Good morning, everyone, and thank you for standing by. Welcome to the Conference Call to discuss CVS Health's Fourth Quarter 2018 Results and 2019 Outlook. As a reminder, this call is being recorded on Wednesday, February 20th 2019. I'm Mike McGuire, Senior Vice President of Investor Relations for CVS Health. I'm joined this morning by Larry Merlo, President and CEO; and Eva Boratto, Executive Vice President and CFO. Following our prepared remarks, we'll host the question-and-answer session. In order to provide more people with the chance to ask their questions during the Q&A, please limit yourself to no more than one question with a quick follow-up. In addition to this call and our press release, we have posted a slide presentation on our website that summarizes the information in our prepared remarks as well as some additional facts and figures regarding our operating performance and guidance. Our 10-K will be filed later this month and that too will be available on our website once filed. I have one announcement this morning. Our Annual Investor Day has been scheduled for Tuesday, June 4th in New York City. You'll have the opportunity to hear from our Senior Management Team who will provide a comprehensive update of the execution of our strategic vision and an in-depth review of our strategies for driving long-term growth and creating shareholder value. We plan to send the invitations via email with more specific details in this bring, but please state the data. Again, that's Tuesday June 4th. Please note that during this call, we will make certain forward-looking statements that reflect our current views related to our future financial performance, future events and industry and market conditions, and forward-looking statements related to the integration of the Aetna acquisition, including the expected consumer benefits, financial projections and synergies. These forward-looking statements are subject to risks and uncertainties that could cause actual results to differ materially from what maybe indicated in the forward-looking statements. We strongly encourage you to review the information in the reports we file with the SEC regarding these specific risks and uncertainties, in particular, those that are described in the Risk Factors section of our Annual Report on Form 10-K and the cautionary statement disclosures in our Quarterly Report on Form 10-Q. You should also review the section entitled Forward Looking Statements in our earnings press release. During this call, we will use non-GAAP financial measures when talking about our company's performance and financial condition. In accordance with SEC regulations, you can find a discussion of these non-GAAP measures and the comparable GAAP measures in the associated reconciliation document we posted on the Investor Relations portion of our website. And as always, today's call is being webcast on our website where it will be archived for one year following today's call. Now, I'll turn this over to Larry Merlo.

Thanks Mike. Good morning, everyone, and thanks for joining us today. We achieved strong performance in the fourth quarter, and in full-year 2018. And importantly with the completion of our merger with Aetna, we have positioned CVS Health to excel in a market that is undergoing profound and rapid transformation. In recent years, it has become increasingly evidence that the path to long-term growth and value creation lies in the establishment of new integrated health care models that provide consumers better care convenience at a lower cost. And since closing the Aetna merger, we are increasingly confident in the synergistic potential of this powerful combination to build and deliver shareholder value. A CVS Health is in a superior position to lead the change needed in the fragmented U.S. Health Care System with our compelling fully integrated health care offerings, our unmatched local community assets, proven pharmacy care leadership and a commitment to collaborating with health care providers to achieve the very best outcomes for the patients and clients we serve. In 2018, we've delivered on our financial expectations as set Aetna laying a strong foundation for a successful combination. We generated significant cash flows with nearly $7 billion of free cash for full-year '18, consistent with our expectations, and we returned $2 billion back to shareholders through dividends and later deployed the cash we raised in early '18 to fund the Aetna merger. So in short, 2018 was a milestone year both tactically and strategically as we successfully completed our transformational merger with Aetna. Now, we also delivered our key foundational steps for growth in health care services. This includes making more than 80% of primary care services available to consumers at MinuteClinic, while also increasing home visits by Coram for infusion services by more than 15%. Importantly, we began…

