ESGBERT/base_data · Datasets at Hugging Face

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The mentees were drawn from groups that are traditionally underrepresented in the screen industries; in particular women, Black, Asian and minority ethnic and disabled talent.
The six-month programme matched one mentor to two mentees, and as well as one on one mentoring, the entire cohort benefitted from professional development and skills enhancement workshops, panel discussions, and peer to peer mentoring – all delivered online.
Education and Employers ITV Studios led a new initiative in with the Education and Employers programme.
Using a match-making system, teachers and careers advisors can find people working at ITV and connect with them, via virtual interactive sessions for young people at both primary and secondary school level.
At a time where opportunities for young people have been so drastically reduced due to the pandemic, this initiative provides opportunities for them to learn more about future careers opportunities, digitally.
102 ITV Colleagues volunteered in schools in 2021, visiting 79 schools who shared their content with over 19,132 students.
I volunteered for SmartWorks in Newcastle, a national charity who support women back into work with free interview clothes, confidence building sessions and CV/job interview support.
I feel really passionate about women supporting other women and this charity had this in abundance.
Media and Entertainment I became a Creative Access mentor as I thought it was a great opportunity to work with someone keen to get into journalism.
I cannot tell you the pride I felt when she told me.
who are from groups underrepresented in our industry.
The theme of the workshop was “The Future of Storytelling”, and six colleagues volunteered their time to deliver a series of sessions which explored brand and inclusive storytelling within ITV.
career journeys and gave attendees an insight into their current positions.
into the industry, networking, freelancing and navigating creative industries during a pandemic.
BET TER HEALTH Britain Get Talking will return in Summer encouraging families and children to talk more, following the devastating impact of the pandemic on education, social experiences and mental health for a generation of kids.
We are also developing an evolution of the partnership between ITVCALM, with a focus on encouraging even more young people to embrace the things that give them a boost when they’re feeling low.
Our focus in physical health will continue to be children, with another year of our Eat Them to Defeat Them and Daily Mile campaigns seeking to combat the effects of the pandemic.
In by prioritising representation of disabled people, as it’s the area where we have the most work to do.
ITV will continue to chair the Creative Diversity Network.
We will keep integrating Climate Action further into our ways of working across ITV in 2022.
Whether by ensuring that senior teams across all departments have objectives that support our strategy, by working more closely with our suppliers, or by doing more to engage our audience through unmissable content, we are continuing to set ambitious targets and mobilising everyone to reach them.
GIVING BACK Soccer Aid for Unicef will be returning in and our sights set on another recordbreaking total to support UNICEF’s vaccination efforts.
For colleague volunteering, we will continue our focus on encouraging mentoring through our partnerships with The Media Trust and Creative Access.
We hope this will continue to help colleagues volunteer remotely and also improve diversity and inclusion at ITV.
The Masked Singer DIVERSIT Y & INCLUSION UK workforce diversity data Based on disclosed population at 31 December 2021.
Professional Intermediate Working class Don’t know/Not applicable Other (incl.
13.3 22 3.8 12 11.4 100 90 80 70 60 50 40 30 20 10 0 Figures include UK permanent and PAYE fixed-term employees only (it does not include freelance, contingent or agency workers) and are based on the number of employees who chose to disclose diversity data.
For benchmarking purposes, we have used labour market data from the Office of National Statistics as published in the Diamond: Fourth Cut report in 2020.
Benchmark data on socio-economic background is from the Social Mobility Commission’s report “Simplifying how employers measure socio-economic background”.
Our LGBT+ target combines sexual orientation and gender identity, but we measure and report these separately.
Our target is based on estimated working population data in these communities.
We have not broken down data on transgender and non-binary staff by management level due to low numbers.
Prefer Not To Say Figures include UK permanent and PAYE fixed-term employees only (it does not include freelance, contingent or agency workers) and are based on the number of employees who chose to disclose diversity data.
Diamond is an industry-wide data collection system for monitoring and reporting diversity in broadcasting.
More information about Diamond can be found on the Creative Diversity Network website at www.creativediversitynetwork.com/diamond The 2021 figures relate to programmes broadcast between 1 August 2020 and 31 July 2021 based on 192,859 completed Diamond diversity forms from people working or appearing on these programmes.
between 1 August 2019 and 31 July 2020 based on 127,745 completed Diamond diversity forms.
Some figures have been redacted due to low numbers.
Global gender split Based on total headcount as of 31 December 2021.
Female Senior Management* % 90 80 70 60 50 40 30 20 10 0 2019 52.6 46.8 2020 54.7 44.4 2021 53.7 45.4 Managers** % 100 90 80 70 60 50 40 30 20 10 0 2019 47.4 52.3 2020 48.1 50.9 2021 49.3 49.7 All other employees % 100 90 80 70 60 50 40 30 20 10 0 2019 43.5 55.9 2020 44.3 55.3 2021 43.5 55.2 *A colleague who is a member of the Senior Leadership Team or Management Board.
N/A A positive outcome is when the apprentice has gone on to a full or part-time employment at ITV, or elsewhere, or into higher education.
*No data on outcomes for were extended into 2021 due to pandemic restrictions.
†Lower intake number due to pandemic restrictions in place.
Scope % renewable electricity purchased 40.0% 46.0% 81.3% 76.7% 2021 emissions data covers global operations for which we have operational control.
We use the GHG Protocol Corporate Accounting and Reporting Standard and the latest conversion factors from the Department for Business, Energy & Industrial Strategy to calculate scope conversion factors from the International Energy Agency to calculate scope 2 emissions in tonnes of carbon dioxide equivalents.
Estimates are calculated from previous consumption trends and published benchmarks.
As part of our review of the operational control of reporting emissions, we expect that in currently included in scope 2, will be reclassified to scope 3.
We will ensure all comparatives and our restated to reflect this reclassification.
We expect to remain ahead of our targets even with the reclassification.
*Market-based method reflects the average emissions intensity of the generator/supplier from which the reporter contractually purchases electricity.
