ESGBERT/base_data · Datasets at Hugging Face

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FORE is focused on supporting programs and grants in four key areas: provider education, payer strategies, policy initiatives, and public awareness.
FORE has funded several projects to expand access to treatment and recovery services for underserved populations, including people of color, those in rural and tribal communities, and those involved with the criminal justice system.
A North Dakota program, Don’t Quit the Quit, offers mentoring to physicians, nurse practitioners, and others to help them prescribe buprenorphine, the gold standard medication for opioid use disorder (OUD).
A consortium of three national projects is improving Emergency Department (ED) care for patients with opioid use disorder, working with hundreds of ED clinicians and hospitals across the country.
Rapid response grants were awarded to nine organizations that provide uninterrupted access to recovery support during the pandemic.
These include two groups that focus on young people: The Association of Recovery in Higher Education supports collegiate recovery programs and Young People in Recovery offers virtual recovery support meetings, social activities and peer supports.
In May the Opioid Crisis Innovation Challenge 2021, calling for innovative approaches to longstanding challenges: training professionals to reduce stigma, gathering timely and actionable data, and supporting transitions from treatment to recovery.
In May a request for proposals for the Opioid Crisis Innovation Challenge 2021, calling for innovative approaches to longstanding challenges: training professionals to reduce stigma, gathering timely and actionable data, and supporting transitions from treatment to recovery.
Operations >Table of Contents \| Responding to the opioid epidemic in the U.S. Each day, our distribution teams deliver lifesaving medicines to pharmacies, hospitals and clinics that serve millions of Americans.
We carefully deliver products to our customers for their patients in need.
We know there’s a patient behind every package.
Over the past decade, as the opioid epidemic evolved rapidly, we enhanced our teams, processes and technologies dedicated to preventing diversion.
We are committed to maintaining — and continuously enhancing — strong programs designed to detect and prevent opioid diversion within the pharmaceutical supply chain, while also protecting the availability of appropriate treatments for patients with serious illnesses and injuries.
We remain committed to engaging with all who share our dedication to act with urgency to address this epidemic and work together to end this national crisis.
Community investment: reducing the burden of cancer The vision of the McKesson Foundation is to help ensure that everyone has access to high-quality healthcare.
We believe in partnering with nonprofit organizations and key community stakeholders to understand the needs of the communities where we live and work, leveraging the talent and resources of McKesson to make a meaningful difference.
our commitment to reducing the burden of cancer.
Under this focus area, we invested $cancer-focused nonprofit organizations throughout the U.S. and Canada as a part of McKesson’s annual Community Days volunteer event.
In-kind contributions Each month, McKesson’s Medical-Surgical team works with World Vision, a nonprofit organization that tackles the causes of poverty and injustice, to provide in-kind contributions that are then distributed by the organization to places in need.
Through our partnership with World Vision, McKesson’s MedicalSurgical business donated than 625 tons, of medical supplies during FY21.
$to cancer-focused nonprofit organizations throughout the U.S. and Canada as a part of McKesson’s annual Community Days volunteer event.
— it is also an outcome of social, economic and environmental circumstances.
>Table of Contents \| In FY21, our health equity work included our Health Mart pharmacies, DEI initiatives in our workforce and supplier diversity efforts.
We recognize health outcomes are influenced by many factors.
And that while the concepts of diversity, equity and inclusion are not new, the need for companies to think about the bigger picture, to collaborate and innovate to address disparities and inequities, has never been so important.
We seek to create an enterprise that embodies the values we want to share with all our stakeholders, which is essential to building our business, delivering and supporting an equitable healthcare system, and making a meaningful contribution to some of the most important issues facing our society.
Our local pharmacists have the ability to make a meaningful difference in how persistent social, economic and environmental conditions prevent equitable access to care in communities across the globe.
One such partnership is focused on just that.
In collaboration with the U.S. Department of Health and Human Services (HHS), more than working to end the HIV epidemic by donating their dispensing services to support Ready, Set, PrEP.
The HHS program provides free pre-exposure prophylaxis (PrEP) medication to uninsured individuals at risk of contracting HIV. Ready, Set, PrEP is a key component of Ending the HIV Epidemic in the U.S. (EHE).
EHE is an HHS initiative that aims to reduce the number of new HIV infections in the United States by 2025 and by 90% by 2030.
As part of the partnership, Health Mart pharmacies will also provide patient counseling and take steps to promote medication adherence as well as provide free PrEP medications in store at no cost for those eligible.
We know that fostering a culture of inclusion can help us better serve our employees, our customers, their patients and our communities.
As such, we have created a new set of DEI aspirational goals, which are consistent with our ICARE and ILEAD values and vital to our business success.
• Our company should reflect the diversity of the communities we serve.
Anticipating the evolving needs of our customers and their patients demands diverse ideas, perspectives, expertise, and continued innovation.
We’re hiring and promoting qualified underrepresented talent at all levels of our company.
Specifically, by to increase representation for both women (across North America) and people of color (across the United States) at the VP level and above by 20% as compared to 2021.
• Our culture must be inclusive so all employees can bring their best selves to work.
We’re investing in a vibrant culture where everyone feels a sense of belonging and a passion to build a rewarding, dynamic career.
We believe everyone deserves equal opportunities for growth and advancement.
Central to this goal is developing strong leaders who embrace our differences to inspire our best solutions.
Furthering our broader culture work, we’ve launched “Leading Inclusively” for all our people leaders — an interactive, three-hour session that helps leaders understand their unique position as role models for inclusive behavior and tactics to build inclusive team culture.
Additionally, we are providing all employees with a one-hour online interactive experience, “Ignite Inclusion,” that builds understanding about inclusion, identifies tactics that lead to belonging, and teaches ways to address bias in the workplace.
• Our company must champion the social, environmental and economic wellbeing of our employees and the communities we serve.