Thanks, Larry, and good morning, everyone. Before I get into the details of our results and guidance, please note there is a significant amount of information in the presentation we posted to our website this morning to help you understand the changes to our financials for both 2018 and 2019. Regarding 2018, while the face of the P&L is different, definitions of the non-GAAP are consistent with legacy CVS. However, interest income is shifting from net interest expense to revenues to conform to insurance company presentation. With that, I'll provide some key highlights for 2018. As Larry stated, CVS Health generated significant free cash of nearly $7 billion for the full-year '18. And we used it in addition to the cash on hand to repay $5.5 billion in debt, of which $3.5 billion were scheduled maturities and $2 billion was a voluntary early repayment of a 5-year term loan. We also delivered $2 billion to shareholders through our dividend. We delivered adjusted EPS of $7.08 at the high end of our guidance range, reflecting the addition of Aetna, with all of our businesses performing at our expectations. On a standalone basis, CVS Health's adjusted revenue grew 2.3% in 2018, at the top end of our full-year guidance range. With the addition of 34 days of Aetna's operations, which are now embedded in our new Health Care Benefits segment, adjusted revenues grew 5% to $194 billion, with HCB contributing an additional $5.1 billion after considering elimination. In 2018, the Retail/Long Term Care segment delivered adjusted script growth of 8.8%, driven by our pharmacy clinical programs comprised of increased adoption of 90-day program, as well as the successful partnering with PBMs and health plans via network relationships, including additional preferred positions in a number of Med D networks. Adjusted operating income declined…

All right. Thanks, Eva. Well, CVS is much better position to provide value to our customers and the broader community through our new enterprise model. And our diversified company is providing our stakeholders with a highly effective ability to make health care more local, more simple, and less costly, while reducing our dependencies on dispensing revenue and maximizing the benefits from value added services. We have a number of unique offerings being piloted or launched in the coming months. And those capabilities utilize enterprise assets in a differentiated way with the goal of increasing consumer engagement, while improving health outcomes and lowering costs. As an example, expanding MinuteClinic services and incorporating CVS community assets in conjunction with Aetna analytics around the member's next best action will allow us to help individuals achieve a better health outcome. And we see tremendous opportunities ahead, whether it's improving adherence, close the gaps in care, engaging high risk members through care managers or providing new approaches to complex disease management. Just take the mitigation of hospital readmissions. We understand the contributing factors to readmission and we can now bring solutions to those factors. Aetna had about 470,000 hospital discharges in 2017, and about 47,000 of those were readmitted at an average cost of $14,000. If we're successful cutting that number in half, we remove more than $300 million of costs, while creating a better patient experience. Again, the list of opportunities goes well beyond the few examples mentioned. Importantly, many of these unique service offerings will ultimately be available to our health plan clients creating value across the health care system. And it's this combination of assets and capabilities that will ultimately drive enterprise growth and create significant shareholder value. So with that, let's go ahead and open it up for your questions.

[Operator Instructions] Our first question comes from Michael Cherny from Bank of America Merrill Lynch. Please go ahead.

Larry, Eva, if we think about all the headwinds, in particular, that you outlined going back to the -- your conference presentation last month, I guess, relative to then, what was bigger than you expected? And I guess, most importantly, as you think about all of the big ones, whether it's, Omnicare, Anthem, Centene transition, et cetera, what do you view as the most transitory, in particular, what you have the most confidence in their transitory that'll be able to reverse itself or at least improve in '20 and beyond?

Yes, Mike, it's Larry. Good morning. Thanks for the question. Mike, as you look at the transitory nature of the headwinds, you think about the impact of the investments in tax reform. That rolls off midyear of this year. You look at the inflation impact on our rebate guarantees. That peaks in 2019 and rolls off at the end of 2020. We certainly expected Omnicare performance to stabilize and improve. And as you think about the contribution of generics, as we've talked many times, they're going to be peaks and valleys that can occur in any given year. As we sit here today and look at what that looks like for 2020, we expect that to improve, so many of these headwinds are transitory in nature. And also keep in mind that there are parts of the business that have momentum, growth in Medicare, growth in the commercial business. We've got momentum at retail much just in front store growth and pharmacy growth as well. And we're really pleased with the speed with which we're executing the integration activities.

And, Larry -- again seeing that that I would add there, as Larry outlined, we also see additional opportunities to continue to manage our call space and reduce our core to help mitigate these headwinds as we go forward.

Our next question comes from Lisa Gill from J.P. Morgan. Please go ahead.

