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Our quality coordinators monitor the alerts and resolve any inconsistencies.
In Canada, we follow Good Manufacturing Practices which allows the products to be traced in a similar fashion in the warehouse.
Across McKesson, we strive to continuously assess and improve our day-to-day processes by applying Lean Six Sigma methodology and principles.
Lean Six Sigma training and methodology has enabled — and continues to enable — employees at all levels of the organization to make data-driven decisions to foster quality-focused improvements and perpetuate continuous improvement efforts for our partners, their patients, and employees.
These projects place heavy emphasis on defect reduction, faster cycle time and reduced waste.
They have helped to reduce the number of variations customers experience and to identify what factors may drive that variation.
In addition to delivering cost-benefit initiatives, one of Six Sigma’s key objectives is to train, coach and mentor employee talent.
This allows us to deepen our culture of continuous improvement across McKesson.
In FY10,210 hours of Lean Six Sigma training courses.
In Europe, we introduced the Green Six Sigma initiative to further anchor environmental and sustainable aspects as a permanent component of the Lean Six Sigma program.
In FYprojects reduced an estimated 37 tons of carbon emissions from our Scope 3 footprint.
In FYemployees across 10 countries completed 10,210 hours of Lean Six Sigma training courses.
Reducing product waste through enhanced inventory management: non-salable inventory items that cannot be sold, donated or returned to a supplier are sent for destruction.
The McKesson U.S. distribution team collaborated with internal partners to define Standard Operating Procedures and new processes to proactively detect overstock, redirect inventory to a centralized facility and service new customers outside of the McKesson network.
This pilot project prevented items from being destroyed and opened new opportunities for product access and sustainability across the supply chain.
• Original pack dispensing at McKesson UK: pharmacies often de-blister medications and re-pack them into smaller personalized blister packages before delivering them to care homes.
UK colleagues worked with nurses to rearrange the process.
The medications are now delivered to the care homes in their original packaging.
Nurses on site take over the allocation of the medications, supplying the patients directly from the bulk packs.
This saved up to paper medication packs per year.
In addition, medical waste has also been reduced, as the nurses can react directly to day-dependent findings of the patients and do not have to resort to pre-packaged medications.
These are just some of our Six Sigma business process improvement successes.
Patient and employee safety is paramount at McKesson, and our Environmental, Health and Safety policy guides our commitment to provide a safe and healthy work environment.
This policy is available to all employees on our intranet and outlines our approach to ensuring all business operations are conducted with health and safety in mind.
We incorporate health and safety into all aspects of our work, starting with proactive measures.
Our Security and Safety team continually monitors our work environment to identify potential risks, so that we can prevent and mitigate them.
The primary workplace safety risks at McKesson, and most frequently reported incidents, are related to movements such as lifting and bending.
Total Recordable Incident Rate (TRIR), among other metrics.
Each of our U.S. businesses receives an overall Safety Performance Index score quarterly, which takes into account factors such as completion of Safety Committee meetings and inspections; percent of completed employee safety orientations, certifications and other trainings; and injury rates.
We routinely assess facilities to monitor adherence to established security and safety standards.
In FYwe completed nearly 100 onsite and virtual safety visits to provide support, coaching, and oversight for implementation of accident prevention and regulatory environmental health and safety programs.
We also completed nearly at reinforcing safe work practices for employees.
McKesson Canada has a robust health and safety program which includes a continuous training program offered to all employees, monthly “set the tone” topics shared to distribution center teams, and ergonomic assessment to improve best work practices.
The program also includes a health and safety executive summary dashboard that is shared quarterly with McKesson Canada’s CEO.
The executive summary provides an overview of health and safety activities over the previous quarter, including information on accidents and opportunities to improve.
If a serious vulnerability is identified, it is documented, and the facility prepares an action plan.
Across distribution facilities, we prepare a monthly leading safety indicator dashboard to measure performance to our standards.
We also maintain an internal database of all major incidents at our facilities, which allows us to investigate the circumstances surrounding the injury or event.
This helps us learn how we can prevent similar incidents in the future.
In the U.S., injury rates (number of recordable injuries per 100 employees) were calculated for both distribution centers and office locations during calendar year 2020.
TRIR and LTIR increased slightly when compared to calendar year 2019.
Reducing workplace injuries The first step to reducing workplace injuries is working to prevent them.
We have detailed training programs in place to support employees in preventing injuries and cultivating a culture where safety comes first.
Safety action plans, to achieve established safety goals and identify and mitigate risks Within our distribution network, we focus on initiatives such as safe lifting principles and have launched a comprehensive Powered Industrial Truck certification program.
Ergonomic design continues to be a focus, as well as prevention of slips, trips and falls.
Within our distribution network, we focus on initiatives such as safe lifting principles and have launched a comprehensive Powered Industrial Truck certification program.
We aim to foster a “safety matters because you matter” culture.
Our safety training programs are for employees at all levels.
Throughout their time at McKesson, employees learn to identify and control hazards they may encounter at work.
All employees, upon hiring and annually thereafter, receive health and safety training through our internal learning portal.
Employees also receive specialized training related to their role, environment, and the equipment used in their work environment, for example proper use of personal protective equipment, safe lifting techniques and safe operation of powered industrial trucks.
Just as we continually update our processes, we refresh our training modules and programs.
In FYwe revised and refreshed nine training modules and updated all environmental regulatory training platforms to meet changed regulatory requirements and technology platform needs.
