ESGBERT/base_data · Datasets at Hugging Face

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When there is advance warning of a disaster, McKesson takes immediate preparatory measures, such as ordering extra fuel for generators and planning alternate delivery routes in case of highway and road closures.
We may move inventory from one location to another or deploy additional personnel to assist with post-crisis activities, including additional customer orders.
Based on our experience supporting natural disaster preparedness and recovery efforts, we position extra inventory of medications and supplies that are frequently needed following an event.
Examples include insulin for diabetics, dialysis supplies, vaccines for first-responders, antibiotics for viral outbreaks and anti-venom for snakebites as snakes are prevalent following flood conditions.
Responding to disasters Supporting our employees The safety and security of our employees is paramount.
When disaster strikes, we activate established policies and procedures to help ensure our employees’ safety in the case of an emergency.
For example, we can use mass notification systems to establish communication with employees who may be affected by a disaster and work to share important information that can help protect them and their families during the emergency or crisis.
In addition to alerting employees and supporting them during a disaster, we also provide assistance for employees to help manage the disaster’s impact.
The McKesson Taking Care of Our Own Fund, administered by the Emergency Assistance Foundation, provides cash grants for employees experiencing personal hardship or the effects of a qualified disaster.
In FY628 hardship grants totaling more than $1.3 million, including 34 grants to cover expenses related to natural disasters.
Additionally, when a major disaster necessitates evacuation, employees can request immediate response grants, called Get You to Safety grants, to cover the expenses incurred due to a mandatory evacuation.
Supporting our customers Catastrophic events such as hurricanes, wildfires and blizzards can quickly overwhelm recovery efforts by shutting down access to, and within, entire towns.
Extreme weather disrupts livelihoods and prevents people from receiving critical goods and services — including medical supplies and pharmaceuticals.
Working to maintain a seamless supply chain process and continued delivery of essential supplies is a top priority at McKesson.
Operations >Table of Contents \| time to help ensure the hardest hit communities continue to be supported.
Operational shifts in response to extreme weather include, but aren’t limited to, redirecting transit routes, moving staff and personnel to different areas, working with government agencies, and partnering with other organizations to help ensure continuity of patient care.
And given that the U.S. has seen a in natural disasters since the early 1980s — largely due to human-caused climate change — collaborative and innovative strategic maneuvers like these are becoming more important with each passing year.
Supporting our communities As an impact-driven organization, it is our responsibility to address critical needs in communities where we live and work — including in times of disaster.
For example, McKesson community investments are focusing on efforts related to emergency preparedness and disaster response to help support U.S. and Canadian communities when disaster strikes.
In February snow and extreme cold to many parts of Texas and resulted in power outages for millions of residents.
The McKesson Foundation contributed $North Texas and the Texas Gulf Coast.
The grants supported the collection and distribution of critical items such as food, water, cots and blankets to emergency management partners and residents staying in shelters and warming centers.
Operations >Table of Contents \| Responsible operations Integrity and compliance are foundational to our culture and critical to our long-term success.
Building on that foundation, we know that operating responsibly advances trust among our shareholders, customers and their patients, business partners, regulators, employees and communities.
>Table of Contents \| We work to build trust with our stakeholders, which we believe promotes transparency in our company and contributes to sustainable growth.
Our approach to corporate governance and responsible operations helps us drive long-term growth and create value in all areas, including social practices and environmental stewardship.
Corporate governance McKesson is committed to, and for many years has adhered to, sound and effective corporate governance practices.
Board of Directors McKesson’s Board represents a diverse mix of skills, experiences, and perspectives.
We believe that diversity helps to make our Board more effective and creates opportunities for robust dialogue and more effective decision making.
Demographics/diversity In FYand 27% were people of color.
At the time of our Annual Meeting, one of our five standing committees was chaired by a woman, and the median tenure of our directors was 4.2 years.
The Board routinely evaluates its composition and refreshes its membership.
At least one new director has joined our Board each year since 2018.
In we plan to implement a policy requiring directors with more than 12 years of tenure to offer to resign from Board service annually.