For a renewable supply supported by contractual instruments this will be zero emissions.
**Location-based method reflects the average emissions intensity of the grid on which energy consumption occurs (using mostly grid-average emissions factor data).
Aside from the progress we have made on emissions reductions, notable changes in figures between are also the result of improved accuracy in our data collection processes, changes in methodology and the impact of Covid 19 lockdowns on the business.
We calculate and publish figures for all scope for transparency.
Our science-based target is an absolute contraction target covering baseline year, so our scope 3 reporting focuses on Purchased Goods and Services and Business Travel.
Use of Sold Products represents emissions from consumers using energy to watch ITV content on devices, which are indirect use-phase emissions and are therefore excluded from our targets.
Number of programmes with albert certification % of programmes with albert certification 57% 84% UK programmes broadcast by ITV: Includes programmes commissioned by ITV made by independent production companies.
UK programmes produced by ITV: Includes programmes made by ITV Studios, ITV owned production companies.
TV productions that implement sustainable production techniques can become albert-certified.
We have changed our reporting methodology to focus solely on employee donations, cash and in-kind donations through marketing and editorial airtime.
In-kind: Includes donations of ITV’s programme or marketing airtime.
Cash: Donations to charities including celebrity prize money and other miscellaneous donations.
ITV employee donations: donations made by ITV employees via CAF Give As You Earn.
Recorded number of volunteers From 2020, ITV has focussed on measuring volunteering around our strategic priority of improving diversity and inclusion in the creative industries through school visits and mentoring.
* Reduction in charity income from phonelines has reduced as audiences transition to free voting via show apps.
A message from our Chief Executive Officer We continue to live in an era of exponential advancement in healthcare — yet the global events of fiscal year beyond our industry and help make the world we live in more sustainable and equitable.
Now, more than ever, McKesson is focused on enabling lasting change as an impact-driven organization.
We understand the most pressing issues of our time cannot be solved without strong leadership, and we believe we are positioned to make measurable and enduring positive impacts for our employees, partners, communities and customers, our customers' patients and their families, and the planet.
As part of this focus, in FYA. Baggett, M.D. to serve as our Chief Impact Officer and a member of our executive operating team.
To further center our daily actions around driving positive change, we view our global impact work as a core element of our enterprise strategy.
which articulates how we believe McKesson can use its expertise to make the most meaningful impact.
In addition, in fiscal year “I” in our I2CARE values to represent inclusion — in addition to integrity — as a symbol of our commitment to a work environment that embraces and respects what makes each of us unique.
This report represents the efforts of our team — — and the countless moments of impact we’ve collectively shared over the past year.
With our eyes on the future, this report also sets a bold vision for how McKesson will lead in the years to come as an impact-driven organization, fueled by people who use their unique talents and skills to be responsible global citizens and help achieve our purpose.
I am proud of the work Team McKesson has done and continues to do to galvanize the positive impact we can have in responding to the critical needs of our society and our planet.
And, working in partnership with others, I believe we can build a brighter future that offers greater health outcomes for all.
deliberate actions to address social and environmental issues.
global pandemic, social unrest, or an economic crisis.
Nevertheless, those events are jarring and unsettling, and can reveal the true values and character of a company.
Ignoring them will not make them disappear or any less consequential.
And, while hindsight gives us the opportunity to reflect on what we did, we must remind ourselves of, and take satisfaction in, the decisions we made in the moment.
As it did for many of us individually, the pandemic prompted internal reflection for McKesson.
An output of that process and ensuing conversations led us to undertake a discovery process to capture our purpose in words.
The intent was to examine what drives Team McKesson and what will continue to guide and inform our future actions.
That work led us to define what is now our unifying purpose: Advancing Health Outcomes for All.
For us, it’s more than a tagline; it’s our recognition that together, we can measurably improve human health.
While the report that follows does not cover every program and initiative from FYprovide an update on the progress we’ve made toward living our purpose.
We recognize that for our current and future success, diversity matters.
Therefore, we are committed to attracting, developing and retaining a talented and diverse workforce.
We recognize extreme weather events are happening at a greater frequency and scale due to human influence on the planet, and we strive to reduce our negative environmental impacts.
We know that while we would like to contribute to many causes, focusing our charitable efforts gives us the best chance to make a meaningful difference.
Underpinning our success and ability to address and invest in initiatives supporting our purpose is the structure and integrity of our robust approach to corporate governance and responsible operations.
Impact Report In FYserves as the lens for our efforts to promote a more equitable and resilient society by leveraging McKesson’s inherent expertise and resources.
This around three initial areas of focus — improving Access to Care, advancing Health Equity and delivering Climate Action for Health in service to our employees, customers, patients and their families, partners, communities, and the planet.
Guided by this strategy, in FYcommitments, which included a representation goal for our workforce and a pledge to set science-based targets.
We also made a public statement on climate change.
We look forward to sharing more about our progress and the evolution of this framework in next year’s Impact Report.
It is our hope that this report demonstrates to our stakeholders that we will leverage our capabilities to address relevant and important business and societal issues.
We strive to make care more affordable and accessible, to create opportunities for people to fulfill their innate potential, and to conduct ourselves in ways that promote the overall health of our planet.
I am energized and confident that together we can and will make an impact and create a brighter future for all.
McKesson is an impactdriven organization that touches virtually every aspect of health.

