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We work with biopharma companies, care providers, pharmacies, manufacturers, governments and others to deliver insights, products and services that make quality care more accessible and affordable.
Our mission is to improve care in every setting in pursuit of our purpose of Advancing Health Outcomes for All.
It is this purpose that drives us to make advancements within our enterprise and beyond.
Our core focus areas associated with this model are improving Access to Care, advancing Health Equity and delivering Climate Action for Health in service to our employees, partners, communities and customers, our customers' patients and their families, and the planet.
This new strategy, launched in FYinformed by surveys and interviews with internal and external stakeholders from across the enterprise in Canada, Europe and the U.S.
We involved employees at various levels from numerous business units and corporate functions to consider multiple views.
ABOUT THIS REPORT Our Impact Report describes our ESG efforts during FYto March 31, 2021).
We have attempted to note examples and actions that occurred outside of FY21.
This report is organized according to the three pillars of our holistic approach to ESG and includes our approach to the SASB, TCFD, GRI and UNGC frameworks and principles mentioned on pages 71-81.
Impact Report Stories of impact Throughout FYour purpose: Advancing Health Outcomes for All.
These stories highlight a few of those moments of impact.
supporting vaccination efforts McKesson’s purpose of Advancing Health Outcomes for All has been especially magnified throughout the COVID-19 pandemic.
Whether operating as the U.S. government's centralized distributor for certain COVID-assembling ancillary supply kits needed to administer the vaccines, our response to the pandemic has spanned several countries and multiple disciplines across our enterprise.
Our U.S. teams continue to pick and pack the vaccines and assemble the ancillary supply kits.
Across several European countries, our teams are helping support governments and public health bodies by distributing and administering COVID19 vaccines.
In Canada, where provinces and territories are individually responsible for planning and running their respective vaccination programs, governments rely on the support of healthcare companies such as McKesson Canada to build systems which help enable safe and effective vaccination programs.
In February pharmacies — a McKesson franchise network of independent, locally owned community pharmacies — joined the U.S. government’s Federal Retail Pharmacy Program for COVID-19 Vaccination to help expand vaccine access for patients across the country.
Many Health Mart pharmacies are in rural areas where pharmacists are the only care provider for miles.
With approximately nine out of living within five miles of a community pharmacy, these community pharmacies sometimes serve as the only source to people who would not otherwise have access to healthcare.
It is one of the reasons community pharmacies are vital for the vaccination efforts happening today.
“I want to acknowledge the work the Health Mart team has done to make this program possible for our profession, but even more for the people of our county, state and nation,” shared Jerry Duren, PharmD, pharmacist and owner of Duren’s Health Mart Pharmacy in Waynesboro, Tenn.
“I know without a doubt it would not have been possible for us to provide this valuable life-saving service alone.
As an independent pharmacy network and partner in the federal program, Health Mart developed its Federal COVID-to provide back-end support for participating pharmacies, including an online vaccine scheduler and documentation tool, pharmacy training, and a platform for providing resources and capturing daily activity to...
the program expanding to more than shortly thereafter.
“From vaccinations and point-of-care testing to patient education, community pharmacies continue to be the compassionate and trusted provider you can lean on,” shared Eyad Farah, president, Health Mart and Health Mart Atlas.
“They take the time to listen and care.
So naturally, they are the problem solvers for America’s most complex healthcare issues, and I’m beyond proud of their outstanding response during the COVID- From day one of the pandemic, our team has been committed to supporting vaccination efforts, working with thousands of customers and coordinating with regulatory ...
Impact Report >Table of Contents \| We aim to continuously leverage our diversity to explore opportunities, elevate our thinking and challenge long-held assumptions.
We continue to make diversity, equity and inclusion integral to everything we do because we believe building a more inclusive future is everyone’s responsibility.
, the Diversity, Equity & Inclusion (DEI) team undertook an enterprise diversity assessment to better understand where inclusion and culture enhancements could be made across the company to promote greater levels of employee engagement and a stronger sense of belonging.