We recognize that health outcomes are influenced by several factors, including the conditions in the communities in which people live, learn and work — the social determinants of health.
We aim to positively influence these social, environmental and economic conditions for our employees, and by extension the communities where we live and work.
We’re helping our full-time and part-time employees and their families by offering competitive benefit plans and wellness tools.
We believe that diversity of all kinds and an inclusive work environment make us more resilient, more creative, and more aware.
Our employee resource groups (ERGs) are voluntary, employee-led, company-sponsored groups that focus on making a difference among our U.S. employees.
ERGs can help employees make authentic connections, showcase leadership skills and create a positive impact.
Employees have the chance to share experiences and build support networks that stay with them for a lifetime.
Employees are a part of a group that creates positive change and growth.
Employees can build on current skills and discover talents, providing another method to develop personal and professional potential.
Employees can join forces across the business to identify ways to deliver on culture and talent initiatives as well as with customer and market connections.
and connects employees to reach their full potential through inclusion and full spectrum accessibility for employees with disabilities and caregivers.
MMRG Creates opportunities for all employees to recognize and welcome veterans and their families to McKesson.
OPEN Supports the overall goals, objectives and initiatives of McKesson to be a prominent employer of choice for LGBTQ+ people and allies.
PAVE Provides professional development to employees by harnessing strengths found in diverse backgrounds, building cultural awareness and engaging in community events.
Emerging Professionals Educating and empowering early career, career change, and millennial professionals.
PALMa Creates opportunities in career development and community outreach while also deepening camaraderie at McKesson.
OWN IT Works to make McKesson a top employer of choice for women by promoting the development and advancement of a worldclass female workforce.
Supplier diversity is integral to McKesson’s ESG strategy.
At McKesson we believe that an individual’s overall physical, social, and mental health is deeply connected to the overall health of their community.
To that end, our commitment to supplier diversity is part of how McKesson, as a leader in healthcare, intends to improve the overall conditions of diverse communities, while also meeting the needs of our business.
McKesson does this by providing opportunities to qualified diverse companies including small, small disadvantaged, minority, women, veteran, servicedisabled owned veteran, LGBTQ+, HUBZone and disabled owned companies.
These companies provide jobs, income and tax revenue, which creates a multiplier effect through economic impact in the communities where they operate.
We believe these are important aspects to a healthy macro-economic climate for all our stakeholders.
To advance our Supplier Diversity Program, we hired a director of supplier diversity to help optimize our approach, shape our future engagement strategies, and create programs and drive results.
Operations >Table of Contents \| Climate action for health Climate change is one of the biggest challenges that society faces in the 21st century and it has a direct and significant impact on human health.
In January published its first-ever public statement on climate change, acknowledging the direct and significant impact climate change has on human health.
In the statement, we also acknowledged that human action is related to the underlying environmental factors that contribute significantly to climate change and human health.
These acknowledgments are what led us to embrace our responsibility and take additional action to protect our planet, sustain our business, and ultimately serve the health of patients and communities, some of whom are presently dealing with the impacts of climate-related issues and illnesses.
While our Global Impact Organization, our ESG strategy and our climate change statement are new, for many years, teams across the enterprise have been implementing initiatives that mitigate our environmental impact.
risks and opportunities 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 and 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 population 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 may impact the ability to procure goods or services required for business operations.
We know that rising greenhouse gas (GHG) emissions are the primary source of climate change, and we work to do our part to reduce and avoid emissions in our operations and supply chain.
We do this by working to optimize our fleet, improve the efficiency of our buildings, and increase our renewable energy procurement.
Ambitious goals help guide our programs and projects to reduce emissions.
McKesson Europe has set a goal to reach carbon neutrality by in May 2021, McKesson Corporation committed to set science-based targets (SBTs) that address our enterprise-wide operational emissions and supply chain, in line with methodologies from the Science Based Targets initiative (SBTi).
These goals complement each other and exemplify our enterprise-first approach to tackling climate change: we know that different geographies will be impacted in different ways, but it is incumbent on our entire organization, as a leading enabler of better health outcomes worldwide, to reduce our emissions.
McKesson Europe has reduced its emissions its 2030 carbon neutral goal.
How we track our emissions impacts We pursue certifications and use management systems that help us better track and recognize our environmental impacts.
In FYcommitted to set a science-based target to guide our emissions reductions.
Operations FYcollection methodology, systems and analysis, and additional emissions sources included within scope.
Fuels included in Scope and fuels consumed by McKesson’s vehicle fleet.
McKesson followed the Greenhouse Gas Protocol to calculate our emissions footprint.
We used the Carbon Risk Real Estate Monitor (CRREM) emissions, based on floor area, where actual invoice data is not available.
Reducing emissions in our operations Our operational emissions stem from our use of fuel for our inbound and outbound distribution operations, and electricity and natural gas in our buildings.
We focus on efficiency across these areas as we aim to reduce our emissions.
Fleet emissions As an international business focused on distribution, transportation is important to us — in particular, improving fuel efficiency for our fleet.
For us, fuel consumption for transportation is an environmental challenge and opportunity.
Our transportation strategy focuses on optimizing delivery routes and the efficient use of delivery vehicles.
To do that, we monitor mileage and fuel consumption, and we educate our drivers on eco-efficient driving.
In Europe and the United States, we use a standard route optimization software solution, which helps our drivers find the most fuel-efficient routes for deliveries.
Patients, pharmacies and hospitals depend on our medical supplies, making reliable and efficient last-mile delivery performance crucial to our business and customers’ success and health.
This tool enables us to continue to fulfill our customer service levels while reducing mileage, saving time, cutting down emissions, and minimizing unused vehicle capacity.