In FYemployees completed more than 32,500 safety training courses.
operations in Austria, Belgium, Canada, Denmark, France, Ireland, Italy, the Netherlands, Norway, Portugal, Slovenia, Sweden, the United Kingdom and the United States.
a publicly held Delaware corporation that is listed on the New York Stock Exchange under ticker symbol MCK. 102-6 Markets served Annual Report and Form 10-K 102-7 Scale of the organization Annual Report and Form 10-K 102-8 Information on employees and other workers Workforce at a glance, pg.
Ethics and integrity norms Across McKesson, we are guided by our Code of Conduct and our ICARE and ILEAD shared principles.
These principles are a uniting force, connecting us across business units, geographies and functional areas.
strategy aims to secure our competitive position, strengthen confidence in our company and create value over the long term.
Good corporate governance strengthens confidence among our shareholders, business partners and employees, promotes transparency in our company and contributes to sustainable growth.
employees, shareholders, communities, customers, suppliers, joint venture partners, investors, government/ policymakers and nongovernmental organizations.
102-42 Identifying and selecting stakeholders We work to foster internal and external trust, especially with our core stakeholders, as identified in 102-40.
We engage directly with stakeholders who influence our business, social or environmental performance, or on the regulatory frameworks that govern our activities.
We also seek to collaborate with stakeholders who are significantly affected by our economic, social or environmental impact.
assurance for some ESG topics in future reports.
GRI disclosure GRI requested information McKesson FY disclosure location 201: Economic performance 103-1 Explanation of the material topic and its boundaries McKesson at a glance, pg.
103-2 The management approach and its components McKesson at a glance, pg.
103-3 Evaluation of the management approach McKesson at a glance, pg.
201-1 Direct economic value generated and distributed Annual Report and Form 10-K contain details on our FY21 annual revenues of $238 billion. 201-2 Financial implications and other risks and opportunities due to climate change Climate change: risks and opportunities pg.
Water and effluents and its boundaries Addressing water use, pg.
103-2 The management approach and its components Addressing water use, pg.
103-3 Evaluation of the management approach Addressing water use, pg.
103-1 Explanation of the material topic and its boundaries Workforce at a glance, pg.
103-3 Evaluation of the management approach Workforce at a glance, pg.
Impact Report GRI disclosure GRI requested information McKesson FY disclosure location 415: Public policy 103-1 Explanation of the material topic and its boundaries See the Political Engagement page at mckesson.com and the Public Affairs page at mckesson.eu 103-2 The management approach and its components See the Political Engagement page at mckesson.com and the Public Affairs page at mckesson.eu. 103-3 Evaluation of the management approach See the Political Engagement page at mckesson.com and the Public Affairs page at mckesson.eu. 415-1 Political contributions Political Contributions Report.
We do not make political contributions in Canada or Europe.
Fleet Fuel Management Payload fuel economy HC-DI-We utilize a combination of third-party transportation & logistics providers and a private fleet of delivery vehicles for product deliveries.
We do not have direct operational control over the third-party provider deliveries and do not have access to all third-party partners' fuel data for emissions reporting.
Activity metrics Number of pharmaceutical units sold, by product category HC-DI-Annual Report, inside cover Proxy Statement, pg.
product category HC-DI-Annual Report, inside cover Proxy Statement, pg.
Good health and wellbeing Ensure healthy lives and promote wellbeing for all at all ages.
Climate action Take urgent action to combat climate change and its impacts.
Strategy A) Describe the climate-related risks and opportunities the organization has identified over the short, medium and long term Climate change: risks and opportunities, pg.
(questions C B) Describe the organization’s processes for managing climate-related risks Climate change: risks and opportunities, pg.
C) Describe how processes for identifying, assessing and managing climate-related risks are integrated into the organization’s overall risk management Climate change: risks and opportunities, pg.
Environment McKesson’s approach to climate change, pgs. Addressing waste, pgs. 44-46 Addressing water use, pg.
Measurement of Outcomes Workforce at a glance, pg. Culture, pgs. 19-23 McKesson’s approach to climate change, pgs. 39-43 Addressing waste, pgs. 44-46 Addressing water use, pg.
This report contains information about McKesson Corporation and certain of its operating subsidiaries and business units around the world.
Statements regarding our future direction and intent represent goals and objectives only and are subject to change or withdrawal without notice.
We disclaim any duty or obligation to update the statements or information contained in this report.
Any “forward-looking statement” is made only as of the date such information was originally prepared by McKesson and is intended to fall within the meaning of Section 27A of the Securities Act of 1933 and Section 21E of the Securities Exchange Act of 1934.
All statements, other than statements of historical facts, may be forward-looking statements.
Some of these statements can be identified by the use of terminology such as “believes,” “expects,” “anticipates,” “may,” “will,” “should,” “seeks,” “approximately,” “intends,” “projects,” “plans,” “estimates,” or the negative of these words and other comparable terminology.
Readers should not place undue reliance on forward-looking statements, which speak only as of the date such statements were first made.
Except to the extent required by law, we undertake no obligation to update or revise our forward-looking statements.
Forward-looking statements involve risks and uncertainties that could cause actual results to differ materially from those projected, anticipated, or implied.
Although it is not possible to predict or identify all such risks and uncertainties, they include, but are not limited to, factors described under “Cautionary Notice About Forward-Looking Statements” and “Risks and Forward-Looking Information” in McKesson’s most recent Form 10-K and Form 10-Qs filed with the United States Securities and Exchange Commission (SEC).
Except where noted, the information covered in this report highlights our performance and initiatives in fiscal year 2021.
All calculations and statistics are in part dependent on the use of estimates and assumptions based on historical levels and projections and are therefore subject to change.
This report has not been externally assured or verified by an independent third party.

