers


Bleak outlook for next 2 years

Anyone drinking the Kool-Aid still? Read this: https://simplywall.st/community/narratives/us/diversified-financials/nasdaq-fisv/fiserv/puwknbpq-tech-giants-blockchain-and-fee-pressures-will-erode-profitability-e9qo/updates/3-3-analysts-have-slashed-our-fiserv-fair-value-estimate-from-ab?utm_source=Braze&utm_medium=email&utm_campaign=CommunityDigest


How can they let go people based on PIP?

With the high degree of managerial incompetence that is plaguing this company how does one mange to let himself be PIPed out ?
Proving that someone is incompetent and is not performing well requires some degree of technical sophistication that MOST of the managers we have are not capable of.
I have seen this a lot around here, oh they put me on a PIP. Technically it is very difficult to fake prove that someone is incompetent unless the person is indeed incompetent. The performance factor will always be arguable and no judge in this world will grant Cisco reasonable grounds for termination with the current workload level most of us have. Adding more to that to push you out is practically impossible. The current workload as is it is already border line, medically and from legal perspective.

So my opinion is that when I see that people are complaining about being PIPed out, is that they really needed to be


With All of the Layoffs at IOL and Houston, Do We Have the Staff in EMTEC to Support Turnarounds at Strathcona and Sarnia in 2026?

Imperial plans 2026 turnarounds at two Canadian refineries

In 2026, the ExxonMobil affiliate will execute turnarounds at its Strathcona and Sarnia refineries aimed at boosting efficiency and meeting upcoming environmental standards.

Robert Brelsford
Dec. 16, 2025

Key Highlights

Imperial Oil schedules full 2026 turnarounds at Strathcona and Sarnia refineries to boost performance.

Maintenance at Strathcona targets 197,000-b/d crude unit following record 10-year run.
Imperial projects 395,000-405,000 b/d 2026 throughput, 91-93% utilization across Canadian system.

ExxonMobil Corp.’s majority owned affiliate Imperial Oil Ltd. has scheduled major planned maintenance events at two of its Canadian refineries in 2026 as part of the operator’s ongoing strategy to maximize performance and profitability of its existing assets.

Imperial will complete full turnarounds of both the 197,000-b/d Strathcona refinery near Edmonton, Alta., in western Canada, and the 124,000-b/d refinery at Sarnia, Ont., next year, in line with its corporate downstream strategy to improve operational performance via enhancements to logistics and processing flexibility at the sites, the company said in its 2026 corporate guidance outlook for investors on Dec. 15.

The Strathcona refinery is currently scheduled to enter maintenance during second-quarter 2026, with Sarnia’s turnaround planned for third-quarter/fourth-quarter 2026, according to the company.

Without revealing detailed project plans for the scheduled maintenance events, Imperial confirmed planned works at Strathcona would focus on the refinery’s main crude unit, which recently achieved its longest-ever run length of 10 years.

The company also suggested turnaround activities would presumably include works to further prepare the refineries for upcoming emissions-related regulations set to take effect in Canada.

The operator previously scheduled smaller-scale turnarounds at all three of its refineries this year, including Strathcona in second-quarter 2025, Sarnia in third-quarter/fourth-quarter 2025, and the 113,000-b/d refinery in Nanticoke, Ont., in second-half 2025.

Confirmation of the 2026 turnarounds at Strathcona and Sarnia follows the operator’s completion and commissioning earlier this year of the Strathcona refinery’s new renewable diesel production complex that combines a mix of locally sourced renewable feedstocks such as canola oil and blue hydrogen (hydrogen produced from natural gas with carbon capture and storage technology) to produce 20,000 b/d of renewable diesel to help decarbonize Canada’s hard-to-abate sectors in line with the transition to a reduced-carbon future.

In addition to announcing the two 2026 turnarounds, the company said it expects 2026 throughputs of 395,000-405,000 b/d across its three-refinery Canadian system, with an anticipated systemwide capacity utilization of 91-93%.

https://www.ogj.com/refining-processing/refining/operations/news/55338848/imperial-plans-2026-turnarounds-at-two-canadian-refineries


Bonus Pool Funding?

Can anyone else confirm the 60% bonus pool target funding number mentioned in another thread? All we hear is how amazing our quarterly results were, so one would assume that the funding is much higher than 60%.

Sure would be nice to see some transparency around how the bonus pool funding is calculated (like they used to do many years ago). Seems like they just pull a number out of their a** these days. Or maybe they use the monkey dart theory/approach.


Lacks ingenuity

Most Ford management and employees lack ingenuity.

The leaders tries to copy other automotive companies and fails miserably. Constantly ties ways to burn cash. Flip-flops without proper market research or vision.

Employees constantly blame the leaders for failure. Few with good ideas are shot down, so now they have low morale and lack motivation.

Some great talents are lost due to RTO and low performers are still around us because they can badge in every day.


Bonus is with HR? got YE rating of 2 - going into the office infrequently

Hi my manager told me that the bonus decisions are made by HR - they have their own policies..

I got an overall year end rating of 2/2/3..wondering how that will look for bonus time.. I have not been going into the office regularly too some weeks i go in twice some weeks i go in once, some weeks i go 3x..

will that affect my bonus?


Zero su-ks

Impossible to find anything on Zero. Any site keeps spinning for minutes. The much vaunted and showcase implementation of AI enabled agent zero has never worked for me... Keep getting gateway error any time I try to use it. What a joke... Emblematic of the state of technology at the company. Lots of noise and rah rah BS followed by no delivery.