FORE is focused on supporting programs and grants in four key areas: provider education, payer strategies, policy initiatives, and public awareness.

FORE has funded several projects to expand access to treatment and recovery services for underserved populations, including people of color, those in rural and tribal communities, and those involved with the criminal justice system.

A North Dakota program, Don’t Quit the Quit, offers mentoring to physicians, nurse practitioners, and others to help them prescribe buprenorphine, the gold standard medication for opioid use disorder (OUD).

A consortium of three national projects is improving Emergency Department (ED) care for patients with opioid use disorder, working with hundreds of ED clinicians and hospitals across the country.

Rapid response grants were awarded to nine organizations that provide uninterrupted access to recovery support during the pandemic.

These include two groups that focus on young people: The Association of Recovery in Higher Education supports collegiate recovery programs and Young People in Recovery offers virtual recovery support meetings, social activities and peer supports.

In May the Opioid Crisis Innovation Challenge 2021, calling for innovative approaches to longstanding challenges: training professionals to reduce stigma, gathering timely and actionable data, and supporting transitions from treatment to recovery.

In May a request for proposals for the Opioid Crisis Innovation Challenge 2021, calling for innovative approaches to longstanding challenges: training professionals to reduce stigma, gathering timely and actionable data, and supporting transitions from treatment to recovery.

Operations >Table of Contents | Responding to the opioid epidemic in the U.S. Each day, our distribution teams deliver lifesaving medicines to pharmacies, hospitals and clinics that serve millions of Americans.

We carefully deliver products to our customers for their patients in need.

We know there’s a patient behind every package.

Over the past decade, as the opioid epidemic evolved rapidly, we enhanced our teams, processes and technologies dedicated to preventing diversion.

We are committed to maintaining — and continuously enhancing — strong programs designed to detect and prevent opioid diversion within the pharmaceutical supply chain, while also protecting the availability of appropriate treatments for patients with serious illnesses and injuries.

We remain committed to engaging with all who share our dedication to act with urgency to address this epidemic and work together to end this national crisis.

Community investment: reducing the burden of cancer The vision of the McKesson Foundation is to help ensure that everyone has access to high-quality healthcare.

We believe in partnering with nonprofit organizations and key community stakeholders to understand the needs of the communities where we live and work, leveraging the talent and resources of McKesson to make a meaningful difference.

our commitment to reducing the burden of cancer.