Let me just -- first, just go back to the guidance, again. And just looking at the different segments versus our numbers in the street, it looks like the biggest headwind year-over-year is clearly on the Retail side. Larry, when you talked about things that were transitory, not, obviously, --Omnicare, being one of them. Is that the biggest driver, one within Retail, you talked about a new type of model around reimbursement? It says something that you believe will take hold in 2020 and reimbursement will start looking better. I just really want to understand how we think about how retail really turns around would be the first part of my question. And then secondly, how do we think about that $3 billion cost cutting initiative that you talked about a couple of years ago? Where do we see that in the numbers? And how is that coming along?

Hi, Lisa, this is Eva. I'll start, okay. As you think about the performance in Retail, contracting about 10%, the impact of Omnicare as well as the tax reform investment that it represents about half of the contraction. And clearly, the next most significant driver is what Larry described around lower benefit from generics in 2019. In terms of the streamlining efforts, that is on track, and we're delivering in line with our expectation. It's reflected in both the PBM and the Retail segments.

Good morning, Lisa, this is Kevin. I can also talk about the longer-term component. Our plan to improve profit outlook in Retail is focused on three very important things. First is to grow the top line. Increasing the script volumes enables us to leverage the highly fixed-cost nature of retail pharmacy fulfillment. That's the first. The second is to lower our fixed and variable costs. As Eva just spoke through, there is significant productivity improvement, namely automation within the pharmacy fulfillment process as well as continued reduction in cost of goods sold through Red Oak. The third, and Larry mentioned this in his prepared remarks, is the migration to a new and improved third-party peer contracting model. We will align incentives with payers to lower overall health care costs and begin to reduce the pressure over time on the actual core pharmacy reimbursement rates.

And then, just as a follow-up to that, is Omnicare strategic to the company going forward? I mean, if I listen to you, Omnicare has been a headwind last year. Even you just talked about it being half of the headwind for 2019. Is this a strategic asset for CVS going forward?

Lisa, it's Larry. The growth opportunity with Omnicare was always focused on the independent and assisted living spaces. And those opportunities still exist. And they're consistent with our strategy of putting the customer at the new place of transforming care. The challenges that we have in that business are really around the skilled nursing facilities, which happen worse than we originally expected.

Our next question comes from Ralph Giacobbe from Citi. Please go ahead.

Just going back, I was hoping to -- and I can certainly understand the directional commentary. But are you guys willing actually sort of quantify the drags in each of the buckets, as you sort of laid out the headwinds just gives more clarity on kind of the numbers and the size of each of the drags?

Yes, Ralph, this is this Eva. In terms of -- I tried to quantify the pieces of it. As you look at Retail, which has the most significant impact. The impact of Omnicare, as well as the annualized impact of the tax reform investment, is driving nearly half of the contraction on the Retail business. And think about the remainder, clearly the lack of generics as the biggest driver there. Certainly on the PBM side, the impact of the cumulative nature of the rebate guarantees affected by the lower inflation is a pretty significant driver on the PBM business. Additionally, we said it'll keep in '19. We had some impact in '18. It's what new is that the key element moving us to the lower end of our guidance rage. And we do expect that to move through 2020.

And then just maybe a quick follow-up, you had a little more time to digest the HHS rebate proposal. Any updated thoughts there, and particularly, if it gets implemented for 1120? And then more broadly, you mentioned the new PBM sort of net pricing model. You expect, I think, you expect to see a small number initially and more rapid adoption beyond 2022. I guess, how do you drive that change, particularly if employees like the legacy model? And do you see yourselves perhaps moving to just that net pricing model and just moving away from rebates altogether? Thanks.