After careful consideration, the Board may accept or reject the resignation.
If the Board decides it is in the best interest of the company and its shareholders to reject a resignation, the Board will disclose its rationale.
In FY 36% of our Board members were women.
We know that good corporate governance advances trust among our shareholders, business partners and employees, promotes transparency in our company, and contributes to sustainable growth.
We are committed to continually assessing our corporate governance policies and structures to incorporate best practices and believe a balanced corporate governance approach strengthens confidence in our company — both in the capital markets and among the public.
We recently enhanced our Political Engagement and Lobbying Policy which now includes, on an annual basis, additional disclosures regarding our lobbying activities.
Corporate governance guidelines Our Corporate Governance Guidelines set forth our Board’s goal of building long-term value for our stockholders and are consistent with NYSE listing requirements.
Our Guidelines call for the Board to monitor the performance of our company, including with respect to ESG matters.
Management succession Shareholder rights Our Guidelines also establish certain rights for shareholders.
Supermajority voting: we eliminated supermajority voting requirements for shareholders to amend governing documents.
We now have a majority voting standard for uncontested director elections.
Board evaluations play a critical role in assessing the effectiveness of our Board.
During the annual evaluation process, the Board considers where it believes it functions most effectively and may also identify areas in which directors may make better contributions to the company.
The following graphic illustrates core elements of this process: Our Governance Committee leads the evaluation of the Board and the performance of the Independent Chair.
Our Independent Chair also speaks to directors individually, and that feedback is later reported to the entire Board.
Each committee is responsible for evaluating its own performance and determining objectives for the following year.
The Governance Committee establishes objectives for the Board, periodically reviews the Board’s evaluation process and makes enhancements based on the company’s evolving business strategies and risks.
The Governance Committee has invested a substantial amount of time considering Board composition as part of the annual self-evaluation process, and they revisit the topic throughout the year.
For all C-level roles, the Board reviews and provides input on our succession planning to develop our next generation of leaders, CEO and executive officers.
Political engagement Our Public Affairs team builds and maintains working relationships with policymakers and regulators at the federal and state levels of government.
We seek to educate elected and appointed officials about the solutions we offer to improve patient safety, reduce the cost and variability of care, and improve the quality and efficiency of healthcare delivery.
In March Action Committee (PAC) board of directors approved revisions to its political giving guidelines, strengthening the candidate evaluation criteria and approval process.
In addition, the McKesson PAC has established a set of “belief statements” that reflect the values of our employee-led political engagement and approach to political discourse among elected During the annual evaluation process, the Board considers where it believes it functions most effectively and may also identify areas in which directors may make better contributions to the company.
and civil discourse McKesson believes that transparency and accountability with respect to political expenditures and lobbying are important.
In the U.S., we voluntarily disclose corporate political contributions and file federal and state reports on lobbying activities where required by law.
Additionally, we provide a list of trade associations to whom our annual payments exceed $evaluate trade associations, as we may not support every position they take.
We also prohibit trade organizations from using our contributions for political purposes.
In addition to enhancements made every year since and Lobbying Policy.
This update included clarification of the Board’s oversight of lobbying activities and expenditures related to laws or regulations governing the distribution of controlled substances, and it describes our policy priorities and material lobbying efforts in the year.
This update also reflects the Board’s commitment to disclose to our shareholders on an annual basis the aggregate dollars we spend on lobbying activities.
Our Public Affairs team provides updates to the Board at least annually on such matters consisting of reports on public policy issues, political engagements, lobbying activity and corporate political contributions.
Voting is a sacred right and responsibility, one that should be exercised freely and enfranchised widely.
The Board’s Governance Committee regularly reviews McKesson’s ESG practices, including environmental sustainability and matters concerning our commitment to delivering value to customers, employees, suppliers, shareholders, and local communities.