The mentees were drawn from groups that are traditionally underrepresented in the screen industries; in particular women, Black, Asian and minority ethnic and disabled talent.

The six-month programme matched one mentor to two mentees, and as well as one on one mentoring, the entire cohort benefitted from professional development and skills enhancement workshops, panel discussions, and peer to peer mentoring – all delivered online.

Education and Employers ITV Studios led a new initiative in with the Education and Employers programme.

Using a match-making system, teachers and careers advisors can find people working at ITV and connect with them, via virtual interactive sessions for young people at both primary and secondary school level.

At a time where opportunities for young people have been so drastically reduced due to the pandemic, this initiative provides opportunities for them to learn more about future careers opportunities, digitally.

102 ITV Colleagues volunteered in schools in 2021, visiting 79 schools who shared their content with over 19,132 students.

I volunteered for SmartWorks in Newcastle, a national charity who support women back into work with free interview clothes, confidence building sessions and CV/job interview support.

I feel really passionate about women supporting other women and this charity had this in abundance.

Media and Entertainment I became a Creative Access mentor as I thought it was a great opportunity to work with someone keen to get into journalism.

I cannot tell you the pride I felt when she told me.

who are from groups underrepresented in our industry.

The theme of the workshop was “The Future of Storytelling”, and six colleagues volunteered their time to deliver a series of sessions which explored brand and inclusive storytelling within ITV.

career journeys and gave attendees an insight into their current positions.

into the industry, networking, freelancing and navigating creative industries during a pandemic.

BET TER HEALTH Britain Get Talking will return in Summer encouraging families and children to talk more, following the devastating impact of the pandemic on education, social experiences and mental health for a generation of kids.

We are also developing an evolution of the partnership between ITVCALM, with a focus on encouraging even more young people to embrace the things that give them a boost when they’re feeling low.

Our focus in physical health will continue to be children, with another year of our Eat Them to Defeat Them and Daily Mile campaigns seeking to combat the effects of the pandemic.

In by prioritising representation of disabled people, as it’s the area where we have the most work to do.

ITV will continue to chair the Creative Diversity Network.

We will keep integrating Climate Action further into our ways of working across ITV in 2022.