Yes, Ralph, it's Larry. Maybe I'll take the first part and flip it over to Derek and talk about the new pricing model. But as you look at the rebate role, we fully support the administration's objectives where were drug prices and out-of-pocket costs for consumers. And CVS has pioneered a number of innovative solutions that hit delivered against that goal. Unfortunately, we see the rebate role taking us backwards, not forwards. And we've been very public about the fact that 100% of rebates are turned over in the Medicare business, and have been utilized by down premiums. You look at that dynamic, premiums will increase in some actuarial report have it, growing as much as 52%. We actually took a step back and looked at today's Part B program. We went back to 2009, we looked at monthly premiums, 10 years ago, we were $29, 10 years later, $32. At the same time you look at generics, they represent about 90% of all Part D scripts that are dispensed. So those are two important data points that absolutely point to premiums increasing for everyone. And the reality that, yes, a small percentage of seniors may not have favorably, but again, the actuaries are estimating as many as 70% of beneficiaries are going to be worse off. So one of the concerns that we have is that we'll -- fewer beneficiaries' sign up for Part D, and then you look at the estimated cost that $200 billion over 10 years. And it put taxpayers on the hook and branded pharma ends up with a profit windfall. There are certainly readily available solutions in the commercial space that can be applied to Medicare. And you look at what those potentially could be. We work with commercial clients today to reduce out-of-pocket costs with Point of Sale rebates and the utilization of a preventive drug list. We think programs like that are far better solutions than the proposed role. And we also have -- we've talked about the real-time benefits tool in Caremark. Kevin's got a similar program in our retail pharmacies. And both of those tools have reduced out-of-pocket costs for consumers. So we're certainly laying in during the comment period, with our concerns with the rebate role, but more importantly, what we believe the appropriate solutions are to address the root cost of what we're trying to solve for. Derica?

Good morning, Ralph, this is Derica. In regards to our new pricing model, what we're calling the guarantee net cost model, we've had two clients who adopted for 2019. In addition to that, we've already provided to all of the benefit consultants draft contract language. So they've been able to walk through and see all of the elements in terms of the fine print and the details. The feedback thus far has been very positive. So we will look to continue to drive a more rapid adoption through the remainder of '19 and more specifically for the 2020 period. In terms of rebates, whether we have rebates or discounts, what we really want is still the opportunity and this is kind of piggybacking on HHS rule question. Our ability to execute formulary management, which is the methodology we've been able -- as a tool, we've been able to use historically to be able to free rebate or discounts from manufacturers to create value for our clients and our members. So as long as we have access to that where we have to be able to do that with the manufacturers, we will be able to execute the GNC model. And really what this means is getting to the lowest net costs. It is not a focus on aggregate rebate value.

Next question?

Our next question comes from Justin Lake from Wolfe Research. Please go ahead.

First, I wanted to discuss rebate guarantees and the break-over generics. I'm just trying to understand and make the 2020. So it sounded like, Larry, you said, break-over generics get better in 2020 versus 2019. You give us any order of magnitude there and then same thing on rebate generic views. It sounds like it peak in '19. Does it get better in 2020 in your mind? And maybe you could tell us about some of the remediation that you've assumed in these -- in your guidance about rebate guarantees?

Yes, Justin, this is John. I'll take the generic question for. So, the overall dollar amount of generic launches in '19 is similar to what we saw in '18, but there are some key differences. So you heard us talk about less value from break-open generics in '19 compared to '18. And that's primarily due to the timing of the launches leading to slower progress in '19 to the break-open status. But there are also more generics launching in '19 compared to '18 that are single source generics, where we're unable to optimize our profitability during that exclusivity period. And as a result, these generics for the most part are headwinds in '19. And finally, in '19, we're seeing generics that launch with limited competition stay with limited competition even after the exclusivity period expires. And this is driven by many factors, including manufacturing, complexity and regulatory approval timelines. But as we look forward into 2020, based on what we know today, we see 2020 improving from where we were in '19.

And Justin, this is Derek. In regards to the rebate guarantees exposure, just recall from both Eva and Larry's remarks that we anticipate that the rebate exposure peeks in 2019. And we anticipate that it will anticipate over the '20-2021 period. And we've also been able to go back and adjust our underwriting models to now we're assuming a mid-single digit inflation rate.

So if I could just sneak in a follow-up, the last number you gave us on rebates retention was $300 million, I believe. And that's net of payouts for rebate guarantees. Given the rebate guarantees have gone up, can you give us an updated number there?