Under this focus area, we invested $cancer-focused nonprofit organizations throughout the U.S. and Canada as a part of McKesson’s annual Community Days volunteer event.

In-kind contributions Each month, McKesson’s Medical-Surgical team works with World Vision, a nonprofit organization that tackles the causes of poverty and injustice, to provide in-kind contributions that are then distributed by the organization to places in need.

Through our partnership with World Vision, McKesson’s MedicalSurgical business donated than 625 tons, of medical supplies during FY21.

$to cancer-focused nonprofit organizations throughout the U.S. and Canada as a part of McKesson’s annual Community Days volunteer event.

— it is also an outcome of social, economic and environmental circumstances.

>Table of Contents | In FY21, our health equity work included our Health Mart pharmacies, DEI initiatives in our workforce and supplier diversity efforts.

We recognize health outcomes are influenced by many factors.

And that while the concepts of diversity, equity and inclusion are not new, the need for companies to think about the bigger picture, to collaborate and innovate to address disparities and inequities, has never been so important.

We seek to create an enterprise that embodies the values we want to share with all our stakeholders, which is essential to building our business, delivering and supporting an equitable healthcare system, and making a meaningful contribution to some of the most important issues facing our society.

Our local pharmacists have the ability to make a meaningful difference in how persistent social, economic and environmental conditions prevent equitable access to care in communities across the globe.

One such partnership is focused on just that.

In collaboration with the U.S. Department of Health and Human Services (HHS), more than working to end the HIV epidemic by donating their dispensing services to support Ready, Set, PrEP.

The HHS program provides free pre-exposure prophylaxis (PrEP) medication to uninsured individuals at risk of contracting HIV. Ready, Set, PrEP is a key component of Ending the HIV Epidemic in the U.S. (EHE).

EHE is an HHS initiative that aims to reduce the number of new HIV infections in the United States by 2025 and by 90% by 2030.

As part of the partnership, Health Mart pharmacies will also provide patient counseling and take steps to promote medication adherence as well as provide free PrEP medications in store at no cost for those eligible.

We know that fostering a culture of inclusion can help us better serve our employees, our customers, their patients and our communities.

As such, we have created a new set of DEI aspirational goals, which are consistent with our ICARE and ILEAD values and vital to our business success.

• Our company should reflect the diversity of the communities we serve.

Anticipating the evolving needs of our customers and their patients demands diverse ideas, perspectives, expertise, and continued innovation.

We’re hiring and promoting qualified underrepresented talent at all levels of our company.

Specifically, by to increase representation for both women (across North America) and people of color (across the United States) at the VP level and above by 20% as compared to 2021.

• Our culture must be inclusive so all employees can bring their best selves to work.

We’re investing in a vibrant culture where everyone feels a sense of belonging and a passion to build a rewarding, dynamic career.

We believe everyone deserves equal opportunities for growth and advancement.

Central to this goal is developing strong leaders who embrace our differences to inspire our best solutions.

Furthering our broader culture work, we’ve launched “Leading Inclusively” for all our people leaders — an interactive, three-hour session that helps leaders understand their unique position as role models for inclusive behavior and tactics to build inclusive team culture.

Additionally, we are providing all employees with a one-hour online interactive experience, “Ignite Inclusion,” that builds understanding about inclusion, identifies tactics that lead to belonging, and teaches ways to address bias in the workplace.

• Our company must champion the social, environmental and economic wellbeing of our employees and the communities we serve.

We recognize that health outcomes are influenced by several factors, including the conditions in the communities in which people live, learn and work — the social determinants of health.

We aim to positively influence these social, environmental and economic conditions for our employees, and by extension the communities where we live and work.

We’re helping our full-time and part-time employees and their families by offering competitive benefit plans and wellness tools.

We believe that diversity of all kinds and an inclusive work environment make us more resilient, more creative, and more aware.

Our employee resource groups (ERGs) are voluntary, employee-led, company-sponsored groups that focus on making a difference among our U.S. employees.

ERGs can help employees make authentic connections, showcase leadership skills and create a positive impact.

Employees have the chance to share experiences and build support networks that stay with them for a lifetime.

Employees are a part of a group that creates positive change and growth.

Employees can build on current skills and discover talents, providing another method to develop personal and professional potential.

Employees can join forces across the business to identify ways to deliver on culture and talent initiatives as well as with customer and market connections.

and connects employees to reach their full potential through inclusion and full spectrum accessibility for employees with disabilities and caregivers.

MMRG Creates opportunities for all employees to recognize and welcome veterans and their families to McKesson.

