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1、202223 Impact ReportAdvancing Health Outcomes For All Table of ContentsESG Markers 42Overview 43 UN Global Compact 43 GRI 44SASB 49TCFD 50UN SDGs 52Cautionary statements 60Legal notices 60Introduction 03A message from our leadership 04McKesson at a glance 05Our approach to impact 06Governance and su
2、stainability 07Awards and recognition 09About this report 10Our People 11Our employee value proposition 12Care:Employee wellbeing 13Meaning:Employee satisfaction and purpose 15Belonging:The power of inclusion 16Our Partners 18Addressing the COVID-19 pandemic with government partners 19Health equity
3、advances 20Access,affordability and adherence challenges 23Supplier diversity 25Our Community 26Supporting the fight against cancer 27Employee community engagement 28The McKesson Foundation 30Foundation for Opioid Response Efforts(FORE)35Our Planet 36Greenhouse gas emissions reduction 37Renewable en
4、ergy sourcing 38Energy use reduction through green buildings 39Distribution operations efficiency 40Sustainable packaging and waste reduction 41McKesson Impact Report 202223PeoplePartnersCommunityPlanetESG MarkersIntroductionContents2IntroductionMcKesson Impact Report 202223IntroductionContentsPeopl
5、ePartnersCommunityPlanetESG Markers3Strengthening our culture of belonging,we grew employee resource group membership by more than 70%since FY21.Helping to support the communities where we live and work,we expanded clinical research,accelerated drug development and increased availability and access
6、to clinical trials.And minimizing our environmental impact,we received approval from the Science Based Targets initiative(SBTi)for our near-term greenhouse gas emissions reduction targets,and we continued to make our buildings more efficient and decreased the amount of waste our facilities generate.
7、I could not be more proud of our team,our outstanding progress and our purpose,advancing health outcomes for all,which fuels everything we do.Looking to the future,with the appointment of Nimesh Jhaveri,our new Executive Vice President and Chief Impact Officer,I know well continue to utilize our str
8、engths to drive lasting change and best reflect our values as a leader in healthcare.Brian TylerChief Executive Officer,McKesson CorporationA message from our Chief Executive OfficerA message from our leadershipI believe that relationships and trust are at the heart of healthcare.Having started my c
9、areer as a community pharmacist,I quickly learned to appreciate the value of the relationships I developed with patients.I have been fortunate to help patients receive the appropriate medication therapy,to help our more vulnerable in underserved neighborhoods and to help patients navigate their canc
10、er journey into remission all through a team-based approach,working in collaboration with nurses,physicians and other healthcare professionals.As I assume my new Chief Impact Officer role,I am excited by the opportunity to build on the incredible progress our company has made since the launch of our
11、 Global Impact Organization.While my daily responsibilities have changed,the calling to make a lasting,positive difference in the lives of others has not.Im proud to work for an organization that shares in these values and is improving healthcare in every setting one product,one partner,one patient
12、at a time.As we move forward,I have ambitious hopes for our company.I believe the impact McKesson can make in the years ahead for our society and our planet is significant,and in many ways,were just getting started on our journey to lead as an impact-driven organization.Its an extremely exciting tim
13、e to work in healthcare,and especially to be a part of McKesson.I cant wait to see what we accomplish together next.Nimesh Jhaveri,R.Ph.Executive Vice President&Chief Impact OfficerMcKesson has a longstanding legacy of stepping up to lead during some of the most pressing health crises throughout his
14、tory and finding new ways to make better health possible for people everywhere.While our mission has remained constant,and our I2CARE and ILEAD values have guided us every step of the way,our company continues to evolve.And with each new chapter,we move forward on our journey to meet the changing ne
15、eds of our customers and the broader healthcare community.As an impact-driven organization,this report demonstrates our unwavering commitment to advance our strategy and drive meaningful outcomes to help build a healthier tomorrow for future generations.Over the past several years,led by our Global
16、Impact Organization,Im particularly pleased with how weve made a difference for our employees and partners,as well as for our communities and planet.Reinforcing our commitment to current and potential employees and defining what makes our company a best place to work,we launched our first-ever Emplo
17、yee Value Proposition.A message from our Chief Impact OfficerMcKesson Impact Report 202223IntroductionContentsPeoplePartnersCommunityPlanetESG Markers4McKesson at a glanceOur businessMcKesson is a diversified healthcare services leader dedicated to advancing health outcomes for all.We partner with b
18、iopharma companies,care providers,pharmacies,manufacturers,governments and others to deliver insights,products and services to help make quality care more accessible and affordable.Our companys foundational focus is addressing the changing needs of our customers,their patients and the broader health
19、care platform.Our business segmentsWe carry out our purpose through our four business segments U.S.Pharmaceutical,Prescription Technology Solutions,Medical-Surgical Solutions and International.Our business prioritiesThe four priorities of our enterprise strategy are to focus on people and culture,ex
20、pand oncology and biopharma platforms,drive sustainable core growth and evolve and grow the portfolio.Not only does this guide our daily efforts,but it also serves as a common framework to track our success.We rely on the ability of our employees to live our ICARE and ILEAD values and model behavior
21、s that truly advance our company and our lives.IntroductionWe are pleased to release our Impact Report for fiscal years 2022(FY22)and 2023(FY23),showcasing McKessons ongoing commitment to Advancing Health Outcomes for AllTM.This report represents our continued efforts to track,measure and communicat
22、e our progress in achieving our corporate purpose,with a focus on how we are making an impact with our people,partners,community and planet.Throughout this report,you will see how we are working to make healthcare more accessible and affordable for patients everywhere.McKesson FY23 fast facts51,000
23、employees worldwide$277B FY23 revenuesSupported 7,800 owned and banner(franchisee)pharmacies in the U.S.and CanadaThrough a network of contracted last mile delivery services,42K customer deliveries were made each day with 99.9%order accuracy through our U.S.Pharmaceutical and Canada Pharmaceutical b
24、usinessesSupported the treatment of 1.2M+patients annually by The U.S.Oncology Network practicesEstablished joint venture with HCA Healthcare in October 2022 to combine U.S.Oncology Research with Sarah Cannon Research Institute(SCRI)with over 4,500 registered patients participating in clinical trial
25、s yearly since 2019 across the combined research sitesAssisted more than 200 real-world evidence publications through our oncology insights business,Ontada26,000+oncology providers utilized the Prescription Technology Solutions(RxTS)electronic platform for support servicesOffered more than 285K nati
26、onal brand medical-surgical products and McKessons own brand of high-quality productsMcKesson Impact Report 202223IntroductionContentsPeoplePartnersCommunityPlanetESG Markers5We believe that the best way to make an impact is by tapping into our companys strengths,areas of expertise,and corporate str
27、ategy and sustainability goals.Thats why we have aligned our impact efforts and initiatives around our company purpose:Advancing Health Outcomes for All.To deliver on our company purpose and the positive outcomes we seek to create,we have developed four impact pillars or levers which guide and drive
28、 how we live our purpose everyday:Our People,Our Partners,Our Community and Our Planet.As indicated through the themes of each pillar,this report will highlight some of McKessons programs and initiatives that demonstrate our impact on our community and planet,with the collaboration and support of ou
29、r people and partners.Our approach to impactOur PartnersCollaborating to improve health outcomes for patientsOur CommunityEnhancing the health of those in our communitiesOur PlanetDelivering environmental action for healthOur PeopleProviding equitable and dynamic opportunities for people to thriveMc
30、Kesson Impact Report 202223IntroductionContentsPeoplePartnersCommunityPlanetESG Markers6We believe good governance is critical to delivering long-term value to our shareholders and other key stakeholders.Guided by our purpose,we work to foster a robust approach to governance that includes:+Ensuring
31、we attract and retain the best talent at all levels of our workforce+Implementing thoughtful and strategic business priorities and risk management initiatives+Continuously monitoring the impacts we have on our people,partners,community and planetThe integrity of our Board-level oversight structures
32、and management initiatives are designed to enable us to accomplish our governance and sustainability goals.Governance and sustainabilitySupporting Board diversityBuilding a culture that values belonging and inclusion must start at the top.We believe diverse representation on our Board helps foster t
33、he robust,comprehensive and balanced deliberation and decision-making process that is essential to the effective functioning of the Board and success of McKesson.The Boards Governance and Sustainability Committee takes a broad view of diversity to include diversity of backgrounds,cultures,education,
34、experience,skills,thought,perspectives,personal qualities and attributes,and geographic profiles,as well as race,ethnicity,gender,national origin and other categories.Currently,36%of our Board members are women and 36%have self-identified as people of color.Women chair three of our five Board commit
35、tees.Board of Directors and management governance structureThe Board of Directors(Board)and our management continually seek to build sustained value for our shareholders and strengthen the vitality of our organization for employees,customers,suppliers and other stakeholders that depend on McKesson.T
36、o help achieve this objective,our Board and its committees,including in particular the Governance and Sustainability Committee and the Compensation and Talent Committee,monitor our overall performance with respect to long-term value creation and sustainability initiatives as well as certain environm
37、ental,social and governance(ESG)matters.McKesson Impact Report 202223IntroductionContentsPeoplePartnersCommunityPlanetESG Markers7A Sustainability Steering Committee composed of our Chief Impact Officer(as committee chair),Chief Human Resources Officer,Chief Financial Officer and Chief Legal Officer
38、,helps coordinate and focus sustainability efforts across the enterprise.Our management,with oversight from the Board,also engages in an annual process to assess and address risk areas that could potentially impact business priorities and growth strategies.This risk management initiative ensures con
39、tinuous monitoring of our business environment,performance and opportunities and facilitates setting our priorities on sustainability and long-term success.Shareholder and other stakeholder engagementOur shareholder engagement program is a robust process featuring meetings held throughout the year,d
40、uring which we encourage ongoing,meaningful dialogue about the issues our shareholders find most important.In FY22,we proactively reached out to shareholders representing almost 62%of our outstanding common stock and engaged with shareholders representing almost 40%of our outstanding common stock.In
41、 FY23,we proactively reached out to shareholders representing 54%of our outstanding common stock and engaged with shareholders representing 33%of our outstanding common stock.In FY22 and FY23,topics discussed with our shareholders included,among others,Board oversight,Board composition and refreshme
42、nt,sustainability and human capital management.We also regularly receive feedback from other stakeholders such as our employees and business partners,including governments,which we discuss more in this report under Our People and Our Partners.Staying closely connected with our stakeholders helps us