By conducting focus group discussions, leader interviews and benchmarking best practices in different industries, we elevated employee voices at all levels and across many cultures, identities, and backgrounds.
Through these conversations and findings, the DEI team formed action groups to enhance McKesson’s culture, deliver greater DEI awareness and education, increase leadership involvement and ultimately enrich employee engagement.
To further our commitment to DEI, McKesson refreshed our self-identification campaign — branded internally as This is Me.
The campaign facilitated opportunities for employees to voluntarily share how they identify, which improved our ability to monitor retention and promotion activities across the enterprise.
Across North America, we focused on expanding self-identification fields, including sexual orientation and transgender status, in support of our LGBTQ+ community.
This effort was followed by options for employees to self-select their preferred pronouns.
“Inclusion starts with understanding and knowledge of those we engage with.
That’s why I took the great opportunity at McKesson to self-ID, claiming my identity and bringing my full self to my career,” said Sabina Katyal, director of marketing communications for Medical-Surgical.
Focused learning modules: inclusion sprints As McKesson employees and leaders built on personal capabilities to enhance our culture, specific and focused learning modules — known as inclusion sprints — were deployed throughout the year.
These trainings emphasized the importance of empathy in everyday interactions with coworkers that, in turn, set a path toward greater understanding and inclusion.
“These focused learning modules and inclusion sprints have been key components to our diversity and inclusion efforts, helping to promote understanding, awareness and compassion across all groups,” said Stephen Ford, vice president, information security.
Employees explored topics that highlighted critical elements of inclusion, including appreciating differences and the positive impact of the ally community.
The inclusion sprints also empowered employees to create a work environment that sets the right tone for their teams and the company.
While McKesson’s values have always been rooted in principles of community involvement, the pandemic changed how we engage in our communities: We saw an opportunity to improve how we serve our communities, and we recognized the need for insight from a wide range of stakeholders.
tour” to engage its stakeholders and evaluate how McKesson is driving impact in communities across the globe, and how it will continue to do so in years to come.
Our Social Impact team leads our philanthropic partnerships, community investment and volunteer engagement; the McKesson Foundation is our corporate foundation, a their community service efforts.
Discovery tour The Social Impact and McKesson Foundation teams conducted one-on-one interviews, online surveys and focus groups with more than senior leaders, frontline employees, business and function professionals and external stakeholders.
“From day one as a McKesson employee, I was informed about many initiatives and saw the pride the employees had in what we are doing as a company.
We feel supported to do more in our communities,” shared one discovery tour survey respondent.
Operations >Table of Contents \| greater impact in our communities, and better engages our employees’ passions and skills.
Stakeholders were asked to identify social issues that were most important to them.
Those issues were then balanced against our historic philanthropic priorities, our expertise, and how each best serves the world.
From there, we developed our new community investment strategy focused on Reducing the Burden of Cancer, Diversifying the Healthcare Talent Pipeline, and Emergency Preparedness and Disaster Relief.
These pillars align with McKesson’s purpose and complement the focus areas of Care guide us as we increase our philanthropic investments over the next five years.
While we were contributing to several nonprofit organizations, some of those contributions lacked strategic focus and some of our stakeholders were unable to appreciate how these contributions connected to a broader purpose Driving impact As we implement this new community investment strategy, our top priority will be ...
“In FYincrease impact and drive change in communities across the U.S. and globally.
Part of this change is recognizing we can do more for our communities by investing in a more strategic way,” said Kelvin A. Baggett, M.D., McKesson executive vice president and chief impact officer.
“We are very thankful to all the employees, senior leaders and external stakeholders who helped us on this discovery tour journey.
While the pandemic did not pause our philanthropic efforts, it afforded us a rare opportunity to think about it differently.
We look forward to investing in nonprofit and charity organizations to create healthier communities, Advancing Health Outcomes for All.
We saw an opportunity to improve how we serve our communities, and we recognized the need for insight from a wide range of stakeholders.
Operations >Table of Contents \| Employees McKesson is deeply committed to supporting and protecting our employees.
We know that building an inclusive culture is essential to our success.