OPEN Supports the overall goals, objectives and initiatives of McKesson to be a prominent employer of choice for LGBTQ+ people and allies.

PAVE Provides professional development to employees by harnessing strengths found in diverse backgrounds, building cultural awareness and engaging in community events.

Emerging Professionals Educating and empowering early career, career change, and millennial professionals.

PALMa Creates opportunities in career development and community outreach while also deepening camaraderie at McKesson.

OWN IT Works to make McKesson a top employer of choice for women by promoting the development and advancement of a worldclass female workforce.

Supplier diversity is integral to McKesson’s ESG strategy.

At McKesson we believe that an individual’s overall physical, social, and mental health is deeply connected to the overall health of their community.

To that end, our commitment to supplier diversity is part of how McKesson, as a leader in healthcare, intends to improve the overall conditions of diverse communities, while also meeting the needs of our business.

McKesson does this by providing opportunities to qualified diverse companies including small, small disadvantaged, minority, women, veteran, servicedisabled owned veteran, LGBTQ+, HUBZone and disabled owned companies.

These companies provide jobs, income and tax revenue, which creates a multiplier effect through economic impact in the communities where they operate.

We believe these are important aspects to a healthy macro-economic climate for all our stakeholders.

To advance our Supplier Diversity Program, we hired a director of supplier diversity to help optimize our approach, shape our future engagement strategies, and create programs and drive results.

Operations >Table of Contents | Climate action for health Climate change is one of the biggest challenges that society faces in the 21st century and it has a direct and significant impact on human health.

In January published its first-ever public statement on climate change, acknowledging the direct and significant impact climate change has on human health.

In the statement, we also acknowledged that human action is related to the underlying environmental factors that contribute significantly to climate change and human health.

These acknowledgments are what led us to embrace our responsibility and take additional action to protect our planet, sustain our business, and ultimately serve the health of patients and communities, some of whom are presently dealing with the impacts of climate-related issues and illnesses.

While our Global Impact Organization, our ESG strategy and our climate change statement are new, for many years, teams across the enterprise have been implementing initiatives that mitigate our environmental impact.

risks and opportunities 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 and 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 population 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 may impact the ability to procure goods or services required for business operations.

We know that rising greenhouse gas (GHG) emissions are the primary source of climate change, and we work to do our part to reduce and avoid emissions in our operations and supply chain.

We do this by working to optimize our fleet, improve the efficiency of our buildings, and increase our renewable energy procurement.

Ambitious goals help guide our programs and projects to reduce emissions.

McKesson Europe has set a goal to reach carbon neutrality by in May 2021, McKesson Corporation committed to set science-based targets (SBTs) that address our enterprise-wide operational emissions and supply chain, in line with methodologies from the Science Based Targets initiative (SBTi).

These goals complement each other and exemplify our enterprise-first approach to tackling climate change: we know that different geographies will be impacted in different ways, but it is incumbent on our entire organization, as a leading enabler of better health outcomes worldwide, to reduce our emissions.

McKesson Europe has reduced its emissions its 2030 carbon neutral goal.

How we track our emissions impacts We pursue certifications and use management systems that help us better track and recognize our environmental impacts.

In FYcommitted to set a science-based target to guide our emissions reductions.

Operations FYcollection methodology, systems and analysis, and additional emissions sources included within scope.

Fuels included in Scope and fuels consumed by McKesson’s vehicle fleet.

McKesson followed the Greenhouse Gas Protocol to calculate our emissions footprint.

We used the Carbon Risk Real Estate Monitor (CRREM) emissions, based on floor area, where actual invoice data is not available.

Reducing emissions in our operations Our operational emissions stem from our use of fuel for our inbound and outbound distribution operations, and electricity and natural gas in our buildings.

We focus on efficiency across these areas as we aim to reduce our emissions.

Fleet emissions As an international business focused on distribution, transportation is important to us — in particular, improving fuel efficiency for our fleet.

For us, fuel consumption for transportation is an environmental challenge and opportunity.

Our transportation strategy focuses on optimizing delivery routes and the efficient use of delivery vehicles.

To do that, we monitor mileage and fuel consumption, and we educate our drivers on eco-efficient driving.

In Europe and the United States, we use a standard route optimization software solution, which helps our drivers find the most fuel-efficient routes for deliveries.

Patients, pharmacies and hospitals depend on our medical supplies, making reliable and efficient last-mile delivery performance crucial to our business and customers’ success and health.

This tool enables us to continue to fulfill our customer service levels while reducing mileage, saving time, cutting down emissions, and minimizing unused vehicle capacity.