Board-level oversight The Board, the Governance Committee, and/or other committees periodically review the Company’s ESG strategy and practices, including environmental sustainability, pay equity, human capital management and diversity, equity and inclusion.
Management-level oversight Executing a leading ESG strategy is key to realizing our ambition to be an impact-driven enterprise.
This leadership begins with our CEO and executive operating team, which includes our Chief Impact Officer who leads our Global Impact Organization.
Our Chief Impact Officer oversees the Sustainability and ESG team as they work with colleagues across the company to develop our enterprise-wide strategies and monitor relevant metrics.
For example, the Sustainability and ESG team works in close partnership with our Real Estate team to evaluate and execute on renewable energy projects, and in tandem with our DEI and Social Impact teams to evaluate diversity and philanthropy strategies.
Stakeholder engagement Effective and ongoing engagement with our many stakeholders helps us improve how we serve their various needs while delivering on our purpose.
Learning directly from our stakeholders about their ESG priorities and concerns can help shape our strategies, build trust and inform our decision making on key issues.
Thoughtful engagement with our customers, employees, suppliers, shareholders and other groups is critical to enabling our ability to execute our mission.
Executing a leading ESG strategy is key to realizing our ambition to be an impactdriven enterprise.
Operations >Table of Contents \| Shareholders We meet throughout the year with shareholders in various forums to encourage ongoing, meaningful dialogue about the issues they find most important.
Since our reached out to shareholders representing nearly 61% of our outstanding common stock and engaged with shareholders representing approximately 38% of our outstanding common stock.
Our Independent Chair also led engagements with certain shareholders.
Lobbying expenditures and activities The ongoing communication with shareholders informs our evaluation and enhancement of our policies, practices and disclosures.
, we believe that integrity is the foundation of our culture and is critical to our long-term success.
We work to inspire and enable McKesson employees to act with integrity in all we do, and we are committed to complying with the laws and regulations that apply to our business operations.
Regulatory excellence As a company in the healthcare industry, we are subject to a wide range of complex and evolving regulatory requirements.
We fulfill our ICARE principles and work to maintain the trust of regulators, the public, and other stakeholders by following the laws and regulations that apply to us.
In FYregulatory excellence was explicitly integrated into our business strategy playbook as a key foundational discipline.
We are committed to regulatory excellence in all aspects of our business operations.
Throughout FYand discussed “tone from the top and middle” with senior leaders on their role in driving a culture of regulatory excellence.
For example, our General Counsel Organization led an interactive workshop on regulatory excellence with senior leaders.
At our Senior Leaders Meeting in early FY and Chief Compliance Officer each highlighted the importance of regulatory excellence, particularly given McKesson’s role in healthcare.
leadership and oversight McKesson’s compliance program is focused on preventing, detecting and responding to compliance, ethics and regulatory issues.
Compliance is an enterprise-wide responsibility shared by every employee, and it starts with the commitment of our leaders to foster a culture of compliance and ethics and regulatory excellence throughout our operations.
While our business leaders are responsible for managing compliance risks, Legal and Compliance functions assist management with subject matter and program expertise to help McKesson stay ahead of compliance and regulatory risks.
Our Chief Compliance Officer is aided by a Compliance and Ethics Organization which includes designated compliance officers for each of our businesses and multiple subject matter experts.
The Chief Compliance Officer oversees and monitors implementation of our programs and meets regularly with our Executive Operating Team and the Compliance Committee of the Board to discuss the compliance program.
In FYexcellence was explicitly integrated into our business strategy playbook as a key foundational discipline.
Continuous improvement, including corrective action and/or preventive action, where necessary Our Board has a standing Compliance Committee, whose purpose is to assist the Board in overseeing McKesson’s compliance programs and management’s identification and evaluation of the Company’s principal legal and regulatory compliance risks.
The Compliance Committee meets regularly throughout the year, including in separate executive sessions with the Chief Compliance Officer and the Chief Legal Officer.
In FYthe Compliance Committee conducted discussions with multiple members of management about McKesson’s compliance programs relating to certain legal and regulatory risks.
The Compliance Committee also meets jointly with the Audit Committee to review management’s assessment of its regulatory and compliance programs.
Written standards of conduct Our company operates in multiple business and regulatory environments.