Justin, this is Eva. That was a standalone legacy CVS, PBM. And I would say it's in the same zip code if you will, in terms of that overall two to three percentage points.

Our next question comes from Ana Gupte from SVB Leerink. Please go ahead.

My question was about on the health benefits side. The medical loss ratio you had said that the experience rated book would create a reset. It's a bit more than we had anticipated. Wanted to know if this is kind of a one-time thing? And can you talk about, on the commercial side, what the implications were there for membership on either retention and/or new growth? And also if you are -- when you're planning to go-to-market with Aetna and Caremark books together? Is that going to be mid-year this year and one month training, maybe later?

Ana, this is Eva. I'll start. As you look at our guidance for the MBR, it's about 84%, there are couple of things that I would call out. First, obviously, the mechanics of the HIF, as well as if you look at the mix of our business, we have very material growth in the government services business, which, obviously, also increases that MBR. And it's early in the year, and we feel it's important to be proven as we look at these estimates.

And Ana, just to answer your question on when we'll go-to-market with Caremark, look, obviously, we're in the process of evaluating where we have opportunities. We are rapidly looking at where we have medical and pharmacy and vice versa, working very closely with Derica. We're building products and service capabilities so that we can go to market. And you should expect us to see go to market later this year early in '20.

If I could just sneak in a follow-up on that, so also on the tax reform, Aetna had seen some pressure on MLR rebates. I mean, will this combination help you on that might that's start in 2020. And I think you also had talked about enterprise value in your last communications both closed. And is that going to impact how you price your Aetna book because you do have value that's created now from the PBM and Retail that wasn't there earlier?

Yes, relative to pricing we will factor all that and consider that in our pricing. But, Ana, what I would tell you is, we'll continue to maintain pricing discipline on our commercial book, but we'll take the value of a combined organization or the value that we expect to capture some additional services in consideration when we do price our book.

Our next question comes from Steven Valiquette from Barclays. Please go ahead.

So for the HCB segment, the slides include their comment that excluding segment shift impacts, incremental investments and the impact of the HIF, the operating income is expected to grow modestly over 2018. I think some investors might have been expecting that profit growth to be a little bit stronger in '19, just given the robust Medicare Advantage membership growth for Aetna, actually both last year and this year. I know there's a general notion that new MA lives aren't that profitable in year one. Maybe you can just give a little more color high level around the Medicare Advantage membership growth in 2019. Maybe just frame it in terms of top line growth versus profit growth within HCB? Thanks.

Yes, Steve, this is Eva. I think a key aspect is we noted in our prepared remarks that we're making significant investments in terms of transformation. There's some of that affecting the HCB segment. So the modest growth is obviously taking into account that that impact.

Let me just comment on general Medicare growth in '19 and '20 -- both years. We are above industry growth. You have to consider when you look at our Medicare business to split the mix between individual and group. Obviously, there are different margin profiles on those books. If you think about 2020, we are exceptionally pleased with the growth that we have for one-one. As you've seen, we're above industry growth. It is really, truly reflecting the number of years that we've been investing in Medicare, it's reflecting our starts performance, it's reflecting our expansion into different geographic counties, and really tight management of our benefit products. What I would also say to you is the way to think about our growth for 1/1 -- think about it half group and half individual.

Our next question comes from Ricky Goldwasser from Morgan Stanley. Please go ahead.

Larry, going back to the HHS rebate rule, I understand the questions that you raised, but assuming that the rule is finalized effective 1/1/20, it seems that there's going to be a change to the business model as we know it today. So, one, can you fully offset with premium increase an impact on the PDP business; two, what would be the implications for your commercial, that is based on past experience, how long does it take before we see the spillover effect to commercial changes; and three, you're in the hole on the commercial book on rebate guarantees. Is the new role a material enough change that will allow you to go back to your commercial customers and trigger a change in current contractual terms that can help offset that?