43、evaluate our impact strategy and informs how we communicate the many initiatives McKesson undertakes.Enterprise quality focusIn FY23,we advanced our focus on product quality and patient safety with an Enterprise Quality Management function to provide enhanced oversight for our quality management act
44、ivities across our company,facilitate the sharing of knowledge and best practices,and drive a culture of quality.The Enterprise Quality Management team coordinates our Enterprise Quality Operating Committee,consisting of quality leaders from across the various businesses.Together,the Quality Committ
45、ee and the Enterprise Quality Management team assist businesses across the company in setting priorities and continuously improving the quality of our operations and services.Code of Conduct At McKesson,the way we do business is just as important as the business itself.Our Code of Conduct embodies o
46、ur core ICARE values in action and applies to anyone who conducts business for us.McKesson recently launched an updated Code of Conduct highlighting an ethical decision-making guide designed as a user-friendly framework to help employees make ethical decisions and underscore the criticality of regul
47、atory excellence.Code of Conduct training is required for all our employees and the independent Directors on our Board.McKesson Impact Report 202223IntroductionContentsPeoplePartnersCommunityPlanetESG Markers8At McKesson,our people create and maintain a vibrant and inclusive culture where everyone c
48、an bring their authentic self to work.In FY22 and FY23,we were recognized by several organizations for our commitment to fostering a culture of belonging.Awards and recognition2023 one of“Americas Greatest Workplaces for Diversity”and one of“Americas Greatest Workplaces for Women”by Newsweek2023 For
49、bes“Americas Best Large Employers”and“Best Employer for Diversity”2023 Age Friendly Certification by the Age Friendly Institution2022 Best Places to Work for Disability Inclusion by Disability Equality Index 2022 Best Places to Work for LGBTQ+Equality by the Human Rights Campaign(HRC)Foundation2022
50、Military Friendly Employer by GI JobsMcKesson Impact Report 202223IntroductionContentsPeoplePartnersCommunityPlanetESG Markers9McKesson has an established commitment to transparency and reporting on progress towards our company purpose of Advancing Health Outcomes for All.Since our FY21 report was p
51、ublished,we decided to align this report publication with our annual report and proxy to best coordinate the time periods covered by all reports.As a result,this report spans a two-year period,FY22 and FY23.Going forward,we anticipate a report will be published each fiscal year.Since our last report
52、,we also reevaluated our levers of greatest impact,resulting in a new reporting format focused on four impact pillars:Our People,Our Partners,Our Community and Our Planet.This Impact Report showcases the progress made in each pillar,highlighting the difference our work has made.About this reportThis
53、 report includes real-world stories to illustrate the personal impact of our work,as well as data-driven insights and performance metrics in a section called ESG Markers.We have included indices reporting various metrics from several ESG standards and frameworks,including the Global Reporting Initia
54、tive(GRI),Sustainability Accounting Standards Board(SASB),United Nations Sustainable Development Goals(UN SDGs),Task Force on Climate-related Financial Disclosures(TCFD)and United Nations Global Compact(UNGC).This alignment ensures that our reporting is in line with global best practices for sustain
55、ability and ESG reporting.McKesson Impact Report 202223IntroductionContentsPeoplePartnersCommunityPlanetESG Markers10Our PeopleIntroductionContentsPeoplePartnersCommunityPlanetESG MarkersMcKesson Impact Report 20222311We believe our employees thrive when they see their work has value,when they have
56、a sense of purpose and when they feel their own experiences and perspectives are heard and appreciated.Thats why at McKesson,we try to make sure employees recognize that their work is positively impacting the healthcare landscape,and that they can each,in their own unique way,contribute to and share
57、 in our companys purpose to advance health outcomes for all.We believe that the future of health starts with our employees.To help ensure our employees flourish and grow in their important work at our company,we emphasize our three-pillar employee value proposition:Care,Meaning and Belonging.Our emp
58、loyee value propositionCareFocusing on the health,happiness,and wellbeing of our employees and those we serve.MeaningFostering a culture of purpose in which our employees recognize they are doing work that matters,and feel empowered to contribute new ideas.BelongingEnsuring our employees have a voic
59、e,and know their varied experiences and perspectives are a valuable part of what enables us to thrive together.Our PeopleAs an industry leader in shaping the future of health,we are committed to investing in our people,so that they,in turn,can make important contributions to transforming healthcare.
60、Our team members help us to deliver solutions that make a meaningful difference for patients and communities.IntroductionContentsPeoplePartnersCommunityPlanetESG MarkersMcKesson Impact Report 20222312Research shows that when companies prioritize employee wellbeing,their businesses thrive.Not only do
61、es an emphasis on employee wellbeing improve productivity and performance,but employees take fewer sick days and report lower rates of burnout.We aim to nurture a culture of wellbeing that empowers our employees to be at their best.Social determinants of health pilot projectsAs part of our focus on
62、employee wellbeing,McKesson evaluated certain social determinants of health and other health equity factors among our employees.Research shows that many social determinants education,language skills,community,access to nutritious food,employment and debt,among others can have a significant impact on
63、 health.Two social determinants health literacy and financial stability stood out as opportunities for us to provide additional care to our employees.In June 2022,we launched pilot programs that included training in health literacy and financial stability at six of our distribution centers in Califo
64、rnia,Tennessee and Florida.Care:Employee wellbeingHealth literacy pilotTo develop our health literacy curriculum,we consulted with experts in social determinants and brought them together with McKesson thought leaders,employee resource group leaders and key stakeholders throughout the human resource
65、s and benefits functions.The goal was to design a program that would resonate with employees by focusing on practical approaches to help them better understand their health and navigate the complexities of our healthcare system.The resulting curriculum comprised 30-minute educational sessions coveri
66、ng these topics:+Healthy nutrition+Managing and controlling chronic illnesses+Benefits of proper sleep and exercise+Talking to your doctor+Understanding and taking advantage of your health benefits The sessions were tailored to be relevant to the local communities and employees,including providing c
67、ulturally-relevant speakers.Employees who attended also received additional McKesson educational resources.Our internal research indicated two other ways we can improve employee wellbeing in conjunction with the health literacy pilot:aiding those who face food insecurity and encouraging those not cu
68、rrently participating in preventative cancer screenings to take part.As a result,we began providing free fresh fruits and vegetables at our health literacy pilot sites,now a popular feature of the program.In addition,we started offering preventative cancer screenings to employees onsite through a mu
69、lti-cancer early detection test.To encourage participation in the onsite testing,we educated employees on the impact that early detection can have on the likelihood of surviving cancer.98%of attendees of our health literacy sessions reported finding them helpful,91%said they learned things to change
70、 in their lives and 91%said they will change how they take care of their familyIntroductionContentsPeoplePartnersCommunityPlanetESG MarkersMcKesson Impact Report 20222313Financial stability pilot Financial stability linked to the social determinants of employment and debt can impact health.A lack of
71、 financial stability can cause stress,which is a health condition that can also aggravate other health conditions.Financial instability can also impede access to healthcare.To address these issues among our employees,we developed a pilot program focused on equipping our employees with the knowledge,
72、tools and resources to achieve and maintain greater financial stability.This pilot,offered in partnership with Brightside Financial,provides employees in-person educational sessions,one-on-one financial counseling and a variety of resources and materials,including:+Access to a no-fee checking accoun
73、t+Access to no-credit-check loans,to help avoid reliance on payday and title loans+Education on the benefits of a reserve budget and on how to establish one+Instruction in the steps to improve credit ratingsThe McKesson Cause Network Being diagnosed with cancer can be unexpected,frightening and conf
74、using.It may be hard to know where to begin the journey and how to find helpful resources.We established the McKesson Cause Network to provide support to employees and their family members who face these challenges.The McKesson Cause Network spans the company to connect,enhance and promote the cance
75、r-related tools and resources available for McKesson team members and their families.Employees champion cancer care by promoting cancer education and awareness;sharing knowledge and use of relevant employee benefits and resources;and providing a platform for cancer survivors and caretakers to find a
76、nd connect to others with similar experiences.Among the specific types of help that the McKesson Cause Network provides:+Getting started:Guidance in learning about treatment options,validating in-network doctors,resolving claim issues and arranging for a chronic care advocate+Getting a second opinio
77、n:Resources to help find a second medical opinion and additional treatment options,so employees can make the best choices for themselves+Clinical trials:Ways to access resources and non-biased opinions that can identify relevant clinical trials that may offer new treatment and care options+Health in
78、surance and leave benefits:Information on short-and long-term leave options,how a leave may impact pay and medical benefits employees can access while on leave+Financial assistance:Guidance on applying for a financial-assistance grant and on engaging medical advocates+Other support resources:Educati
79、on about cancer research treatments,nursing,social support,finding medications,and locating other advocacy and comprehensive support resourcesIntroductionContentsPeoplePartnersCommunityPlanetESG MarkersMcKesson Impact Report 20222314Promoting shared behaviors through ILEAD Inspire:With an inspiring
80、vision,McKesson employees come together to engage their creativity in order to build innovative solutions that drive the long-term success of both McKesson and our customers.Leverage:Our employees are at the center of our success,and their contributions are amplified through collaboration across bou
81、ndaries and through transparent communication,leading to the best possible outcomes for the company and for those we serve.Execute:We empower our employees to engage the right people in constructive debate,and to make and commit to the right decisions,so that our people,resources and systems can all
82、 be aligned toward achieving our goals.Advance:We encourage employees to take risks and face challenges head on,helping them to summon the resilience they need to move forward in uncertain or difficult situations.Develop:We actively invest in our employees professional goals,by supporting their deve
83、lopment and inclusively building the talent,capabilities and culture we need for the future.In addition to caring for our employees health and wellbeing,were committed to providing meaningful engagement to promote employee satisfaction and nurture a sense of purpose.Meaning:Employee satisfaction and
84、 purposeILEADOur vision for a healthier world begins with our employees,who bring our purpose to life every day.To support employee growth and satisfaction,we use a 360-degree feedback model and provide all employees with training on our principles.We strive to create and maintain an inclusive envir
85、onment where everyone can bring their authentic self to work and know they are appreciated,with their perspectives heard and considered.We help our employees understand enterprise priorities,recognize that their work matters,and support their development and advancement through education and other r