Our quality coordinators monitor the alerts and resolve any inconsistencies.

In Canada, we follow Good Manufacturing Practices which allows the products to be traced in a similar fashion in the warehouse.

Across McKesson, we strive to continuously assess and improve our day-to-day processes by applying Lean Six Sigma methodology and principles.

Lean Six Sigma training and methodology has enabled — and continues to enable — employees at all levels of the organization to make data-driven decisions to foster quality-focused improvements and perpetuate continuous improvement efforts for our partners, their patients, and employees.

These projects place heavy emphasis on defect reduction, faster cycle time and reduced waste.

They have helped to reduce the number of variations customers experience and to identify what factors may drive that variation.

In addition to delivering cost-benefit initiatives, one of Six Sigma’s key objectives is to train, coach and mentor employee talent.

This allows us to deepen our culture of continuous improvement across McKesson.

In FY10,210 hours of Lean Six Sigma training courses.

In Europe, we introduced the Green Six Sigma initiative to further anchor environmental and sustainable aspects as a permanent component of the Lean Six Sigma program.

In FYprojects reduced an estimated 37 tons of carbon emissions from our Scope 3 footprint.

In FYemployees across 10 countries completed 10,210 hours of Lean Six Sigma training courses.

Reducing product waste through enhanced inventory management: non-salable inventory items that cannot be sold, donated or returned to a supplier are sent for destruction.

The McKesson U.S. distribution team collaborated with internal partners to define Standard Operating Procedures and new processes to proactively detect overstock, redirect inventory to a centralized facility and service new customers outside of the McKesson network.

This pilot project prevented items from being destroyed and opened new opportunities for product access and sustainability across the supply chain.

• Original pack dispensing at McKesson UK: pharmacies often de-blister medications and re-pack them into smaller personalized blister packages before delivering them to care homes.

UK colleagues worked with nurses to rearrange the process.

The medications are now delivered to the care homes in their original packaging.

Nurses on site take over the allocation of the medications, supplying the patients directly from the bulk packs.

This saved up to paper medication packs per year.

In addition, medical waste has also been reduced, as the nurses can react directly to day-dependent findings of the patients and do not have to resort to pre-packaged medications.

These are just some of our Six Sigma business process improvement successes.