Whether by ensuring that senior teams across all departments have objectives that support our strategy, by working more closely with our suppliers, or by doing more to engage our audience through unmissable content, we are continuing to set ambitious targets and mobilising everyone to reach them.

GIVING BACK Soccer Aid for Unicef will be returning in and our sights set on another recordbreaking total to support UNICEF’s vaccination efforts.

For colleague volunteering, we will continue our focus on encouraging mentoring through our partnerships with The Media Trust and Creative Access.

We hope this will continue to help colleagues volunteer remotely and also improve diversity and inclusion at ITV.

The Masked Singer DIVERSIT Y & INCLUSION UK workforce diversity data Based on disclosed population at 31 December 2021.

Professional Intermediate Working class Don’t know/Not applicable Other (incl.

13.3 22 3.8 12 11.4 100 90 80 70 60 50 40 30 20 10 0 Figures include UK permanent and PAYE fixed-term employees only (it does not include freelance, contingent or agency workers) and are based on the number of employees who chose to disclose diversity data.

For benchmarking purposes, we have used labour market data from the Office of National Statistics as published in the Diamond: Fourth Cut report in 2020.

Benchmark data on socio-economic background is from the Social Mobility Commission’s report “Simplifying how employers measure socio-economic background”.

Our LGBT+ target combines sexual orientation and gender identity, but we measure and report these separately.

Our target is based on estimated working population data in these communities.

We have not broken down data on transgender and non-binary staff by management level due to low numbers.

Prefer Not To Say Figures include UK permanent and PAYE fixed-term employees only (it does not include freelance, contingent or agency workers) and are based on the number of employees who chose to disclose diversity data.

Diamond is an industry-wide data collection system for monitoring and reporting diversity in broadcasting.

More information about Diamond can be found on the Creative Diversity Network website at www.creativediversitynetwork.com/diamond The 2021 figures relate to programmes broadcast between 1 August 2020 and 31 July 2021 based on 192,859 completed Diamond diversity forms from people working or appearing on these programmes.

between 1 August 2019 and 31 July 2020 based on 127,745 completed Diamond diversity forms.

Some figures have been redacted due to low numbers.

Global gender split Based on total headcount as of 31 December 2021.

Female Senior Management* % 90 80 70 60 50 40 30 20 10 0 2019 52.6 46.8 2020 54.7 44.4 2021 53.7 45.4 Managers** % 100 90 80 70 60 50 40 30 20 10 0 2019 47.4 52.3 2020 48.1 50.9 2021 49.3 49.7 All other employees % 100 90 80 70 60 50 40 30 20 10 0 2019 43.5 55.9 2020 44.3 55.3 2021 43.5 55.2 *A colleague who is a member of the Senior Leadership Team or Management Board.

N/A A positive outcome is when the apprentice has gone on to a full or part-time employment at ITV, or elsewhere, or into higher education.

*No data on outcomes for were extended into 2021 due to pandemic restrictions.

†Lower intake number due to pandemic restrictions in place.

Scope % renewable electricity purchased 40.0% 46.0% 81.3% 76.7% 2021 emissions data covers global operations for which we have operational control.

We use the GHG Protocol Corporate Accounting and Reporting Standard and the latest conversion factors from the Department for Business, Energy & Industrial Strategy to calculate scope conversion factors from the International Energy Agency to calculate scope 2 emissions in tonnes of carbon dioxide equivalents.

Estimates are calculated from previous consumption trends and published benchmarks.

As part of our review of the operational control of reporting emissions, we expect that in currently included in scope 2, will be reclassified to scope 3.

We will ensure all comparatives and our restated to reflect this reclassification.

We expect to remain ahead of our targets even with the reclassification.

*Market-based method reflects the average emissions intensity of the generator/supplier from which the reporter contractually purchases electricity.

For a renewable supply supported by contractual instruments this will be zero emissions.

**Location-based method reflects the average emissions intensity of the grid on which energy consumption occurs (using mostly grid-average emissions factor data).

Aside from the progress we have made on emissions reductions, notable changes in figures between are also the result of improved accuracy in our data collection processes, changes in methodology and the impact of Covid 19 lockdowns on the business.

We calculate and publish figures for all scope for transparency.

Our science-based target is an absolute contraction target covering baseline year, so our scope 3 reporting focuses on Purchased Goods and Services and Business Travel.

Use of Sold Products represents emissions from consumers using energy to watch ITV content on devices, which are indirect use-phase emissions and are therefore excluded from our targets.

Number of programmes with albert certification % of programmes with albert certification 57% 84% UK programmes broadcast by ITV: Includes programmes commissioned by ITV made by independent production companies.