86、esources.Our approach to supporting employee satisfaction and purpose is embodied in our Inspire,Leverage,Execute,Advance and Develop(ILEAD)leadership principles.These principles guide us in our commitment to bring out the best in ourselves and to position McKesson to drive better health outcomes fo
87、r our company,our customers and the patients whose lives we touch every day.Feedback:Employee Opinion Surveys and Manager Quality SurveysWe seek employee feedback through annual and mid-year employee opinion surveys,which assess our employees levels of engagement,commitment and overall satisfaction
88、using industry benchmarks.We then design action plans to improve upon those survey results.We also seek feedback on our people leaders through our annual manager quality survey,which is an opportunity for employees to help their managers grow professionally and build valuable leadership skills that
89、create a positive,productive and inclusive workplace at McKesson.IntroductionContentsPeoplePartnersCommunityPlanetESG MarkersMcKesson Impact Report 20222315The final component of our employee value proposition,belonging,is the foundational belief that we best thrive together when our culture is dive
90、rse,equitable and inclusive.To that end,we actively maintain several programs supporting these important elements of our employee experience.Belonging:The power of inclusionEnhancing ICARE with inclusion and awarenessOur ICARE values are foundational to everything we do,and who we are as a company.I
91、n 2022,we added Inclusion to our companys ICARE set of core values,transforming it to ICARE:Integrity,Inclusion,Customer-First,Accountability,Respect and Excellence.The change reflected our commitment to ensuring each employee across the globe understands the value of embracing and respecting each o
92、ther as we are.We expect our employees to exemplify these shared values in the actions they take and decisions they make every day on behalf of McKesson.Our ICARE values unify us and enhance how we treat each other and support our customers,partners,community and planet.We introduced new inclusion t
93、raining to much of our workforce in 2022.Our inclusion learning objective is to build awareness,competence and confidence for all employees.Supporting belonging through ERGsMcKesson employee resource groups(ERGs)are voluntary,employee-led,company-sponsored networks that aim to make a positive impact
94、 on our employees lives.Our ERGs focus on helping employees make connections,share and affirm their identities and perspectives,showcase leadership skills and find ways to nurture and support belonging and empowerment.Today,McKesson has eleven ERGs across the U.S.and Canada.We believe that an inclus
95、ive culture is one that reflects the diversity of voices,experiences and backgrounds of our employees.We continue to implement our internal,voluntary self-identification campaign to better understand who our employees are,so that we can better support and engage with them.Over the past two years,our
96、 ERGs have gone through a period of transformation,with the inclusion of new identities and the addition of three new ERGs:Arc(an open cultural resource for all);MENA(Middle Eastern and North African);and UNITY(Uniting Native and Indigenous Tribes with You).As ERGs thrive and grow at McKesson,so too
97、 does a culture of belonging all to the benefit of our people,our company and those we serve.IntroductionContentsPeoplePartnersCommunityPlanetESG MarkersMcKesson Impact Report 20222316Our ERGsIn 2022,we hosted our first virtual ERG Summit,open to all employees.This four-day event hosted by the Globa
98、l Impact Organization included multiple fireside chats,speakers and various ERG Summit Awards.Arc An open cultural resource for allMENA Middle Eastern and North AfricanUNITY Uniting Native and Indigenous Tribes with YouAbility Disability CommunityBE Black Excellence be empoweredEP Emerging Professio
99、nalsPALMa Professional Association of Latinos at McKessonPAVE Pan-Asian Voices for ExcellencePride Strengthening McKesson by advancing LGBTQIA+inclusionMMRG McKesson Military Resource GroupWE Women EmpoweredSpotlight:Bringing the values of military service to McKessonMcKesson is committed to helping
100、 veterans find purpose in their careers,and to ensuring they have the support needed to not just grow professionally,but to thrive.Like the many veterans to whom McKesson is proud to provide opportunities,Renee Saxton brought with her the core values of military service,including integrity,respect,e
101、xcellence,duty and trust in teammates values also prized by McKesson.In 1985,Saxton became one of the first two women to serve on the front lines in the Marine Corps.But later,she faced a new challenge:applying her skills and dedication to a civilian career.After talking to a McKesson recruiter,she
102、decided to tackle that challenge through an entry-level position at McKesson as a customer service representative.Thanks to Saxtons strong capabilities and work ethic,that first position was just the start of what has become an impressive career.Steadily rising through the ranks,she serves today as
103、a senior analyst of Strategic Sourcing.Saxton still credits much of her success at the company to that early milestone she achieved with the Corps.“Its one that continues to fuel me as Ive built my career outside of the Marines,”she says.IntroductionContentsPeoplePartnersCommunityPlanetESG MarkersMc
104、Kesson Impact Report 20222317Our PartnersIntroductionContentsPeoplePartnersCommunityPlanetESG MarkersMcKesson Impact Report 20222318As the U.S.governments centralized distributor for frozen and refrigerated COVID-19 vaccines and ancillary supply kits,McKesson has been fully committed to supporting v
105、accination efforts from the early days of the pandemic through our U.S.Pharmaceutical and Medical-Surgical Solutions segments.Now that the World Health Organization has declared an end to COVID-19 as a global health emergency,more than a thousand days after it first classified COVID-19 as a pandemic
106、,were able to look back at what we achieved.Harnessing our experience and expertiseThe rollout of the COVID-19 vaccines raised unprecedented and unique challenges every step of the way.But as one of the nations oldest and largest healthcare services companies,we have a long history of managing medic
107、al and pharmaceutical supply chains and working with the federal government.We acted as a centralized distributor during the H1N1 crisis and are the largest U.S.seasonal flu vaccine distributor for the general public.Addressing the COVID-19 pandemic with government partnersIn a flexible and agile re
108、sponse to these challenges,we launched new purpose-built vaccine distribution centers in just five months.To maintain vaccine integrity,these facilities operated at extremely cold temperatures,and we trained additional personnel to work in freezers to pick and pack COVID-19 vaccines.We worked with s
109、tate and local governments to distribute needed vaccines and ancillary supply kits to sites of care in the most efficient and timely manner.We also worked with our Health Mart pharmacy partners to provide vaccine access in underserved communities.At the onset of the pandemic,approximately 700 Health
110、 Mart stores participated in the vaccination roll out program as members of the Federal Retail Pharmacy Partnership.Health Mart is a McKesson pharmacy franchise.Our PartnersAt McKesson,we know that advancing health outcomes for all is,and will remain,a team effort.Thats why our businesses proactivel
111、y engage with our partners biopharma companies,care providers,pharmacies,manufacturers,governments and others to deliver insights,products and services that positively impact health.We are strategically investing in our growth pillars of oncology and biopharma services while strengthening our core d
112、istribution businesses.Working together,we navigate todays evolving healthcare landscape and drive business performance.Pandemic response480M+COVID-19 vaccine doses distributed to administration sites all across the U.S.and in support of the U.S.governments international donation mission through the
113、 end of FY23135M COVID-19 tests distributed to physicians offices and other alternate healthcare sitesMedical-Surgical Solutions assembled enough kits to support the administration of more than 1.2 billion doses of COVID-19 vaccinesHelping pharmacists make a meaningful differenceThe COVID-19 pandemi
114、c reinforced just how important pharmacists are to healthcare in North America.As of March 2023,pharmacists in the Federal Retail Pharmacy Program for COVID-19 Vaccination have administered more than 301million COVID-19 vaccine doses,performed over 42million COVID-19 tests,and provided over 50millio
115、n influenza and other vaccinations since the start of the pandemic.In Canada,our Rexall Pharmacy Group and our retail banner pharmacies together administered over 3.2M doses of the COVID-19 vaccine.Pharmacists have played a vital role during COVID-19.We believe pharmacist care should be strengthened
116、 and expanded.Thats why we have helped form the Future of Pharmacy Care Coalition,a group advocating for federal policy solutions that acknowledge and advance the healthcare services that pharmacists provide to people,especially those in rural and underserved communities.IntroductionContentsPeoplePa
117、rtnersCommunityPlanetESG MarkersMcKesson Impact Report 20222319Increasing diversity in clinical trialsStatistics show that racial and ethnic minorities are underrepresented in cancer clinical trials.Were using our subject matter expertise and technology to better understand and mitigate some of the
118、hurdles that patients can face in enrollment and ongoing participation of clinical oncology trials.To help reduce health disparities and enhance trial representation,were advancing economic opportunities to foster participation for individuals from all backgrounds.We believe that every person should
119、 have an equal opportunity to live a healthy life.But too often,the most vulnerable patients can be faced with structural and systemic barriers to the quality healthcare they need.We are partnering with our customers,government agencies and non-profit organizations to help in addressing the disparit
120、ies and inequities that can stand in the way of patient access,quality of care and better outcomes.From increasing diversity in clinical trials to helping pharmacies in underserved communities,we are committed to our efforts to expand equitable access to healthcare.Health equity advancesImproving pa
121、tient outcomes through clinical trialsClinical trials can provide additional hope for people living with cancer.Today,McKesson is expanding access to potentially lifesaving oncology medication and clinical trial opportunities at the community level through our joint venture with HCA Healthcare,which
122、 has combined U.S.Oncology Research with Sarah Cannon Research Institute(SCRI)under the SCRI brand.Every day,more than 5,000 people in the U.S.have their lives upended by a cancer diagnosis.And every year,almost 2million people in the U.S.find themselves embarking on a battle with cancer.At McKesson
123、,we are committed to investing in oncology to advance early detection,make lifesaving treatments more accessible to everyone,and improve comfort and compassion for everyone living with this disease.Clinical trial impact through SCRI joint venture4,500+registered patients have participated yearly sin
124、ce 2019 in clinical trials across the combined research sites 1,300+physicians providing access to clinical trials 600+first-in-human studies conducted since its inception1,000+active trials currently supported 1 in 5 U.S.patients go through a clinic associated with SCRI for their clinical trialIntr
125、oductionContentsPeoplePartnersCommunityPlanetESG MarkersMcKesson Impact Report 20222320Working with Health Mart pharmacies to care for underserved communitiesPharmacies are one of the most accessible healthcare providers for the majority of Americans.In fact,patients in the U.S.visit their community
126、 pharmacist twice as often as they visit primary care physicians.Health Mart,a McKesson pharmacy franchise,operates approximately 4,700 independently owned community pharmacies in the U.S.Sixty percent of Health Mart pharmacies are in high social vulnerability areas,as measured by the CDCs Social Vu
127、lnerability Index score.Pharmacies can be integral in advancing disease screening,testing,vaccine administration and other care in medically underserved communities.Investing in startups to advance patient outcomesResearchers are pioneering therapies today that will hopefully cure diseases tomorrow.