When there is advance warning of a disaster, McKesson takes immediate preparatory measures, such as ordering extra fuel for generators and planning alternate delivery routes in case of highway and road closures.

We may move inventory from one location to another or deploy additional personnel to assist with post-crisis activities, including additional customer orders.

Based on our experience supporting natural disaster preparedness and recovery efforts, we position extra inventory of medications and supplies that are frequently needed following an event.

Examples include insulin for diabetics, dialysis supplies, vaccines for first-responders, antibiotics for viral outbreaks and anti-venom for snakebites as snakes are prevalent following flood conditions.

Responding to disasters Supporting our employees The safety and security of our employees is paramount.

When disaster strikes, we activate established policies and procedures to help ensure our employees’ safety in the case of an emergency.

For example, we can use mass notification systems to establish communication with employees who may be affected by a disaster and work to share important information that can help protect them and their families during the emergency or crisis.

In addition to alerting employees and supporting them during a disaster, we also provide assistance for employees to help manage the disaster’s impact.

The McKesson Taking Care of Our Own Fund, administered by the Emergency Assistance Foundation, provides cash grants for employees experiencing personal hardship or the effects of a qualified disaster.

In FY628 hardship grants totaling more than $1.3 million, including 34 grants to cover expenses related to natural disasters.

Additionally, when a major disaster necessitates evacuation, employees can request immediate response grants, called Get You to Safety grants, to cover the expenses incurred due to a mandatory evacuation.

Supporting our customers Catastrophic events such as hurricanes, wildfires and blizzards can quickly overwhelm recovery efforts by shutting down access to, and within, entire towns.

Extreme weather disrupts livelihoods and prevents people from receiving critical goods and services — including medical supplies and pharmaceuticals.

Working to maintain a seamless supply chain process and continued delivery of essential supplies is a top priority at McKesson.

Operations >Table of Contents | time to help ensure the hardest hit communities continue to be supported.

Operational shifts in response to extreme weather include, but aren’t limited to, redirecting transit routes, moving staff and personnel to different areas, working with government agencies, and partnering with other organizations to help ensure continuity of patient care.

And given that the U.S. has seen a in natural disasters since the early 1980s — largely due to human-caused climate change — collaborative and innovative strategic maneuvers like these are becoming more important with each passing year.

Supporting our communities As an impact-driven organization, it is our responsibility to address critical needs in communities where we live and work — including in times of disaster.

For example, McKesson community investments are focusing on efforts related to emergency preparedness and disaster response to help support U.S. and Canadian communities when disaster strikes.

In February snow and extreme cold to many parts of Texas and resulted in power outages for millions of residents.

The McKesson Foundation contributed $North Texas and the Texas Gulf Coast.

The grants supported the collection and distribution of critical items such as food, water, cots and blankets to emergency management partners and residents staying in shelters and warming centers.

Operations >Table of Contents | Responsible operations Integrity and compliance are foundational to our culture and critical to our long-term success.

Building on that foundation, we know that operating responsibly advances trust among our shareholders, customers and their patients, business partners, regulators, employees and communities.

>Table of Contents | We work to build trust with our stakeholders, which we believe promotes transparency in our company and contributes to sustainable growth.

Our approach to corporate governance and responsible operations helps us drive long-term growth and create value in all areas, including social practices and environmental stewardship.

Corporate governance McKesson is committed to, and for many years has adhered to, sound and effective corporate governance practices.

Board of Directors McKesson’s Board represents a diverse mix of skills, experiences, and perspectives.

We believe that diversity helps to make our Board more effective and creates opportunities for robust dialogue and more effective decision making.

Demographics/diversity In FYand 27% were people of color.

At the time of our Annual Meeting, one of our five standing committees was chaired by a woman, and the median tenure of our directors was 4.2 years.

The Board routinely evaluates its composition and refreshes its membership.

At least one new director has joined our Board each year since 2018.

In we plan to implement a policy requiring directors with more than 12 years of tenure to offer to resign from Board service annually.