Patient and employee safety is paramount at McKesson, and our Environmental, Health and Safety policy guides our commitment to provide a safe and healthy work environment.

This policy is available to all employees on our intranet and outlines our approach to ensuring all business operations are conducted with health and safety in mind.

We incorporate health and safety into all aspects of our work, starting with proactive measures.

Our Security and Safety team continually monitors our work environment to identify potential risks, so that we can prevent and mitigate them.

The primary workplace safety risks at McKesson, and most frequently reported incidents, are related to movements such as lifting and bending.

Total Recordable Incident Rate (TRIR), among other metrics.

Each of our U.S. businesses receives an overall Safety Performance Index score quarterly, which takes into account factors such as completion of Safety Committee meetings and inspections; percent of completed employee safety orientations, certifications and other trainings; and injury rates.

We routinely assess facilities to monitor adherence to established security and safety standards.

In FYwe completed nearly 100 onsite and virtual safety visits to provide support, coaching, and oversight for implementation of accident prevention and regulatory environmental health and safety programs.

We also completed nearly at reinforcing safe work practices for employees.

McKesson Canada has a robust health and safety program which includes a continuous training program offered to all employees, monthly “set the tone” topics shared to distribution center teams, and ergonomic assessment to improve best work practices.

The program also includes a health and safety executive summary dashboard that is shared quarterly with McKesson Canada’s CEO.

The executive summary provides an overview of health and safety activities over the previous quarter, including information on accidents and opportunities to improve.

If a serious vulnerability is identified, it is documented, and the facility prepares an action plan.

Across distribution facilities, we prepare a monthly leading safety indicator dashboard to measure performance to our standards.

We also maintain an internal database of all major incidents at our facilities, which allows us to investigate the circumstances surrounding the injury or event.

This helps us learn how we can prevent similar incidents in the future.

In the U.S., injury rates (number of recordable injuries per 100 employees) were calculated for both distribution centers and office locations during calendar year 2020.

TRIR and LTIR increased slightly when compared to calendar year 2019.

Reducing workplace injuries The first step to reducing workplace injuries is working to prevent them.

We have detailed training programs in place to support employees in preventing injuries and cultivating a culture where safety comes first.

Safety action plans, to achieve established safety goals and identify and mitigate risks Within our distribution network, we focus on initiatives such as safe lifting principles and have launched a comprehensive Powered Industrial Truck certification program.

Ergonomic design continues to be a focus, as well as prevention of slips, trips and falls.

Within our distribution network, we focus on initiatives such as safe lifting principles and have launched a comprehensive Powered Industrial Truck certification program.

We aim to foster a “safety matters because you matter” culture.

Our safety training programs are for employees at all levels.

Throughout their time at McKesson, employees learn to identify and control hazards they may encounter at work.

All employees, upon hiring and annually thereafter, receive health and safety training through our internal learning portal.

Employees also receive specialized training related to their role, environment, and the equipment used in their work environment, for example proper use of personal protective equipment, safe lifting techniques and safe operation of powered industrial trucks.

Just as we continually update our processes, we refresh our training modules and programs.

In FYwe revised and refreshed nine training modules and updated all environmental regulatory training platforms to meet changed regulatory requirements and technology platform needs.

In FYemployees completed more than 32,500 safety training courses.

operations in Austria, Belgium, Canada, Denmark, France, Ireland, Italy, the Netherlands, Norway, Portugal, Slovenia, Sweden, the United Kingdom and the United States.

a publicly held Delaware corporation that is listed on the New York Stock Exchange under ticker symbol MCK. 102-6 Markets served Annual Report and Form 10-K 102-7 Scale of the organization Annual Report and Form 10-K 102-8 Information on employees and other workers Workforce at a glance, pg.

Ethics and integrity norms Across McKesson, we are guided by our Code of Conduct and our ICARE and ILEAD shared principles.

These principles are a uniting force, connecting us across business units, geographies and functional areas.

strategy aims to secure our competitive position, strengthen confidence in our company and create value over the long term.

Good corporate governance strengthens confidence among our shareholders, business partners and employees, promotes transparency in our company and contributes to sustainable growth.

employees, shareholders, communities, customers, suppliers, joint venture partners, investors, government/ policymakers and nongovernmental organizations.

102-42 Identifying and selecting stakeholders We work to foster internal and external trust, especially with our core stakeholders, as identified in 102-40.

We engage directly with stakeholders who influence our business, social or environmental performance, or on the regulatory frameworks that govern our activities.