UK programmes produced by ITV: Includes programmes made by ITV Studios, ITV owned production companies.

TV productions that implement sustainable production techniques can become albert-certified.

We have changed our reporting methodology to focus solely on employee donations, cash and in-kind donations through marketing and editorial airtime.

In-kind: Includes donations of ITV’s programme or marketing airtime.

Cash: Donations to charities including celebrity prize money and other miscellaneous donations.

ITV employee donations: donations made by ITV employees via CAF Give As You Earn.

Recorded number of volunteers From 2020, ITV has focussed on measuring volunteering around our strategic priority of improving diversity and inclusion in the creative industries through school visits and mentoring.

* Reduction in charity income from phonelines has reduced as audiences transition to free voting via show apps.

A message from our Chief Executive Officer We continue to live in an era of exponential advancement in healthcare — yet the global events of fiscal year beyond our industry and help make the world we live in more sustainable and equitable.

Now, more than ever, McKesson is focused on enabling lasting change as an impact-driven organization.

We understand the most pressing issues of our time cannot be solved without strong leadership, and we believe we are positioned to make measurable and enduring positive impacts for our employees, partners, communities and customers, our customers' patients and their families, and the planet.

As part of this focus, in FYA. Baggett, M.D. to serve as our Chief Impact Officer and a member of our executive operating team.

To further center our daily actions around driving positive change, we view our global impact work as a core element of our enterprise strategy.

which articulates how we believe McKesson can use its expertise to make the most meaningful impact.

In addition, in fiscal year “I” in our I2CARE values to represent inclusion — in addition to integrity — as a symbol of our commitment to a work environment that embraces and respects what makes each of us unique.

This report represents the efforts of our team — — and the countless moments of impact we’ve collectively shared over the past year.

With our eyes on the future, this report also sets a bold vision for how McKesson will lead in the years to come as an impact-driven organization, fueled by people who use their unique talents and skills to be responsible global citizens and help achieve our purpose.

I am proud of the work Team McKesson has done and continues to do to galvanize the positive impact we can have in responding to the critical needs of our society and our planet.

And, working in partnership with others, I believe we can build a brighter future that offers greater health outcomes for all.

deliberate actions to address social and environmental issues.

global pandemic, social unrest, or an economic crisis.

Nevertheless, those events are jarring and unsettling, and can reveal the true values and character of a company.

Ignoring them will not make them disappear or any less consequential.

And, while hindsight gives us the opportunity to reflect on what we did, we must remind ourselves of, and take satisfaction in, the decisions we made in the moment.

As it did for many of us individually, the pandemic prompted internal reflection for McKesson.

An output of that process and ensuing conversations led us to undertake a discovery process to capture our purpose in words.

The intent was to examine what drives Team McKesson and what will continue to guide and inform our future actions.

That work led us to define what is now our unifying purpose: Advancing Health Outcomes for All.

For us, it’s more than a tagline; it’s our recognition that together, we can measurably improve human health.

While the report that follows does not cover every program and initiative from FYprovide an update on the progress we’ve made toward living our purpose.

We recognize that for our current and future success, diversity matters.

Therefore, we are committed to attracting, developing and retaining a talented and diverse workforce.

We recognize extreme weather events are happening at a greater frequency and scale due to human influence on the planet, and we strive to reduce our negative environmental impacts.

We know that while we would like to contribute to many causes, focusing our charitable efforts gives us the best chance to make a meaningful difference.

Underpinning our success and ability to address and invest in initiatives supporting our purpose is the structure and integrity of our robust approach to corporate governance and responsible operations.

Impact Report In FYserves as the lens for our efforts to promote a more equitable and resilient society by leveraging McKesson’s inherent expertise and resources.

This around three initial areas of focus — improving Access to Care, advancing Health Equity and delivering Climate Action for Health in service to our employees, customers, patients and their families, partners, communities, and the planet.

Guided by this strategy, in FYcommitments, which included a representation goal for our workforce and a pledge to set science-based targets.

We also made a public statement on climate change.

We look forward to sharing more about our progress and the evolution of this framework in next year’s Impact Report.

It is our hope that this report demonstrates to our stakeholders that we will leverage our capabilities to address relevant and important business and societal issues.

We strive to make care more affordable and accessible, to create opportunities for people to fulfill their innate potential, and to conduct ourselves in ways that promote the overall health of our planet.

I am energized and confident that together we can and will make an impact and create a brighter future for all.

McKesson is an impactdriven organization that touches virtually every aspect of health.