128、At McKesson,we are providing capital backing to accelerate the breakthroughs that will help people lead longer and healthier lives.Our venture capital arm,McKesson Ventures,provides financial support for startups that align with our purpose of advancing health outcomes for all.By channeling investme
129、nts into areas like new technologies,digital pharmacy and medical devices,we are actively advancing healthcare and patient outcomes.A recent survey by McKesson Ventures showed that the founders of our active portfolio companies represent a wide range of backgrounds:45%of them described themselves as
130、 founded by people of color and 23%by women.Whats more,90%of the surveyed companies in our portfolio indicated that they had a mission to improve access to healthcare and reduce payer costs.To learn more about our active investments and the bold ideas we are supporting,visit McKesson Ventures.Introd
131、uctionContentsPeoplePartnersCommunityPlanetESG MarkersMcKesson Impact Report 20222321Discovering more about health disparities in cancer careCancer touches the lives of people of all ages,genders,races,and ethnicities.These factors,however,along with other social determinants of health,can impact a
132、patients treatment and likelihood of survival.Our oncology data science and technology business,Ontada,launched a new program called Health Outcomes Powered by Evidence(HOPE)in FY22 to scientifically delve into the root of these discrepancies.HOPEs overarching goal is to partner with oncologists in
133、The U.S.Oncology Network to undertake and publish new studies to better understand clinical practice and advance cancer research.In keeping with its mission and vision to transform the fight against cancer at the intersection of technology and data analytics,Ontada plans to gather data-based insight
134、s and conduct retrospective research to reduce inequity in cancer care.In addition,Ontada recently joined the Gravity Project,a multi-stakeholder group of payers,providers,vendors and community-based organizations,to help develop national standards for representing social determinants of health in e
135、lectronic health records.Expanding cancer care through The U.S.Oncology Network More than 18million people in the U.S.are living with cancer.As we strive to make a world without cancer a reality,we are working to help oncologists provide these patients with the treatment,care and support they need.O
136、ne way we do so is by providing access to resources,best business practices and our experience,infrastructure and support to The U.S.Oncology Network,an association of independent oncology practices.The community-based oncologists and comprehensive cancer care centers that are members of The U.S.Onc
137、ology Network offer patients access to local treatment options and deliver cutting-edge cancer care.Practices in The U.S.Oncology Network can employ a value-based care model that expands access to services to underserved populations by eliminating economic,social and environmental barriers to treatm
138、ent.Patients have benefitted from the Oncology Care Model(OCM)designed by the Centers for Medicare and Medicaid Innovation.This pilot program aimed to provide higher-quality,coordinated cancer care at the same cost or for less than Medicare.Since the programs launch,more than 120,000 patients have b
139、een enrolled in the OCM across The U.S.Oncology Network and received high-quality care in their local communities.OCM practices saved Medicare approximately$54million over a six-month performance period for a total savings of$197million since OCM began in 2016.One way OCM saved money is through a pr
140、ogram which advises patients to contact OCM providers with urgent care issues rather than going to the emergency room.By saving time and money,it can reduce patient stress in the process of obtaining care.The U.S.Oncology Network:Improving patient outcomes by the numbers FY23450 new health care prov
141、iders added (over 2,300 total)In 26 states which represent about 76%of the U.S.population$330M saved for Centers for Medicare and Medicaid Services through the Oncology Care Model1,000 active research trials1.2M patients treated by clinical practices that are members of The U.S.Oncology Network in 2
142、022IntroductionContentsPeoplePartnersCommunityPlanetESG MarkersMcKesson Impact Report 20222322With more cutting-edge therapies reaching the market each year,patients living with complex and chronic conditions have an increasing number of treatment options available to them.Many of these therapies ca
143、n come at a high price and require strict compliance rules,creating a barrier to access for patients.When the burden is put on patients to coordinate with doctors,pharmacies and insurance companies to obtain the medications they need,it can leave patients feeling tired,frustrated and potentially wit
144、hout the necessary therapy or drug.Access,affordability and adherence challengesMaking a meaningful impact through our Prescription Technology Solutions segmentBy removing access barriers to healthcare,providing patients with support to take their medication properly and facilitating access to more
145、affordable alternatives,CoverMyMeds services in our Prescription Technology Solutions segment(RxTS)are opening the door for people to live healthier lives.This leading industry network seeks to reduce barriers to treatment by addressing certain access,affordability and adherence challenges.Leveragin
146、g our legacy of innovation in oncology and our patient-first approach,CoverMyMeds platforms help people access and afford cancer therapies quickly.An additional benefit is its technology-enabled workflow,which streamlines time to therapy,advancing patients access to lifesaving medications by 2.5 tim
147、es on average.CoverMyMeds platform 900,000+providers with75%of Electronic Health Records integrated50,000+pharmaciesPayers Representing 94%of Prescription Volume650+Brands 95%of Therapeutic AreasAccessHelped patients access their medicine more than 78M timesAffordabilitySaved patients over$8B on bra
148、nd and specialty medicationsAdherencePrevented estimated 9.9M prescriptions from being abandonedIntroductionContentsPeoplePartnersCommunityPlanetESG MarkersMcKesson Impact Report 20222323Expanding access through oncology infusion certification and social innovation in CanadaIn March 2023,McKesson Ca
149、nadas INVIVA network set new standards of excellence for oncology in community infusion clinics.After meeting the requirements of accreditation through Canadas Qmentum Accreditation program,it has become the first and only accredited national private infusion clinic network in oncology in Canada.Wit
150、h a robust network throughout Canada of over 300 registered nurses across 76 clinics,INVIVA has extensive experience in administering specialty and biologic drugs with specialized training.This certification is the next step in making oncology services more accessible outside hospitals and closer to
151、 patients in Canada.Spotlight:INVIVA Social Innovation ProgramINVIVA is also working to remove barriers to care,such as food access and transportation,for patients who receive cancer treatment.Patients will be screened for social determinants of health needs as part of the intake process.Patients wh
152、o would be good candidates for food and transportation support can also receive those services up to the equivalent of$5,000 for up to 12 months per patient.Once enrolled,the patient will receive weekly home-delivered fresh produce that are nutrient-dense and medically tailored,along with recipes to
153、 prepare food.Patients may also be eligible for transportation services to get to their appointments.This program should not only improve clinical outcomes and allow patients to stay on treatment for longer;we also expect it will have a social impact by providing visible support for the underserved.
154、IntroductionContentsPeoplePartnersCommunityPlanetESG MarkersMcKesson Impact Report 20222324As a company serving a diverse customer base,we seek to source high-quality products and services from a wide range of suppliers and contractors.Supplier diversitySupplier diversity is a set of strategies,proc
155、esses and systems McKesson leverages to promote equitable consideration for businesses from portions of our population that are from historically economically-disadvantaged groups.It is a business practice designed to create impact,manage supply chain and brand risks,and create economic opportunity.
156、McKesson is a federal prime vendor contractor and our supplier diversity policy complies with federal contract-established requirements related to the use of small and diverse businesses.We strategically consider all stakeholders in the market dynamic in which we operate,including patients,our partn
157、ers and the communities.An approach that considers all stakeholders helps us gain access to new markets to support more patients,mitigate our supply chain risks,and enable the expeditious flow of care.IntroductionContentsPeoplePartnersCommunityPlanetESG MarkersMcKesson Impact Report 20222325Our Comm
158、unityIntroductionContentsPeoplePartnersCommunityPlanetESG MarkersMcKesson Impact Report 20222326Oncology is a growth priority of our business and the focus of many of our community support efforts.While we look forward to a world without cancer,were also making a difference for the millions of peopl
159、e who are living with it today.Partnership with American Cancer SocietyFor 40 years,we have partnered with the American Cancer Society(ACS)through grants,donations and volunteer activities to support ACS programs and initiatives involving health equity,cancer research,cancer screenings,and preventio
160、n and cancer care.Our financial contributions include funds provided directly to Hope Lodges.Hope Lodges provide a community of support and a free place to stay for people facing cancer and their caregivers when their treatment is far away.McKesson also continues to join the ACS Cancer Action Networ
161、k in the annual Lights of Hope Across America national campaign to honor and remember loved ones impacted by cancer.Supporting the fight against cancerPartnership with The Leukemia&Lymphoma Society McKesson partners with The Leukemia&Lymphoma Society(LLS)to support the cure of leukemia,lymphoma,Hodg
162、kins disease and myeloma,and to improve the quality of life of patients and their families.LLS works to advance cancer cures by:+Funding research to advance lifesaving treatments+Driving advocacy for policies that protect patient access to lifesaving treatment+Providing patients and families with ho
163、pe,guidance,education and support Our CommunityMcKesson works to create healthier communities through giving and providing opportunities that encourage and support our employees who want to do the same.We recognize our responsibility to serve people and worthy causes in support of our purpose.With v
164、arious philanthropic partnerships,and with the generosity and volunteerism of our employees,we have found numerous ways to improve care for the people and communities who need it most.IntroductionContentsPeoplePartnersCommunityPlanetESG MarkersMcKesson Impact Report 20222327Legal support with our Pr
165、o Bono&Volunteer ProgramOur General Counsel Organization has established aPro Bono&Volunteer Programto provide legal services in support of our local communities.Since its launch,the team has volunteered over 525 hours,completing projects in fivelocations across the U.S.This work includes free legal
166、 assistance at volunteer clinics,assistance to immigrants participating in the Deferred Action for Childhood Arrivals(DACA)program and serving as a court-appointed guardian for a child.Through the generosity and volunteerism of our employees,and related partnerships,we have found numerous ways to de
167、monstrate support for our purpose of advancing health outcomes for all in the communities that need it most.Community Impact DaysCommunity Impact Days have been McKessons largest annual company-wide employee volunteer event for the past 24 years.As an impact-driven organization,we are committed to m
168、eeting the ever-changing needs in our communities by supporting causes that align with our purpose of advancing health outcomes for all.In 2022,we partnered with the McKesson Foundation,Feeding America and the food banks across North America to address food insecurity and help provide nutritious foo