Ricky, it's Larry. In terms of your first question around the offsets, yes, we would underwrite that with a different set of assumptions, Ricky, and some of that goes back to my earlier comments. The concern would be will people deselect from a Part D program because of the increase in monthly premiums? We know from all the research we've done over the years that beneficiaries -- that's the first thing they look at, and SilverScript has been successful growing with holding down that monthly premium level for the reasons that I touched on earlier. Your second point, Ricky, around commercial -- our sense is -- what is it that our clients want and value? I would sit here today and say broadly, our commercial clients value the same elements that the Medicare Part D program works. They want to use the rebates and discounts to buy down the monthly premium. So, I'm not sure that I see a rapid adoption in the commercial space for that reason, and Ricky, the other thing that I would point out is I think many people are aware that Caremark introduced a new plan this year -- it was called Allure -- where it priced...it took the rebates and applied point-of-sale. We had a very small number of seniors enroll in that program -- it was around 20,000 -- and we think one of the barriers to that was the increase that we saw in the monthly premium.

Okay. So, a follow-up question here. If you can refer to -- if the change happens, can you go back and change some contractual terms? And then second follow-up is obviously, 2019 is a transition year, and you're going to give long-term guidance on your Analyst Day, but it's been over a year since you gave us a year two accretion goal. Can you give us any update there, or what type of growth should we expect next year?

Ricky, in terms of the other question on can we go back to clients -- should there be a material change in how the programs are written, the answer to that question is yes. And, in terms, Ricky, for 2020 outlook, we're not going to provide that today. We're working diligently, recognizing that we have made great progress on the integration work that was tied to the synergy goals that we talked about, and as you think about the regulatory pathway, quite frankly, it was very late in that process that we were able to begin the transformation work in earnest. So, we're pretty pleased that we've got concept stores up and running, we've got a number of pilots in market, and a whole other series ready to go to market to learn and understand, and that is our primary objective -- to complete more of that work so that when we get to June, we will be able to provide more of a long-term outlook.

Our next question comes from Ann Hynes from Mizuho Securities. Please go ahead.

I actually just want to follow up on Ricky's question because I do think 2020 is important because when you closed the deal, you did give some directional guidance of mid-single digits, and if you adjust for tax reform, it would suggest a mid-$8.00 range. And, the reason I bring it up is because that's where your consensus estimate is now, so I know you don't want to comment on it, but what do you think that we should consider in our models as the biggest change to your business model since you gave that guidance in December of 2017, I believe? So, that's one. Secondly, on the Retail operating profit decline, if you ex the Omnicare and, I think you said, the tax reform investment is down 5% -- I know you say it's because break-open generic is less of an offset, but I still think that's very low. Can you give us some more detail on what's happening there so we put it in our models going forward? Because it just seems a bigger decline that I would think. Thanks.

This is Kevin. I'll take the Retail question, and then Eva will talk about 2020. The primary headwind in the Retail profitability excluding Long-Term Care and the tax investment is in pharmacy reimbursement. It's impacting small operators and big operators. It's a secular headwind impacting everyone. What we talked about is a tailwind that typically is utilized to help us blunt that reduction is the generic wave, and John covered well that that value year over year is down. Eva also mentioned in her prepared remarks that there's benefit from branded inflation that helps that blunting as well, and that number is down year over year. So, we're seeing a consistent headwind. It's the two tailwinds themselves that reduced in value year over year, and as I mentioned a few moments ago, our plan to address that for 2020 and beyond is to accelerate our top-line growth. The good news in our retail business is we are winning in the top line. We're taking market share in both the front and pharmacy business, we're resonating with consumers, growing share of vault with consumers, and taking market share. What we need to do more of for 2020 and beyond is increase the year-over-year value of productivity improvement. We have some compelling innovations coming in technology improvement that can help automate things that are currently done manually within the pharmacies, and I'll just repeat: The most important thing we need to do is make a pivot in our third-party payer contracting. We are going to lead the change there to migrate to a new method of doing pharmacy contracting. We're going to start with ourselves. So, by owning a large insurer and owning the largest PBM, we can lead that change by structuring a contracting relationship that if we can lower overall healthcare costs, we can take some of the burden off of the annual reimbursement reform, and where that will come from -- this is the last thing I'll say -- is we can prove through technology and clinical care programs that we can improve medication adherence, we can maximize the formulary compliance that Derica spoke to in his remarks, we can do things that are net new -- like reduce hospitalization -- through our clinical outreach program, saving Aetna money, and then we can share in the benefit of that from our Retail segment. We intend to bring that model to the other payers, and two of the other payers also own an insurance company.