After careful consideration, the Board may accept or reject the resignation.

If the Board decides it is in the best interest of the company and its shareholders to reject a resignation, the Board will disclose its rationale.

In FY 36% of our Board members were women.

We know that good corporate governance advances trust among our shareholders, business partners and employees, promotes transparency in our company, and contributes to sustainable growth.

We are committed to continually assessing our corporate governance policies and structures to incorporate best practices and believe a balanced corporate governance approach strengthens confidence in our company — both in the capital markets and among the public.

We recently enhanced our Political Engagement and Lobbying Policy which now includes, on an annual basis, additional disclosures regarding our lobbying activities.

Corporate governance guidelines Our Corporate Governance Guidelines set forth our Board’s goal of building long-term value for our stockholders and are consistent with NYSE listing requirements.

Our Guidelines call for the Board to monitor the performance of our company, including with respect to ESG matters.

Management succession Shareholder rights Our Guidelines also establish certain rights for shareholders.

Supermajority voting: we eliminated supermajority voting requirements for shareholders to amend governing documents.

We now have a majority voting standard for uncontested director elections.

Board evaluations play a critical role in assessing the effectiveness of our Board.

During the annual evaluation process, the Board considers where it believes it functions most effectively and may also identify areas in which directors may make better contributions to the company.

The following graphic illustrates core elements of this process: Our Governance Committee leads the evaluation of the Board and the performance of the Independent Chair.

Our Independent Chair also speaks to directors individually, and that feedback is later reported to the entire Board.

Each committee is responsible for evaluating its own performance and determining objectives for the following year.

The Governance Committee establishes objectives for the Board, periodically reviews the Board’s evaluation process and makes enhancements based on the company’s evolving business strategies and risks.

The Governance Committee has invested a substantial amount of time considering Board composition as part of the annual self-evaluation process, and they revisit the topic throughout the year.

For all C-level roles, the Board reviews and provides input on our succession planning to develop our next generation of leaders, CEO and executive officers.

Political engagement Our Public Affairs team builds and maintains working relationships with policymakers and regulators at the federal and state levels of government.

We seek to educate elected and appointed officials about the solutions we offer to improve patient safety, reduce the cost and variability of care, and improve the quality and efficiency of healthcare delivery.

In March Action Committee (PAC) board of directors approved revisions to its political giving guidelines, strengthening the candidate evaluation criteria and approval process.

In addition, the McKesson PAC has established a set of “belief statements” that reflect the values of our employee-led political engagement and approach to political discourse among elected During the annual evaluation process, the Board considers where it believes it functions most effectively and may also identify areas in which directors may make better contributions to the company.

and civil discourse McKesson believes that transparency and accountability with respect to political expenditures and lobbying are important.

In the U.S., we voluntarily disclose corporate political contributions and file federal and state reports on lobbying activities where required by law.

Additionally, we provide a list of trade associations to whom our annual payments exceed $evaluate trade associations, as we may not support every position they take.

We also prohibit trade organizations from using our contributions for political purposes.

In addition to enhancements made every year since and Lobbying Policy.

This update included clarification of the Board’s oversight of lobbying activities and expenditures related to laws or regulations governing the distribution of controlled substances, and it describes our policy priorities and material lobbying efforts in the year.

This update also reflects the Board’s commitment to disclose to our shareholders on an annual basis the aggregate dollars we spend on lobbying activities.

Our Public Affairs team provides updates to the Board at least annually on such matters consisting of reports on public policy issues, political engagements, lobbying activity and corporate political contributions.

Voting is a sacred right and responsibility, one that should be exercised freely and enfranchised widely.

The Board’s Governance Committee regularly reviews McKesson’s ESG practices, including environmental sustainability and matters concerning our commitment to delivering value to customers, employees, suppliers, shareholders, and local communities.

Board-level oversight The Board, the Governance Committee, and/or other committees periodically review the Company’s ESG strategy and practices, including environmental sustainability, pay equity, human capital management and diversity, equity and inclusion.