169、ds that have been proven to help reduce the risk of getting cancer.Community Impact Days include in-person and virtual volunteer opportunities for those who want to give back.Employee community engagement2022 Community Impact DaysUp to 12,990staff across North America participated712employees partic
170、ipated virtuallyDistribution Centers locations(DCs)packed a total of 84 pallets,3,100 boxes with 9,300 bags of healthy foodsIntroductionContentsPeoplePartnersCommunityPlanetESG MarkersMcKesson Impact Report 20222328McKesson Care AmbassadorsMcKesson Care Ambassadors are employees who collaborate with
171、 our business units and 160 regional volunteer chairs to identify impactful volunteer opportunities at both the local and national level in support of our purpose.Care Ambassadors work closely on Community Impact Days and support initiatives such as Black Excellence on MLK Day,the Fit2BeCancerFree c
172、ampaign with the American Cancer Society and Earth Month,among others.McKesson recognizes and honors some employees as Corporate Impact Champions each year for bringing our I2CARE and ILEAD values to life in the workplace or our communities.North American employees are encouraged to nominate individ
173、ual or groups of employees for these awards,highlighting how these employees volunteered in ways that made a difference.Spotlight:Training our delivery professionals to help fight human trafficking Truck stops are one of the many venues used to perpetrate human trafficking.This means truck drivers c
174、an be positioned to help be the eyes and ears on the road and look for red flags to assist in mitigating this crime.McKesson takes this opportunity seriously and ensures that our delivery professionals undergo training through Truckers Against Trafficking to identify indications of human trafficking
175、 on the road.Drivers are encouraged to observe their surroundings when parked at rest stops,clinics or hospitals during their delivery runs to look for and report these signs.IntroductionContentsPeoplePartnersCommunityPlanetESG MarkersMcKesson Impact Report 20222329Founded in 1943,the McKesson Found
176、ation(the Foundation)is a 501(c)(3)corporate foundation dedicated to our purpose of advancing health outcomes for all.The Foundations mission is to remove barriers to quality healthcare across North America,especially for vulnerable and underserved communities.In 2023,the Foundation renewed its 80-y
177、ear-long commitment to championing health equity by expanding its portfolio of nonprofit partners,with a particular focus on reducing the burdens of cancer,diversifying the healthcare talent pipeline,and accelerating emergency preparedness and disaster relief.The McKesson FoundationReducing the burd
178、ens of cancerThe Foundation has been increasing its financial contributions to organizations focused on cancer prevention,screening and treatment,and aiding cancer patients with transportation and financial assistance.Studies show that race,ethnicity,health insurance status and income,among other fa
179、ctors,can affect how early a patients cancer is diagnosed,how it is treated and the patients survival time and financial burden.Working with our partners,the Foundation aims to reduce the risks of getting cancer and to address socioeconomic barriers to early diagnosis and appropriate care.Spotlight:
180、Parkland Health In FY22,the Foundation awarded a$500,000 grant to Parkland Health to support the new RedBird Health Center,which opened in October 2021.The highlights of Redbird Health Centers activities from October 2021 to June 2022 include the completion of over 24,000 patient visits and the hiri
181、ng of a local Community Health Worker to do outreach,education and screenings.Most patients of Redbird Health Center reside in highly underserved zip codes within Dallas,Texas and 90%are either Hispanic or Black.IntroductionContentsPeoplePartnersCommunityPlanetESG MarkersMcKesson Impact Report 20222
182、330Diversifying the healthcare talent pipelineThe Foundation supports efforts to close the gap between diverse representation among the general population and among healthcare practitioners to improve health equity and patient outcomes.Patients report they feel they are listened to more,and are more
183、 compliant with medical guidance,when they share a similar racial or ethnic identity with their healthcare practitioner.Nearly a third of the U.S.population is Black or Hispanic,but less than 9%of oncologist trainees are Black or Hispanic.Spotlight:Helping pharmacists help the underserved Students f
184、rom diverse backgrounds have historically been underrepresented among those entering the pharmacy profession.To bring more of those students into the field,and enhance the cultural competency of all pharmacy students,the McKesson Foundation announced in FY23 that it is awarding over$4million in gran
185、ts over the next five years to pharmacy schools at five U.S.universities.Some of the partner pharmacy schools will work directly with undergraduate schools to build their pipeline.One of the grantees,the University of Michigan,is collaborating with tribal colleges,for example,while another,the UNC E
186、shelman School of Pharmacy,is partnering with Historically Black Colleges and Universities(HBCUs).The grants will also support outreach to underserved communities.For example,the University of New Mexico,another grantee,is arranging for students to do clinical pharmacy rotations in rural areas of th
187、e state.The grants are another way the Foundation is helping to drive better care and health to the people who most need it.IntroductionContentsPeoplePartnersCommunityPlanetESG MarkersMcKesson Impact Report 20222331Accelerating emergency preparedness and disaster reliefAccelerating emergency prepare
188、dness and disaster relief is a key focus of the Foundations philanthropic priorities.The McKesson Foundation partners with nonprofit organizations that put systems and resources in place to help individuals and communities when emergencies strike;provide meals,accommodations and relief items after n
189、atural disasters and crises;and supply medicines and food to individuals and families during times of crisis.With the increased frequency and intensity of natural disasters,more people across North America need temporary or extended shelter,as well as food and medications,during and after crises.And
190、 with 10%of the population in Canada and the U.S.living in food-insecure households,programs to provide regular,nutritious meals to children,families and seniors can help reduce chronic disease and improve long-term health.In FY22,the Foundation invested in central food banks in four North American
191、cities,providing for the purchase or maintenance of vehicles in each food banks fleet.These investments aim to help in securing and distributing more food to the community and the extension of services to hard-to-reach children and families.The Foundation also supports communities across the U.S.as
192、a member of the American Red Cross Disaster Responder Program,which provides proactive funding to deploy critical systems and supplies to communities impacted by disaster.In FY22,the Disaster Responder Program helped the American Red Cross to provide more than 109,400 nights of emergency lodging,mor
193、e than 2.9million meals and snacks and 1.1million relief items across the U.S.The Foundation also partners with the Canadian Red Cross and Team Rubicon.These partnerships align with our holistic approach to disaster relief,and reflect its commitment to helping with disaster preparation,mitigation,re
194、covery and rebuilding.Spotlight:Supporting disaster relief in CanadaMcKesson Canada is a proud Disaster Response Alliance partner of the Canadian Red Cross.Additionally,we help to bolster community resiliency by donating overstocked pandemic masks,sanitizers and other hygiene supplies to help Canadi
195、an organizations in times of crisis.IntroductionContentsPeoplePartnersCommunityPlanetESG MarkersMcKesson Impact Report 20222332McKesson Foundation partnershipsThe McKesson Foundation has built an expanding slate of partnerships to advance health outcomes and address social determinants of health.The
196、 Foundation supports a range of partners,programs and projects in their efforts to advance health and wellness,support communities and help those in need.McKesson Foundation partners include:IntroductionContentsPeoplePartnersCommunityPlanetESG MarkersMcKesson Impact Report 20222333Supporting our emp
197、loyees through philanthropic grantsThe Foundations matching gifts programThrough its matching gifts program,the Foundation matches dollar-for-dollar and in some cases doubles any contribution of$10 or more an employee donates to an eligible non-profit organization,up to$2,500 per employee per fiscal
198、 year.Taking Care of Our Own Fund The McKesson Foundations Taking Care of Our Own Fund,administered by the Emergency Assistance Foundation and funded by the Foundation,supports McKesson employees facing hardships due to unexpected events,such as natural disasters or family emergencies.McKesson Found
199、ation Scholarship ProgramThe Foundations scholarship program administered by Scholarship America assists employees children who plan to continue education in college or vocational school programs.Renewable scholarships are offered each year for full-time study at an accredited institution of the stu
200、dents choice.FY23 Scholarships92 scholarships awarded (30 new,62 renewals)$228,750 awardedFor every 10 hours a McKesson employee volunteers,the Foundation awards a$100 grant to a charity of the employees choice,up to$1,000 per fiscal year.FY23 highlights include:2,100employees participated$1.7Min ma
201、tching gifts donated to over 2,000 charitiesIntroductionContentsPeoplePartnersCommunityPlanetESG MarkersMcKesson Impact Report 20222334FOREs measurable impactSince its first major grant program launched in 2020,FORE has awarded over$35million in grants to 89 organizations serving populations across
202、the country that focused on:+Expanding access to lifesaving treatment for opioid use disorder(OUD),helping nearly 6,000 people gain access+Addressing COVID-19 pandemic needs to ensure access to counselors,peers and other supports for people in recovery from OUD+Providing training to over 4,600 prima
203、ry care doctors,emergency medicine providers and others to identify people with OUD and provide evidence-based treatment+Engaging 400 people with lived experience of OUD to help others find treatment and recovery supports+Developing innovative ways to tackle the opioid crisis,including addressing th
204、e stigma issues,and using data to predict overdoses and target resources+Preventing OUD by strengthening families,including with access to evidence-based prevention programsThe opioid epidemic is a complicated,multi-faceted public health crisis that calls for comprehensive and collaborative solution
205、s.We are committed to engaging with all who share our dedication to and urgency in addressing this national issue.In 2018,McKesson contributed the seed money$100million to establish the independent grantmaking Foundation for Opioid Response Efforts(FORE),a 501(c)(3)non-profit dedicated solely to fin
206、ding and fostering innovative,evidence-based solutions addressing this public health challenge.Foundation for Opioid Response Efforts(FORE)IntroductionContentsPeoplePartnersCommunityPlanetESG MarkersMcKesson Impact Report 20222335Our PlanetIntroductionContentsPeoplePartnersCommunityPlanetESG Markers
207、McKesson Impact Report 20222336At McKesson,we are committed to taking affirmative action to respond to climate change.In December 2022,our near-term climate change targets received approval from the Science Based Targets initiative(SBTi).Greenhouse gas emissions reductionSpotlight:Developing science
208、-based targetsWith SBTi approval,we have finalized our commitment to science-based targets to:+Reduce our Scope 1 and 2 GHG emissions by 50.4%by FY32 from a FY20 base year+Ensure 70%of McKesson suppliers,by spend covering purchased goods and services,have their own SBTi-approved GHG emissions reduct
209、ion targets by FY273SBTi,a collaboration between CDP(formerly the Carbon Disclosure Project),the United Nations Global Compact,World Resources Institute and the World Wide Fund for Nature,drives climate action in the private sector by encouraging companies to set targets to limit global warming to 1
210、.5C.McKesson joins more than 2,000 other companies in making rigorous commitments toward this goal.We are taking steps designed to reduce both our direct(Scope 1 and 2)GHG emissions and those produced in our upstream and downstream value chain(Scope 3).We recognize that we have a pivotal role to pla