We also seek to collaborate with stakeholders who are significantly affected by our economic, social or environmental impact.

assurance for some ESG topics in future reports.

GRI disclosure GRI requested information McKesson FY disclosure location 201: Economic performance 103-1 Explanation of the material topic and its boundaries McKesson at a glance, pg.

103-2 The management approach and its components McKesson at a glance, pg.

103-3 Evaluation of the management approach McKesson at a glance, pg.

201-1 Direct economic value generated and distributed Annual Report and Form 10-K contain details on our FY21 annual revenues of $238 billion. 201-2 Financial implications and other risks and opportunities due to climate change Climate change: risks and opportunities pg.

Water and effluents and its boundaries Addressing water use, pg.

103-2 The management approach and its components Addressing water use, pg.

103-3 Evaluation of the management approach Addressing water use, pg.

103-1 Explanation of the material topic and its boundaries Workforce at a glance, pg.

103-3 Evaluation of the management approach Workforce at a glance, pg.

Impact Report GRI disclosure GRI requested information McKesson FY disclosure location 415: Public policy 103-1 Explanation of the material topic and its boundaries See the Political Engagement page at mckesson.com and the Public Affairs page at mckesson.eu 103-2 The management approach and its components See the Political Engagement page at mckesson.com and the Public Affairs page at mckesson.eu. 103-3 Evaluation of the management approach See the Political Engagement page at mckesson.com and the Public Affairs page at mckesson.eu. 415-1 Political contributions Political Contributions Report.

We do not make political contributions in Canada or Europe.

Fleet Fuel Management Payload fuel economy HC-DI-We utilize a combination of third-party transportation & logistics providers and a private fleet of delivery vehicles for product deliveries.

We do not have direct operational control over the third-party provider deliveries and do not have access to all third-party partners' fuel data for emissions reporting.

Activity metrics Number of pharmaceutical units sold, by product category HC-DI-Annual Report, inside cover Proxy Statement, pg.

product category HC-DI-Annual Report, inside cover Proxy Statement, pg.

Good health and wellbeing Ensure healthy lives and promote wellbeing for all at all ages.

Climate action Take urgent action to combat climate change and its impacts.

Strategy A) Describe the climate-related risks and opportunities the organization has identified over the short, medium and long term Climate change: risks and opportunities, pg.

(questions C B) Describe the organization’s processes for managing climate-related risks Climate change: risks and opportunities, pg.

C) Describe how processes for identifying, assessing and managing climate-related risks are integrated into the organization’s overall risk management Climate change: risks and opportunities, pg.

Environment McKesson’s approach to climate change, pgs. Addressing waste, pgs. 44-46 Addressing water use, pg.

Measurement of Outcomes Workforce at a glance, pg. Culture, pgs. 19-23 McKesson’s approach to climate change, pgs. 39-43 Addressing waste, pgs. 44-46 Addressing water use, pg.

This report contains information about McKesson Corporation and certain of its operating subsidiaries and business units around the world.

Statements regarding our future direction and intent represent goals and objectives only and are subject to change or withdrawal without notice.

We disclaim any duty or obligation to update the statements or information contained in this report.

Any “forward-looking statement” is made only as of the date such information was originally prepared by McKesson and is intended to fall within the meaning of Section 27A of the Securities Act of 1933 and Section 21E of the Securities Exchange Act of 1934.

All statements, other than statements of historical facts, may be forward-looking statements.

Some of these statements can be identified by the use of terminology such as “believes,” “expects,” “anticipates,” “may,” “will,” “should,” “seeks,” “approximately,” “intends,” “projects,” “plans,” “estimates,” or the negative of these words and other comparable terminology.

Readers should not place undue reliance on forward-looking statements, which speak only as of the date such statements were first made.

Except to the extent required by law, we undertake no obligation to update or revise our forward-looking statements.

Forward-looking statements involve risks and uncertainties that could cause actual results to differ materially from those projected, anticipated, or implied.

Although it is not possible to predict or identify all such risks and uncertainties, they include, but are not limited to, factors described under “Cautionary Notice About Forward-Looking Statements” and “Risks and Forward-Looking Information” in McKesson’s most recent Form 10-K and Form 10-Qs filed with the United States Securities and Exchange Commission (SEC).

Except where noted, the information covered in this report highlights our performance and initiatives in fiscal year 2021.

All calculations and statistics are in part dependent on the use of estimates and assumptions based on historical levels and projections and are therefore subject to change.

This report has not been externally assured or verified by an independent third party.