Management-level oversight Executing a leading ESG strategy is key to realizing our ambition to be an impact-driven enterprise.

This leadership begins with our CEO and executive operating team, which includes our Chief Impact Officer who leads our Global Impact Organization.

Our Chief Impact Officer oversees the Sustainability and ESG team as they work with colleagues across the company to develop our enterprise-wide strategies and monitor relevant metrics.

For example, the Sustainability and ESG team works in close partnership with our Real Estate team to evaluate and execute on renewable energy projects, and in tandem with our DEI and Social Impact teams to evaluate diversity and philanthropy strategies.

Stakeholder engagement Effective and ongoing engagement with our many stakeholders helps us improve how we serve their various needs while delivering on our purpose.

Learning directly from our stakeholders about their ESG priorities and concerns can help shape our strategies, build trust and inform our decision making on key issues.

Thoughtful engagement with our customers, employees, suppliers, shareholders and other groups is critical to enabling our ability to execute our mission.

Executing a leading ESG strategy is key to realizing our ambition to be an impactdriven enterprise.

Operations >Table of Contents | Shareholders We meet throughout the year with shareholders in various forums to encourage ongoing, meaningful dialogue about the issues they find most important.

Since our reached out to shareholders representing nearly 61% of our outstanding common stock and engaged with shareholders representing approximately 38% of our outstanding common stock.

Our Independent Chair also led engagements with certain shareholders.

Lobbying expenditures and activities The ongoing communication with shareholders informs our evaluation and enhancement of our policies, practices and disclosures.

, we believe that integrity is the foundation of our culture and is critical to our long-term success.

We work to inspire and enable McKesson employees to act with integrity in all we do, and we are committed to complying with the laws and regulations that apply to our business operations.

Regulatory excellence As a company in the healthcare industry, we are subject to a wide range of complex and evolving regulatory requirements.

We fulfill our ICARE principles and work to maintain the trust of regulators, the public, and other stakeholders by following the laws and regulations that apply to us.

In FYregulatory excellence was explicitly integrated into our business strategy playbook as a key foundational discipline.

We are committed to regulatory excellence in all aspects of our business operations.

Throughout FYand discussed “tone from the top and middle” with senior leaders on their role in driving a culture of regulatory excellence.

For example, our General Counsel Organization led an interactive workshop on regulatory excellence with senior leaders.

At our Senior Leaders Meeting in early FY and Chief Compliance Officer each highlighted the importance of regulatory excellence, particularly given McKesson’s role in healthcare.

leadership and oversight McKesson’s compliance program is focused on preventing, detecting and responding to compliance, ethics and regulatory issues.

Compliance is an enterprise-wide responsibility shared by every employee, and it starts with the commitment of our leaders to foster a culture of compliance and ethics and regulatory excellence throughout our operations.

While our business leaders are responsible for managing compliance risks, Legal and Compliance functions assist management with subject matter and program expertise to help McKesson stay ahead of compliance and regulatory risks.

Our Chief Compliance Officer is aided by a Compliance and Ethics Organization which includes designated compliance officers for each of our businesses and multiple subject matter experts.

The Chief Compliance Officer oversees and monitors implementation of our programs and meets regularly with our Executive Operating Team and the Compliance Committee of the Board to discuss the compliance program.

In FYexcellence was explicitly integrated into our business strategy playbook as a key foundational discipline.

Continuous improvement, including corrective action and/or preventive action, where necessary Our Board has a standing Compliance Committee, whose purpose is to assist the Board in overseeing McKesson’s compliance programs and management’s identification and evaluation of the Company’s principal legal and regulatory compliance risks.

The Compliance Committee meets regularly throughout the year, including in separate executive sessions with the Chief Compliance Officer and the Chief Legal Officer.

In FYthe Compliance Committee conducted discussions with multiple members of management about McKesson’s compliance programs relating to certain legal and regulatory risks.

The Compliance Committee also meets jointly with the Audit Committee to review management’s assessment of its regulatory and compliance programs.

Written standards of conduct Our company operates in multiple business and regulatory environments.