211、y in reducing GHG emissions across our value chain.Thats why we have committed to work with our suppliers in connection with our SBTi targets.We are also engaged with the National Academies of Medicine and the Association for Health Care Resource&Materials Management of the American Hospital Associa
212、tion on reducing GHG emissions.1 See Overview in ESG Markers section of this report for more fiscal year reported data and more details about our assurance process and Scope 3 category-specific information.2 See our Basis of ReportingGreenhouse Gas(GHG)Emissions in ESG Markers section for more detai
213、ls about our GHG inventory and associated methodology.3 Actual numbers will fluctuate as we re-baseline,adjusting for divestitures and acquisitions,per the Greenhouse Gas Protocol.Our PlanetAs a global leader in healthcare,we recognize and embrace our responsibility to protect our planet as we susta
214、in our business and advance our purpose.We believe that climate change has a direct and significant impact on human health.Since rising greenhouse gas(GHG)emissions are a primary source of climate change,we are doing our part to cut these emissions by setting ambitious targets.Our company is also mo
215、ving forward with initiatives to reduce our impact by greening and optimizing the efficiency of our fleet,making our buildings more efficient and decreasing the amount of waste our facilities generate.McKessons GHG emissions in metric tons CO2e 1,2 FY20FY22FY23Direct(Scope 1)GHG emissions88,21974,02
216、5132,494Indirect(Scope 2)GHG emissions Location-Based190,289169,478144,162Indirect(Scope 2)GHG emissions Market-Based189,365183,349141,301Gross Scope 1+Scope 2 Location-Based278,508243,503276,656Gross Scope 1+Scope 2 Market-Based277,584257,374273,795Gross Scope 3 Emissions25,426,17426,875,94431,994,
217、399IntroductionContentsPeoplePartnersCommunityPlanetESG MarkersMcKesson Impact Report 20222337Greening our Toronto Campus with RECsIn 2022,McKesson Canada began choosing green energy at our Greater Toronto Area Campus with renewable energy credits(RECs)from Bullfrog Power.In the first year of these
218、credits,we expect to avoid generation of 465 tons of CO2e.Thats the equivalent of taking 133 cars off the road for a year,switching 23,498 lightbulbs to LEDs or growing 301 hectares of forest for a year.Our approach to reducing our GHG emissions includes increasing our procurement of renewable energ
219、y,enhancing our energy efficiency and making our fleet more efficient.We expect that one important element in achieving our science-based targets will be to procure more energy from renewable sources.For example,weve signed a Virtual Power Purchase Agreement(VPPA)with a renewable energy project deve
220、loper.This provides that as part of a consortium,we will agree to purchase 15 MW of renewable energy associated with a solar project in Liberty County,Texas that is expected to be operational in 2024.The VPPA will provide the developer with a fixed price for its energy.In return,McKesson will receiv
221、e renewable energy credits(RECs)for each megawatt hour of green energy the project generates and sells.We have also initially focused on entering into renewable energy contracts for those sites in Texas where we or The U.S.Oncology Network are responsible for electricity invoices.Since 2022,a majori
222、ty of these sites have run on 100%renewable energy,primarily sourced from the Sweetwater and Foard City wind farms.Renewable energy sourcingHarnessing the power of the sunWe are also powering some of our operations with solar energy generated at our own buildings.For example,we have installed solar
223、panels at our distribution centers in West Sacramento and Robbinsville.The West Sacramento distribution center features a 1,092 kW rooftop array,which has met approximately 63%of its electricity needs since the panels went online in 2019.Our Robbinsville distribution center has also added 2,730.6 kW
224、 of rooftop and ground-mounted arrays that went live in April 2022.These panels generate a majority of the electricity utilized at this site and can use annual net metering to gain credit for excess solar power.IntroductionContentsPeoplePartnersCommunityPlanetESG MarkersMcKesson Impact Report 202223
225、38At McKesson,we look to be impactful by optimizing how much energy we use.We are exploring ways to use less energy for lighting and heating,ventilation and air conditioning(HVAC)at our premises.Energy use reduction through green buildingsOne way that we do this is by connecting our buildings to fau
226、lt detection and analytics solutions to predict failures,optimize performance and reduce our energy use.Operating on a remote,secure platform,the Connected Buildings program has already integrated more than 1million square feet of McKesson real estate and is being incorporated into new and existing
227、buildings.Embracing LEED and WELL building standardsIn support of our purpose,we aim to follow the Leadership in Energy and Environmental Design(LEED)and the WELL Building Standards at our locations.We expect to consider these standards in the future when building and designing new offices and distr
228、ibution centers.Spotlight:Switching to LED lighting for a brighter futureAs we find ways to reduce how much energy we use,decrease our carbon footprint and create a better environment for our employees,we are upgrading to LED lighting in many of our buildings.To date,we have completed 27 retrofits,i
229、ncluding 20 distribution centers,6 U.S.Oncology Network clinics and 1 office.Six cancer centers participated in this lighting upgrade program via a pay-from-savings model,while two also added HVAC control kits.IntroductionContentsPeoplePartnersCommunityPlanetESG MarkersMcKesson Impact Report 2022233
230、9As a distributor of pharmaceuticals and other healthcare supplies and equipment,we know the importance of a robust,reliable and efficient transportation network.Thats why we are taking a multifaceted approach to minimize our fuel consumption and reduce carbon emissions from our fleet.For example,we
231、 are using new software designed to optimize our routing,improving our loading rates,reducing empty miles wherever possible and investigating more efficient and alternative fuel vehicles,including electric vehicles.Distribution operations efficiencyOptimizing our routes and load ratesRoute Optimizat
232、ion Statistics FY23 vs FY22Consumed 263K less gallons of fuel(9.2%)1.5 gallons less per routeDelivered 1.1M more packages (+4.4%)6 more packages per routePlanned 455K less travel miles (2.1%)2.5 gallons less per routeDelivered$427M more in sales (+11.8%)We know our use of route optimization software
233、 can result in less fuel being needed,lowering GHG emissions,and can improve the customer experience.Optimization techniques we use include strategically assessing the best type of vehicle for the intended route,route distances,and delivery order.Optimizing truck capacity enables our delivery profes
234、sionals to deliver more volume while reducing the number of vehicles on the road.Decking can help maximize space as load bars and vertical logistic posts inside the trailer create multiple layers for pallets.Some of our distribution center efforts include automated laser systems and our advanced pac
235、kaging program to help us reduce dunnage,which is the protective material inside a box.Our advanced packaging technology helps us better size the boxes we ship based on the products,and uses approximately 16%less corrugated materials in generating a shipping container relative to the same size tradi
236、tional box.Leveraging the power of technology,we are also deploying a more dynamic routing system that draws on real-time information.A software solution also helps delivery professionals maximize fuel efficiency by avoiding accelerating or decelerating too quickly.Greening our fleetWe are researchi
237、ng potential ways to electrify our fleet.In a recent pilot project,we tested the use of electric vehicles and installed pilot charging stations at distribution centers in Auburn and Houston.IntroductionContentsPeoplePartnersCommunityPlanetESG MarkersMcKesson Impact Report 20222340Paperless invoicing
238、 pilot projectOur U.S.Pharmaceutical segment has conducted a pilot project for switching to paperless invoicing.This pilot reduced waste and printing by 51,000 sheets of paper each day and emissions by 64.7 tons of CO2 per year.Invoice Reduction(FY23)Elimination for more than 13,500 customer account
239、s of multiple invoice copies(2.5M sheets daily costing$20.5M annually)+116 tons of paper eliminated+112 tons of CO2 reduced+2,784 trees savedCalculated with data from U.S.EPAWaste Reduction ModelWave Release Optimization(FY23)U.S.Pharmaceutical segment customer order management to consolidate tote g
240、eneration and eliminate excess transportation.+416K totes reduced+28,794 travel miles eliminated+98.7 tons of CO2 reducedMcKesson to Masters No Credit Vendor Program(FY22)Identification and reallocation of no credit short dated and overstocked inventory to McKesson subsidiary company Masters for dis
241、counted resale and partial cost recovery.+40K bottles reallocated+1.1 tons of CO2 reducedOur operations are actively working to reduce the amount of waste generated by our offices,warehouses and distribution centers and deploy more reusable and recycled packaging and products.Our efforts to advance
242、sustainability span our entire value chain,from sourcing products to responsible end-of-life solutions for furniture and other items.Reusable shipping containersMany of our businesses send medications to customers including pharmacies and hospitals in reusable containers.This effort is estimated to
243、eliminate nearly60million cardboard boxes annually,equivalent to saving 400,000 trees.Sustainable packaging and waste reductionMcKesson Plasma and Biologics services introduced a reusable cold-chain shipping container for refrigerated drug shipments in April 2022.Replacing one-way shippers,these coo
244、lers improve performance,keeping products cooler for longer,and reduce landfill.Customers can easily return the container for future use via UPS,with return freight costs covered by McKesson.Their use extends the shipping lifespan from 36 to 72 hours,contingent on seasonal temperatures,and helps avo
245、id disruptions to patient care in the case of shipping delays.IntroductionContentsPeoplePartnersCommunityPlanetESG MarkersMcKesson Impact Report 20222341ESG MarkersIntroductionContentsPeoplePartnersCommunityPlanetESG MarkersMcKesson Impact Report 20222342OverviewUnited Nations Global CompactESG mark
246、ersMetric6McKesson OverallMcKesson Leadership7Women62%42%People of Color8,947%26%People with Disabilities7%6%Veterans4%4%LGBTQ+Community3%1%6 The data for our Metrics is derived from our employee voluntary self-identification process as of March 31,2023 and represents our best estimate of representa
247、tion at this time.7 Represents our leadership at the vice president level and above.8 Represents U.S.employees only because the data for Canada and Europe is not available.9 People of Color includes the following self-identification categories:American Indian or Alaska Native,Asian,Black or African
248、American,Hispanic or Latino,Native Hawaiian or Other Pacific Islander,or Two or More Races.Our most recent Communication on Progress in response to the UN Global Compact can be found here.DescriptionMetric#of Part-Time Employees6,000#of Employees in the U.S.35,000#of Employees Worldwide51,000Descrip
249、tionMetricBoard Members Women36%Board Members People of Color36%McKesson PoliciesConflict Minerals Policy Code of Conduct IntroductionContentsPeoplePartnersCommunityPlanetESG MarkersMcKesson Impact Report 20222343GRI DisclosureGRI Requested InformationMcKesson FY22FY23 Responses GRI 2:General Disclo
250、sures2-1 Organizational detailsa.McKesson Corporationb.McKesson Corporation is a publicly held Delaware corporation that is listed on the New York Stock Exchange under ticker symbol MCK.c.Our headquarters are at 6555 State Highway 161,Irving,Texas,U.S.d.Operations in the United States,Canada,and Nor
251、way.See Annual Report for information regarding European divestitures.2-2 Entities included in the organizations sustainability reportinga.McKesson US and McKesson Canada includedb.See McKesson at a glance2-3 Reporting period,frequency and contact pointa.Covering FY22FY23.See Our approach to impactb