Remote promotions

I’m curious with the changes to remote if I would still be eligible to move up in my role to the next job grade. As of 2025 I was able to. I know a new position all together would be hub only.

Also, can a remote employee still earn an extraordinary performance?

Any managers or HR here that can share insights please?


EEOC

Each state should have this dept to file disputes against this place for discrimination. Everyone being fired for random things needs to file and you only have a certain period of time to do so. This place has become so toxic and to dig up reasons to mark people low on performance, change ratings after direct mgrs enter them or even force wfh then use it against you needs to end. Make noise people including contact media, lawyers and anyone else you can


CONFIRMED: January 2026 Layoffs

Moderate layoffs will be coming in January. These are mostly intended as a layoff for low or moderate performers across marketing, product and engineering, not as a broad layoff due to business conditions.

There are no specific target numbers identified — it is primarily low performers, unmotivated people and those who are not on board with the company mission.


Overworked, underpaid, understaffed, please no more layoffs.

I'm a FR in the West. We've seen our field and MR numbers go way down, and our home count go up. Nanos are starting to have these issues, scheds going on withthold, flags, PRS putting things on WH and not setting appointments, digital interims putting homes on withhold, and yet we still have the same performance expectation and policies.

There was a guy on the U.S. townhall that was retiring and called out management. I know they weren't happy inside and even though he was the only brave person to speak up, nothing will change. I've been looking for a new job for a year and it's been really difficult. 15 years ago we had AP. It was a pain in the butt, however at least the expectations and home count ratio were more acceptable.

If we go through another round of field layoffs, it's going to absolutely tank our performances. But so many of field guys refuse to unionize, so leadership can keep taking advantage of us and giving us more and more homes, with less field reps, and the same pay.


When Leadership is Out of Touch: The Silent Cost of Poor KPIs

It’s easy to hide behind numbers. KPIs that look good on paper but don't actually reflect the reality of what's going on in the trenches. Too often, leadership leans on these metrics as a shield, allowing them to feel comfortable while the real work gets done by those on the ground.
But here’s the thing: When you consistently fail to show up with functioning processes, when you let your team flounder with outdated knowledge, you can’t keep blaming the ones at the bottom who are scrambling to make it work. The KPIs are a band-aid. They’re a crutch, not a solution.
The disconnect is real. The people at the top are too far removed from the daily grind to understand the struggle. And those at the bottom, the ones keeping things together with duct tape and sheer willpower, are expected to just keep pushing through.
It’s time for a reality check. If the metrics are misaligned and the systems are broken, it’s not the "little men" who need to be cleaned out. It’s the leadership. Leadership that isn’t in touch with reality, that doesn’t recognize when they’re out of their depth, and that refuses to take responsibility for the company’s actual performance.
When the people doing the heavy lifting are ignored or undervalued, you’re just setting everyone up to fail. KPIs should guide you to success, not allow you to point fingers while the real work gets buried under more red tape.
Leadership: Your KPIs are broken. Fix the process or risk losing the people who are still trying to make it work.
#Leadership #KPIs #WorkplaceCulture #Accountability


2025 Capital Budget

Some thoughts as I think about the 2025 capital budget and what it implies at PSX:

  • Same level of spend as prior years, adjusted for their acquisition of WRB. This suggests that PSX views capital spend as a constant and something that has to be spent regardless of market environment. As an investor that concerns me regarding their ability to show returns over the long term. This likely is the result of their outdated views on midcycle and how capital is spent relative to other priorities.

  • PSX continue to chase a short-term EBITDA target in Midstream while margins in the business are declining. This jeopardizes long-term returns at PSX in favor of short term stock appreciation.

  • PSX continues to spend significantly at CPChem at a time when two large projects will put additional pressure on margins. This downward margin pressure will compromise their project returns and jeopardize the returns at PSX for years to come.

  • PSX is spending $1.1B on Refining but can cite only one large project. This is in contrast to their peers that are making real market calls on how they are spending their capital. It potentially suggests that PSX does not have projects identified that are at scale and that they may struggle to have a read on the market environment to know where to invest.

  • VLO is spending $1.6B on refining with several large projects cited to reposition their refineries. Perhaps this is why PSX struggle to outperform VLO.

  • MPC is spending $1.25B on refining projects and is making real market calls at several refineries

At a time when PSX needs to show they can operate refineries well, one would think they would have more detail on projects that will reposition their assets. Instead, we get the same answer we get every year and a capital budget that looks like the one the year before.


A brilliant new career strategy I've discovered

I've realized doing excellent work at Citi is frankly an outdated concept. Why exhaust yourself when the real promotion checklist involves laughing at the boss's jokes and volunteering for the flashy, pointless projects? Simply ensure you're the last person they see leaving each night. Productivity is secondary to perfecting the appearance of it.


3 things for the CEO and SLT to be proud of

Annual sales declines of 2.6% for the past five years show its products and services struggled to connect with the market

Earnings per share decreased by more than the revenue over the last five years, showing each sale was less profitable

8× net-debt-to-EBITDA ratio shows it’s overleveraged and increases the probability of shareholder dilution if things turn unexpectedly

When do the Board declare no confidence in them ?


Why are QIPL employees getting promotions for doing very little work?

QIPL employees, especially in IT, are doing little to no work and taking credit for work they’re obviously not doing and they’re being promoted! How is that justified? There is no accountability for mistakes from QIPL team members and there seems to be bias/discrimination against non-Indian employees in this AR cycle.