By incorporating inclusion into our values, it becomes integral for all that we do and who we are as a company.
Operations Our vision for a healthier world begins with our employees, who strive to bring our mission to life every day.
As a company, we deliver programs that focus on improving employee health and wellness, creating opportunities for growth and development, and providing an inclusive workplace where our employees can reach their full potential.
employees worldwide 17,000 part-time employees 32,000 employees in the U.S.
The data for our metrics is derived from our voluntary, self-identification process as of March therefore represents our best estimate at this time.
4 Represents U.S. employees only as the data for Canada and Europe is not available.
We believe our employees drive our company’s success, and as such, McKesson is committed to the principles of equal opportunity, pay equity, inclusion and diversity.
The McKesson Board of Directors, DEI team, and management team have advanced these important principles throughout the organization.
Our Equal Employment Opportunity Policy prohibits employment decisions based on race, religion, creed, color, national origin, ancestry, citizenship, sex (including gender, pregnancy, childbirth, breastfeeding and medical conditions related to pregnancy, childbirth), age, marital or registered domestic partnership stat...
equitable pay decisions McKesson has internal processes to analyze compensation practices.
Throughout the year, management and Human Resources regularly evaluate compensation for a variety of factors, including pay consistency and internal equity for similar roles.
Pay for performance: we differentiate pay based on individual performance, and tie incentive compensation outcomes to both individual and business performance Addressing employee pay concerns Employees can raise concerns regarding compensation practices with Legal, Compliance, Employee Relations, Human Resources, or th...
ICARE and ILEAD principles Our ICARE values are the cultural foundation of our company.
These values — integrity, customerfirst, accountability, respect and excellence — serve as our guideposts in making decisions, interacting with each other and our customers, and managing our teams.
ICARE is who we are and a foundational part of how we work together when bringing our business strategy to life.
ILEAD is our common definition and shared commitment to leadership.
Each ILEAD attribute — inspire, leverage, execute, advance, develop — has its own definition, with a set of competencies and behaviors tied to it.
This common language allows us to build a collective leadership culture across McKesson that is brought to life by each of our individual experiences.
By embracing these shared values and commitments, we bring out the best in ourselves and position McKesson to achieve our purpose — for our company, our customers and their patients for years to come.
As a company, we work to use our economic, environmental and social resources thoughtfully and responsibly to make a positive impact on our company, our environment, and our society.
In early FYprinciples from ICARE to I2CARE — adding inclusion to underscore the emphasis we put on embracing and respecting each other as we are.
To remain consistent with how we stated our values during FYthroughout this report.
Our vision for a healthier world begins with our employees, who bring our mission to life every day.
As a company, we provide opportunities for growth and development, programs for an inclusive workplace so our employees can be their best, and initiatives that focus on employee health and wellness.
To support employee growth and development, we provide regular feedback and training.
We work to create and maintain an inclusive environment where everyone can bring their authentic self to work and know they are appreciated, with their perspectives heard and considered.
We’ve developed courses for employees that focus on development and understanding of the enterprise priorities, including our ILEAD competencies and how to build an inclusive culture.
We believe that our culture of inclusion drives long-term value, and we are committed to building the best teams by recruiting, investing in and retaining diverse talent.
Promotions and retention McKesson wants our employees to be excited about their careers, so we invest in employee growth and development.
That means meaningful job assignments, one-on-one feedback from managers, and opportunities for continued learning.
When it comes to career development, we emphasize ongoing coaching and feedback so that our employees grow and realize their potential.
This in turn helps McKesson reach its goals.
We measure how well employees achieved those goals, with compensation increases tied to their success.
Rather than focus on an annual performance review, we facilitate an ongoing dialogue between managers and employees via frequent discussions and quarterly check-in meetings.
Operations >Table of Contents \| Training and development McKesson offers a variety of online and onsite structured training, coaching, tuition reimbursement for external courses and on-thejob learning opportunities.
Training is important for career development as it helps employees succeed in their roles and prepares them for new challenges.
It also strengthens leaders’ coaching and management skills.

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