252、.FY23 ending March 31,2023.See Our approach to impactc.June 14,2023d.Lauren Rodgers:Lauren.RodgersMcK2-4 Restatements of informationMcKesson has restated its GHG emissions data due to its European divestiture.McKesson has restated its water use data due to its European divestiture and a determinatio
253、n that previously reported data included water withdrawal related to environmental remediation.2-5 External assuranceMcKesson has received limited assurance on its FY21 and FY22 GHG Emissions data.See Independent Limited Assurance Statement2-6 Activities,value chain and other business relationshipsS
254、ee McKesson at a glance and our FY23 Annual Report2-7 EmployeesSee our FY23 Form 10-K for more details regarding McKessons Human Capital disclosuresa.Approximately 51,000 worldwide,35,000 in the US,13,000 in Canada,and 3,000 in Europe 62%self-identified as womenb.6,000 part-time employees2-8 Workers
255、 who are not employeesSee our FY23 Form 10-K for more details regarding McKessons Human Capital disclosures2-9 Governance structure and compositionSee Governance and sustainability and our 2023 Proxy for more details2-10 Nomination and selection of the highest governance bodySee our 2023 Proxy for m
256、ore detailsGRI DisclosureGRI Requested InformationMcKesson FY22FY23 Responses 2-11 Chair of the highest governance bodySee our 2023 Proxy for more details2-12 Role of the highest governance body in overseeing the management of impactsSee our 2023 Proxy for more details2-13 Delegation of responsibili
257、ty for managing impactsSee Governance and sustainability and our 2023 Proxy for more details2-14 Role of the highest governance body in sustainability reportingSee Governance and sustainability and our 2023 Proxy for more details2-15 Conflicts of interestSee our 2023 Proxy for more details2-16 Commu
258、nication of critical concernsSee our 2023 Proxy for more details2-17 Collective knowledge of the highest governance bodySee Governance and sustainability and our 2023 Proxy for more details2-18 Evaluation of the performance of the highest governance bodySee our 2023 Proxy for more details2-19 Remune
259、ration policiesSee our 2023 Proxy for more details2-20 Process to determine remunerationSee our 2023 Proxy for more details2-21 Annual total compensation ratioFor purposes of our CEO pay ratio,our CEOs compensation is$20,221,325 and our median employee compensation is$68,844.Accordingly,our CEO to m
260、edian employee pay ratio is 294:1.See our 2023 Proxy for more details2-29 Approach to stakeholder engagementOur stakeholders include employees,shareholders,communities,customers,suppliers,joint venture partners,investors,government/policymakers and nongovernmental organizations.See Shareholder and o
261、ther stakeholder engagement and our 2023 Proxy for more details2-30 Collective bargaining agreementsUnion/collective bargaining:We are committed to respecting the rights of all McKesson employees.Labor laws and practices vary among the countries where we do business,and we are committed to following
262、 all applicable labor laws and regulations in those countries,including those governing labor-management relationships.See our FY23 Form 10-K for more detailsGlobal Reporting Initiative (GRI)IntroductionContentsPeoplePartnersCommunityPlanetESG MarkersMcKesson Impact Report 20222344GRI DisclosureGRI
263、Requested InformationMcKesson FY22FY23 Responses GRI 303:Water and Effluents 2018303-3Water withdrawalSee Embracing LEED and WELL building standardsWater use(U.S.only):FY20:154,367,073 FY21:152,868,206FY22:179,204,879FY23:180,320,072GRI 305:Emissions 2016305-1Direct(Scope 1)GHG emissionsSee Greenhou
264、se gas emissions reductionSee McKessons GHG and energy-use data table305-2Energy indirect(Scope 2)GHG emissionsSee Greenhouse gas emissions reductionSee McKessons GHG and energy-use data table305-3Other indirect(Scope 3)GHG emissionsSee Greenhouse gas emissions reductionSee McKessons GHG and energy-
265、use data table305-4GHG emissions intensitySee Greenhouse gas emissions reductionSee McKessons GHG and energy-use data table305-5Reduction of GHG emissionSee Greenhouse gas emissions reductionSee McKessons GHG and energy-use data tableGRI 306:Waste 2020306-1Waste generation and significant waste-rela
266、ted impactSee Sustainable packaging and waste reduction306-2Management of significant waste-related impactsSee Sustainable packaging and waste reductionGRI 401:Employment 2016401-1New employee hires and employee turnoverSee Our PeopleSee our FY23 Form 10-K for more details401-2Benefits provided to f
267、ull-time employees that are not provided to temporary or part-time employeesSee our FY23 Form 10-K for more detailsSee our 2023 Proxy for more detailsGRI DisclosureGRI Requested InformationMcKesson FY22FY23 Responses GRI 3:Material Topics 3-1Process to determine material topicsIn FY18,we worked with
268、 our stakeholders on a materiality assessment to identify and prioritize potential topics that could affect our company.The assessment included in-depth interviews and surveys with 95 stakeholders from Canada,Europe and the U.S.They included employees,customers,suppliers,industry associations,govern
269、ment agencies,NGOs and joint venture partners.We involved senior leaders from multiple business units and corporate functions and carefully considered the views of our shareholders.We also brought in peer benchmarking,impact mapping,synthesis and analysis of our results.The work resulted in a materi
270、ality matrix,validated with internal leaders,and a list of prioritized topics and opportunities raised through the materiality process.3-2 List of material topicsSee Shareholder and other stakeholder engagementGRI 201:Economic Performance201-1Direct economic value generated and distributedSee McKess
271、on FY23 fast facts.FY23 revenues were$276.7 billion.See our FY23 Form 10-K for more details201-2 Financial implications and other risks and opportunities due to climate changeSee our Statement on Climate ChangeSee our FY23 Form 10-K for more detailsGRI 203:Indirect Economic Impacts 203-1 Infrastruct
272、ure investments and services supportedSee Our CommunitySee Embracing LEED and WELL building standardsGRI 205:Anti-corruption 2016205-2Communication and training about anti-corruption policies and proceduresSee Code of ConductGRI 302:Energy302-1Energy consumption within the organizationSee Renewable
273、energy sourcingSee Our Statement on Climate Change302-3Energy intensitySee Renewable energy sourcingSee Our Statement on Climate Change302-4Reduction of energy consumptionSee Renewable energy sourcingSee Our Statement on Climate ChangeIntroductionContentsPeoplePartnersCommunityPlanetESG MarkersMcKes
274、son Impact Report 20222345GRI DisclosureGRI Requested InformationMcKesson FY22FY23 Responses 403-3Occupational health serviceMcKesson has implemented a safety management system approach utilizing the ANSI Z10 model to identify and control potential risks for workplace incidents,employee injuries and
275、 regulatory(OSHA,EPA)matters.The management system systematically addresses and reduces risk through implementation of policies and procedures,training,employee engagement and feedback loops through inspection and audit processes.McKessons safety leadership is comprised of business leaders with spec
276、ialized education,credentials and experience which aid in the successful management of the safety management system.403-4Worker participation,consultation,and communication on occupational health and safetySafety Committees are comprised of management and non-management employees with representation
277、 from a cross-section of the facilitys departments and functions.Each committee has a chairperson who is elected by the safety committee members.Members serve a minimum of one year with appointments staggered to assure that no more than one third of the committee is new at any time.All committee mee
278、tings are open to any employee who wishes to attend.Safety Committee Responsibilities:Create and maintain each employees active and positive interest in safety.Provide open communication among management,its representatives,and employees.Provide an open forum where accident causes and means of preve
279、ntion can be discussed.Establish provisions to complete regular periodic inspections,review results and recommend and track the status of indicated changes through resolution.Identify unsafe work practices or conditions and suggest appropriate remedies.Encourage feedback from all levels of employees
280、 in all areas of the company in regard to problems,ideas and solutions.Keep everyone in the facility informed about new safety policies,training programs and other safety related ideas.Develop a positive safety culture that will support and promote an effective safety systemMeeting Frequency:Safety
281、committee meetings are held in accordance with the following schedule:All distribution centers,Central Fills and manufacturing facilities will conduct monthly meetings.Non-distribution centers with more than 10 employees will conduct quarterly meetings.Facilities with fewer than 10 employees will co
282、nduct meetings as needed.GRI DisclosureGRI Requested InformationMcKesson FY22FY23 Responses GRI 403:Occupational Health and Safety 2018403-1Occupational health and safety management systemWe use safety performance scorecards to track and monitor our Occupational Safety and Health Administration(OSHA
283、)Total Recordable Incident Rate(TRIR),among other metrics.Each of our U.S.businesses receives an overall Safety Performance Index score quarterly,which takes into account factors such as completion of Safety Committee meetings and inspections;percent of completed employee safety orientations,certifi
284、cations and other trainings;and injury rates.In FY22,our U.S.Safety Performance Index score improved 2%over FY21 and remained constant in FY23.We routinely assess facilities to monitor adherence to established security and safety standards.We completed over 140 onsite and virtual safety visits in FY
285、22 and over 180 in FY23 to provide support,coaching,and oversight for implementation of accident prevention and regulatory environmental health and safety programs.We also completed over 40,000 safety observations in FY22 during the height of our COVID-19 vaccine roll out program and over 30,000 in
286、FY23,aimed at reinforcing safe work practices for employees.McKesson Canada has a robust health and safety program which includes a continuous training program offered to all employees,monthly topics shared to distribution center teams,and ergonomic assessment to improve best work practices.The prog
287、ram also includes a health and safety executive summary dashboard that is shared quarterly with McKesson Canadas leadership.US Safety Performance Index Score YoY Improvement:FY22:97(+2%from prior year),FY23:97(remained constant)Onsite and Virtual Safety Visit Completed:FY22:141,FY23:181Safety Observ
288、ations Completed:FY22:40,944,FY23:30,306 403-2Hazard identification,risk assessment,and incident investigationIf a serious vulnerability is identified,it is documented,and the facility prepares an action plan.Across distribution facilities,we prepare a monthly leading safety indicator dashboard to m
289、easure performance to our standards.In FY22 and FY23,our distribution centers in the U.S.had a 100%execution rate in core injury prevention programs,including joint health and safety committees,periodic self-inspections,and employee training.We also maintain an internal database of all major inciden
290、ts at our facilities,which allows us to investigate the circumstances surrounding the injury or event.This helps us learn how we can prevent similar incidents in the future.IntroductionContentsPeoplePartnersCommunityPlanetESG MarkersMcKesson Impact Report 20222346GRI DisclosureGRI Requested Informat
291、ionMcKesson FY22FY23 Responses GRI 404:Training and Education 2016404-1Average hours of training per year per employeeIn FY23,employees completed more than 86,000 safety training courses.404-2Programs for upgrading employee skills and transition assistance programsSee Our People and our FY23 Form 10
292、-K for more details404-3Percentage of employees receiving regular performance and career development reviewsSee our FY23 Form 10-K for more detailsGRI 405:Diversity and Equal Opportunity 2016405-1Diversity of governance bodies and employeesSee Governance and sustainabilitySee ESG Markers OverviewGRI