And, I just want to emphasize the last point that Kevin just mentioned because I've come to appreciate -- when you look at the Aetna business today, more than 50% of their claims have some type of outcomes-based reimbursement tied to that, and it's all on the medical side, with providers. Pharmacy has not penetrated that, and this new model is going to demonstrate the role that Pharmacy can play in terms of affecting and improving outcomes, and I think it's one of the big unlocks as you think about an open-platform concepts that we could make elements of broadly available in the market.

Ann, this is Eva. I'll go back to your 2020 question. As Larry said, it's still really early to give 2020 guidance or expectations, but let me try to provide you some color. In terms of the accretion numbers that were provided back when the deal was announced, it's really difficult at this point in time to speak to those. Given the timing of the deal close, you'd have to mix and match periods as well as changes related to tax reform. But, what is 100% clear is that Aetna is performing at or better than our expectations. We absolutely stand behind the estimates of the value being created by the deal, and as we've said, we're tracking ahead of our year two synergy number of 2020. The factors affecting what I'll say the legacy CVS business is -- as you think about 2020, all of those factors will either improve or phase out, the tax reform investment, obviously, is complete, the impact of the rebate guarantee peaks in '19 and is reduced in 2020, and we expect those Omnicare and generics to improve in 2020.

Our next question comes from Robert Jones from Goldman Sachs. Please go ahead.

Just to follow up there on the synergies, it clearly sounds like you're still on track. Maybe one of the other sides of it that was a little bit larger than I think we would have expected was the incremental spending in order to achieve those synergies. So, just on the numbers that you provided for this year, could you talk a little bit about what that spend is, exactly? Eva, I know you said that HCB would disproportionately benefit from the synergies this year. Is that safe to assume where the incremental spend would also come?

So as we think about the additional investment spending, it's in the $325-350 million range. I would put that spending into two large buckets. Supporting transformation -- it includes investment in our clinical platform to more effectively engage members, our chronic care initiatives, and other initiatives aimed at improving outcomes and lowering costs. The other area that we're continuing to invest in and expand our investment is digital, and improving the digital and mobile experience for members and customers across all of our businesses, and we're making investments in our Health Cloud software platform. So, a large amount of these investments do affect the businesses. There was zero in 2019, if you will, in the denominator for which we're comparing.

Okay. And it's safe to assume, Eva, that as we roll beyond 2019, these costs should reduce? That would just be the quick follow-up. And then, the other question I had was just more housekeeping. As we look at the guide for HCB housekeeping, is prior-period development included or excluded from that guidance? Thanks.

Bob, I'll take your last question first. There is no -- consistent with Aetna's legacy practices, there is no prior-period development included in our guidance. In terms of investments in the business, yeah, I do think as -- the investments will step down over time, but we will continue to invest in our business as we're evolving to our new model, with the consumer at the center.

Bob, also just keep in mind -- to that point -- as you've heard us talk on the Retail side -- more on the CapEx side -- we have the opportunity to repurpose capital that we would have spent in areas that can be dedicated to our activities here, so that's one of the reasons why you don't hear us talking about it in that regard.

Next question, please.

Our next question comes from Charles Rhyee from Cowen. Please go ahead.

I just want to go back to Omnicare real quickly here. You've kind of written off maybe upwards of half of the value of what you put into it initially when you consider the debt you took on as well. It's also just two pieces you're talking about -- it's the piece that you're interested in, which was the independent assisted living market versus the SNF market. When you talk about the turnaround here, is it that you expect initiatives to grow the business in assisted living -- that's going to take off, or is that you think the declines in the SNF business are going to slow? You've been talking about this for a little bit -- what gives you the confidence here that you would expect that to turn as you get into '20?