293、 408:Child Labor 2016408-1Operations and suppliers at significant risk for incidents of child laborSee our UK Modern Slavery Act Statement for more detailsGRI 409:Forced or Compulsory Labor 2016409-1Operations and suppliers at significant risk for incidents of forced or compulsory laborEstablished i
294、n 2012,the Responsible Sourcing program provides a framework that holds our international private-label suppliers to an auditable set of expectations.Private-label suppliers outside the U.S.must agree to comply with the MSSP,which address compliance with applicable laws along with adherence to our p
295、rinciples on protecting workers,preparing for emergencies and protecting the environment.These principles likewise reflect our stance against forced and child labor,which is also articulated in our response to the UK Modern Slavery Act for our UK business.GRI 413:Local Communities 2016413-1Operation
296、s with local community engagement,impact assessments,and development programsSee Our CommunityMcK Foundation Scholarship Program Awarded 30 new scholarships,62 renewal scholarships,$228,750 total scholarshipsTaking Care of Our Own Fund Awarded 202 support grants,total of$518,343 grant fundsCommunity
297、 Impact Days 12,990 employee participants,712 virtual participants,a total of 84 pallets,3,100 boxes with 9,300 bags of healthy foodsGiving Tuesday 2:1 Matching Gifts 1,099 employee participants,$581,872 in employee contributions,$1,575,144 total charitable contributionsMatching Gifts 2,100 employee
298、 participants,distributed$1.7M in matching gifts to over 2,000 charitiesEmployee Volunteering&Board Service$246,650 distributed in volunteer and board service grants#Fit2BeCancerFree Challenge 550 McK Canada employee participants,$10,000 raised GRI DisclosureGRI Requested InformationMcKesson FY22FY2
299、3 Responses 403-5Worker training on occupational health and safetyWe aim to foster a“safety matters because you matter”culture.Our safety training programs are for employees at all levels.Throughout their time at McKesson,employees learn to identify and control hazards they may encounter at work.All
300、 employees,upon hiring and annually thereafter,receive health and safety training through our internal learning portal.Employees also receive specialized training related to their role,environment,and the equipment used in their work environment,for example proper use of personal protective equipmen
301、t,safe lifting techniques and safe operation of powered industrial trucks.Just as we continually update our processes,we refresh our training modules and programs.In FY23,we launched two new ergonomic training modules within the distribution network focused safe motion techniques,warm-ups and stretc
302、hing.In FY23,employees completed more than 86,000 safety training courses.403-6Promotion of worker healthSee Our People403-7Prevention and mitigation of occupational health and safety impacts directly linked by business relationshipsActions taken to prevent and mitigate occupational health and safet
303、y impacts to our employees included the following:Successfully executed the Focus DC EH&S Service Plan,with an emphasis on review/control of primary risks;Implemented updated PIT Safe Operating Rules and integrated them into Operator(Re)certification Programs;Developed Safety Accountability Guidelin
304、es to ensure appropriate,fair and consistent progressive disciplinary actions;Refreshed Pre-Shift Warm-up and Stretching Program,including new learning aids;Produced Ergonomics training module for People Leaders;Updated New Employee Safety Orientation training modules and protocol;Created hands-on e
305、mployee on-boarding procedures for Operation Hyperdrive employees;Updated Monthly and Annual Safety Inspections&Self-Assessment Programs;Reengineered the Employee Safety Observations Program which emphasizes PIT and manual material handling risks,and integrated them into new employee orientation.403
306、-9Work-related injuriesIn the U.S.,injury rates(number of recordable injuries per 100 employees)were calculated for both distribution centers and office locations during calendar year 2022 and 2023.TRIR and LTIR decreased for both years when compared to calendar year 2021.We disclose TRIR on a calen
307、dar year basis as this approach aligns with the Occupational Safety and Health Administration reporting requirements.US DC Core Injury Prevention Execution Rate:FY22:100%,FY23:100%US Incident Rates(Lost-Time):CY22:.71,CY23:.69US Incident Rates(Total Recordable):CY22:2.00,CY23:2.21US Safety Performan
308、ce Index Score YoY Improvement:FY22:97(+2%YoY),FY23:97(+0%YoY)IntroductionContentsPeoplePartnersCommunityPlanetESG MarkersMcKesson Impact Report 20222347GRI DisclosureGRI Requested InformationMcKesson FY22FY23 Responses GRI 415:Public Policy 2016415-1Political contributionsSee Our Political Engageme
309、nt landing page for more detailsGRI 416:Customer Health and Safety 2016416-1Assessment of the health and safety impacts of product and service categoriesWe endeavor to provide safe,high-quality products to our customers and their patients,and are committed to regulatory excellence and compliance wit
310、h laws and regulations that apply to us in all aspects of our operations.For product quality,these laws and regulations include the Drug Supply Chain Security Act in the U.S.and the Food and Drugs Act and Good Manufacturing Practices in Canada.Our quality management systems are based on internationa
311、l procedures and industry standards to help ensure the products we handle and distribute,the products we source in our private-label line of business,and the packaging and labeling thereof,follow applicable regulations and are in line with or exceed industry best practices.When potential product qua
312、lity incidents occur,we work to respond promptly and follow a Corrective Action Preventive Action(CAPA)process.To prevent counterfeit products from entering the legal distribution network and to help ensure the integrity of the products we take ownership of,we follow a supplier qualification procedu
313、re for vendors.Potential suppliers are vetted using industry accepted tools.As part of this process,we perform regular audits and checks of authorizations and certifications,as appropriate.See our 2023 Proxy for more detailsGRI 418:Customer Privacy 2016418-1Substantiated complaints concerning breach
314、es of customer privacy and losses of customer dataSee our FY23 Form 10-K for more detailsIntroductionContentsPeoplePartnersCommunityPlanetESG MarkersMcKesson Impact Report 20222348Sustainability Accounting Standards Board(SASB)ESG markersDisclosure TopicAccounting MetricsResponse/Link within the Imp
315、act ReportProduct SafetyHC-DI-250a.1 Total amount of monetary losses as a result of legal proceedings associated with product safetyHC-DI-250a.2 Description of efforts to minimize health and safety risks of products sold associated with toxicity/chemical safety,high abuse potential,or deliverySee ou
316、r FY23 Form 10-K for more detailsSee Foundation for Opioid Response Efforts(FORE)Access to MedicinesHC-BP-240a.1 Description of actions and initiatives to promote access to health care products for priority diseases and in priority countries as defined by the Access to Medicine IndexSee Addressing t
317、he COVID-19 pandemic with government partnersSee Health equity advancesHC-DI-000.A Number of pharmaceutical units sold,by product categorySee our FY23 Form 10-K for more detailsSee our 2023 Proxy for more detailsHC-DI-000.B Number of medical devices sold,by product categorySee our FY23 Form 10-K for
318、 more detailsSee our 2023 Proxy for more detailsDisclosure TopicAccounting MetricsResponse/Link within the Impact ReportBusiness EthicsHC-DI-510a.1 Description of efforts to minimize conflicts of interest and unethical business practicesHC-DI-510a.2 Total amount of monetary losses as a result of leg
319、al proceedings associated with bribery,corruption,or other unethical business practicesSee our FY23 Form 10-K for more details See Code of Conduct Counterfeit DrugsHC-DI-260a.1 Description of methods and technologies used to maintain traceability of products throughout the distribution chain and pre
320、vent counterfeitingHC-DI-260a.2 Discussion of due diligence process to qualify suppliers of drug products and medical equipment and devicesHC-DI-260a.3 Discussion of process for alerting customers and business partners of potential or known risks associated with counterfeit productsOur Global Sourci
321、ng organization is responsible for identifying potential overseas suppliers for our private-label brands.Once suppliers are identified,we begin assessment and qualification processes to determine if these suppliers meet our criteria.Our Global Sourcing teams evaluate suppliers for adherence to Curre
322、nt Good Manufacturing Practices(CGMP)and other regulations,while our Responsible Sourcing teams evaluate supplier conformance to the MSSP.To prevent counterfeit products from entering the legal distribution network and to help ensure the integrity of the products we take ownership of,we follow a sup
323、plier qualification procedure for vendors.Potential suppliers are vetted using industry accepted tools.As part of this process,we perform regular audits and checks of authorizations and certifications,as appropriate.See Foundation for Opioid Response Efforts(FORE)Fleet Fuel ManagementHC-DI-110a.1 Pa
324、yload fuel economyHC-DI-110a.2 Description of efforts to reduce environmental impacts of logisticsWe utilize a combination of third-party transportation&logistics providers and a private fleet of delivery vehicles for product deliveries.We do not have direct operational control over the third-party
325、provider deliveries and do not have access to all third-party partners fuel data for emissions reporting.See Distribution operations efficiencySee our Climate Change Position StatementProduct Lifecycle ManagementHC-DI-410a.1 Discussion of strategies to reduce the environmental impact of packaging th
326、roughout its lifecycleSee Sustainable packaging and waste reductionIntroductionContentsPeoplePartnersCommunityPlanetESG MarkersMcKesson Impact Report 20222349Task Force on Climate-related Financial Disclosures(TCFD)ESG markersTCFD RecommendationsResponse/Link within the Impact ReportStrategya)Descri
327、be the climate-related risks and opportunities the organization has identified over the short,medium and long termb)Describe the impact of climate-related risks and opportunities on the organizations businesses,strategy and financial planningc)Describe the resilience of the organizations strategy,ta
328、king into consideration different climate-related scenarios,including a 2C or lower scenario.Climate change is a global problem that will require coordination and collaboration across geographies,industries and societies.It poses unique risks,but also presents opportunities for companies to adapt an
329、d increase the efficiency of their operations.The long-term effects of climate change are difficult to predict and may be widespread.The impacts may include physical risks(such as rising sea levels or increased frequency and severity of extreme weather conditions),social and human effects(such as po
330、pulation dislocations or harm to health and wellbeing),compliance costs and transition risks(such as regulatory or technology changes)and other adverse effects.The effects could impair,for example,the availability and cost of certain products,commodities,and energy(including utilities),which in turn
331、 may impact the ability to procure goods or services required for business operations.Risk 1Acute physical Increased severity and frequency of extreme weather events such as cyclones and floodsTime horizon:long termRisk 2Chronic physical Rising mean temperaturesTime horizon:long termOpportunity 1Res
332、ource efficiency move to more efficient buildingsTime horizon:long termOpportunity 2Energy source Use of lower-emission sources of energyTime horizon:long termSee Our Planet See our Climate Change Position StatementSee our FY23 Form 10-K for more detailsTCFD RecommendationsResponse/Link within the I
333、mpact ReportGovernancea)Describe the boards oversight of climate-related risks and opportunitiesb)Describe managements role in assessing and managing climate-related risks and opportunitiesThe Boards Governance and Sustainability Committee regularly reviews McKessons ESG practices,including environmental sustainability and matters concerning our commitment to delivering value to customers,employee