Charles, it's Larry. Just one quick comment on that, and then I want to flip it over to John. As you look at the Omnicare business, don't lose sight of -- there was a specialty component of that business, which has been fully integrated and quite successful for the business. So, I don't want to lose that element of the acquisition.

Charles, this is John. So, what gives us the confidence that we can stabilize the long-term care -- that's the SNF. We have to think about stabilizing that. We've invested in account management personnel so that they're providing higher levels of service to the facilities. We've seen significant improvements in our service levels, and our retention rates are improving pretty significantly, and we're putting technology in that assists these facilities in communicating with the pharmacy. So, we think service ties directly to retention, and we've made significant improvements there. And then, we still are very bullish on our ability grow in assisted living. We've implemented a new service model -- we call them "community care centers" so that there's a single point of contact with that community staff for senior living. That was not the case prior to this past year. And then, we introduced some tools that we think are going to be very attractive to these facilities, like multi-dose packaging that is better than what's available generally in the market with barcode scanning. And then, we're also leveraging our CVS retail pharmacies for staff deliveries to these facilities, so these pharmacies are closer than the Omnicare pharmacies; they can respond more rapidly and actually develop a local relationship with these facilities along with the Omnicare pharmacy. So, we think we'll be able to not only grow our penetration rate in these assisted living facilities, but we're seeing existing clients where we didn't have all of the existed living facilities actually give us more of their facilities because of the services and changes and enhancements that we've made.

Just to follow up with that, my understanding is that assisted living -- part of the problem with that market was that the facilities themselves didn't think of themselves as healthcare providers, more as residential communities. Is that behavior starting to change? It seems like a lot of the issues that you're discussing here are actually issues, probably, that Omnicare dealt with years ago as well, and so, placing more of a structural issue, particularly in the SNF market. Any structural changes you're seeing that you think of as being positive as you move forward here? Thanks.

I think the structural changes we're seeing -- with senior living or independent living, they're trying to be able to provide continuity of care as people progress through the different phases of aging and they move from independent living to assisted living, and so, we think our value proposition will resonate even more based on these changing dynamics and what we've seen historically.

We'll take one more question, please.

Our final question comes from Kevin Caliendo from UBS. Please go ahead.

One question I had on the Aetna business -- the Health Benefits business -- if you could just tell us on an apples-to-apples basis -- any of the shifts between the segments and the like -- what Aetna would have looked like excluding any cost shifts that you may have done into that segment and the like. What would we be looking at? That's the first question. The second question -- can you talk about the magnitude of the Centene loss? Should we expect to see that revenue loss and how it would roll -- impact the PBM margins positively or negatively going forward?

Kevin, this is Eva. I'll take the first question regarding Aetna's performance without the shifts. What we're seeing -- the most clarity I can give you here is without the shifts and some of the things we've called out, we expect to see modest growth. The business has tailwinds behind it with the growth on membership in both commercial and government space, benefiting nicely from the synergies, but we're also making investments. So the best on a same-same basis, modest growth on the bottom line, obviously, normalizing for the health insurance fee impact.

Right, OK. And then, on Centene?

Hi, Kevin. This is Derica. In regard to Centene, keep in mind that it will be a multiyear migration. We anticipate that it will start in 2019, likely hit the peak in 2020, and there will probably be a residual in 2021. And, as Centene is migrating, they're looking to move to their own PBM platform, RxAdvance.

And, Kevin, just to add one thing to Derica's point, while the exact timing with these large changes -- you don't know exactly how the rollout will go -- in our guidance range, we have made estimates within the range around our expected migration.

Got it. And, just one more -- on the well care, the PDP business that you sold the WellCare -- how is that incorporated into the numbers now, and what's the magnitude?

So, WellCare -- it's a transition year. The economics still continue to benefit …

Yes, they benefit Aetna. They're still in the Aetna results as we're transitioning it out.

Okay, great. I just wanted to make sure they were still included in there. Okay, great. Thank you very much.

So, we know this was a long call, we know there was a lot of information, a lot of questions, and as is always the case, Mike and his team will be available for any follow-ups, and I'm sure we'll see many of you soon. Thanks.

This concludes today's conference. You may now disconnect.