McKinsey Social Responsibility Report 2020

Social Responsibility Report 2020
Delivering on
our purpose
As the coronavirus crisis strained healthcare

systems, colleagues like Dr. Marie-Renée Lajoie
took leave from McKinsey to help on the front lines
Our purpose as a
firm is to help create
positive, enduring
change in the world.
Many of the photos throughout this report feature McKinsey colleagues around
the world and our nonprofit partners’ staff, volunteers, and beneficiaries. Thank
you to Feeding America, Generation, International Rescue Committee, Juntos,
Rethinking Recycling, and The Trinity Challenge. Additional imagery throughout
the report is courtesy of Getty, Shutterstock, South Pole, and Unsplash and is
noted. Logos and icons are the property of their respective trademark owners,
and their use does not imply endorsement.
McKinsey & Company Social Responsibility Report 2020

01
In this report
02 A letter to all our stakeholders 09 How we deliver on our purpose

03 Our firm 14 Our material topics
04 Reflections on 2020 15 Our commitment to the SDGs
Strengthening Protecting Living our

our communities our planet values
Serving clients Serving clients Serving clients
18 Serving those who serve society 35 Building a platform to help clients 50 Selecting our client work
20 Helping clients strengthen communities reach net zero Acting responsibly
and the workforce 36 Embedding sustainability across our 51 Delivering through diversity
21 Supporting 10 Actions with our clients client work
56 Supporting our people
Developing insights Developing insights
59 Supporting social responsibility
22 Strengthening communities and society 37 Shaping environmental sustainability through our supply chain
Giving back Giving back 61 Upholding the highest professional
23 Giving back across the globe 39 Blue Nature Alliance standards
29 Generation 40 Rethinking Recycling 69 Promoting transparency and

Acting responsibly accountability
30 Supporting 10 Actions in our communities
32 Reimagining learning and education 41 Charting a net-zero future for our firm
45 Making our offices more sustainable
47 Working with our suppliers on
environmental sustainability
Reporting and data 71

77
Materiality and stakeholder engagement
WEF Stakeholder Capitalism Metrics
98 UNGC Index (Advanced)
104 Data tables
82 GRI Index 110 GHG reporting methodology

02
A letter to all our This report serves as our third

Communication on Progress, and we
stakeholders
have aligned our work with many of the
UN Sustainable Development Goals. We
remain committed to help address societal
challenges and to report on our progress
as a participant and supporter of the UN
Global Compact and its Ten Principles.
When the pandemic took hold across the globe, McKinsey our clients. Since launching in September 2020, we have trained
Global Institute (MGI) articulated a dual imperative for all more than 7,000 participants from 350 organizations and have
leaders: to save lives and safeguard livelihoods. As I look back confirmed more than 10,000 additional attendees.
on 2020, I am immensely proud of the way that McKinsey
We redoubled our environmental efforts, launching McKinsey
colleagues rose to the challenges presented by the pandemic
Sustainability with the goal of helping all industry sectors halve
while confronting the many other issues that emerged during
carbon emissions by 2030 and achieve net-zero climate impact
a year like no other.
by 2050. As a firm, we have made our own commitment to reach
On issues from COVID-19 to racial equity to climate change, our net-zero climate impact by 2030.
34,000-plus colleagues came together through acts big and
We are proud of the progress we have made and, drawing on
small to deliver on our purpose of helping to create positive,
the values on which our firm was founded almost 100 years
enduring change in the world. The cover of this report, for
ago, we are committed to raising our ambitions. We have
example, shows one of the hundreds of colleagues with medical
evaluated and updated our governance processes, including
training who, with the support of the firm, voluntarily took leave
the policy that determines the clients we will and will not serve,
to join others on the front lines to combat the virus.
and on what topics. We have set a goal of providing $2 billion
As the pandemic evolved into a devastating, once‑in‑a‑century in cash and in-kind support to social responsibility efforts by
health crisis, we launched our COVID Response Center to 2030. We will continue to reflect on the work we do, to find
support efforts to safeguard lives and livelihoods. With 34 new opportunities to support our people, and to build a more
million views, our more than 600 COVID-related publications inclusive and sustainable firm.
helped inform leaders and others as they looked for answers
The stories in this report remind me of the way our colleagues
to questions they never expected to face. Throughout, we
brought McKinsey’s purpose to life in the past year, renewing
were there for our clients, supporting them as they navigated a
my optimism for what’s possible when we are confronted by
uniquely perilous and uncertain period. In almost all cases, this
unprecedented challenges and respond with the best of our
meant helping them reimagine themselves for the next normal,
skills—and spirit. I hope they are similarly inspiring for you.
whether their challenges related to their very survival or new
pathways to growth in a post-pandemic world.
When the health crisis was joined by a moment of reckoning in

racial inequity, we moved quickly. In June 2020, we released our
10 Actions focused on advancing racial equity within our firm,
with our clients, and in our wider communities. We created the Kevin Sneader
Black Leadership Academy, a dedicated McKinsey Academy Global Managing Partner
virtual leadership program, and made it available at no cost to McKinsey & Company

03
Our firm
McKinsey & Company is a global management consulting firm
1926
Founded by
committed to our purpose of helping create positive, enduring James O. McKinsey
change in the world. Operating across more than 130 cities
1954
and more than 65 countries, our mission is to help our clients
make distinctive, lasting, and substantial improvements in their
performance and to build a great firm that attracts, develops,
excites, and retains exceptional people. First pro bono work,
establishing a firmwide
Meet our leadership commitment to society
$700+
million
invested annually
222,000+
in capability
and knowledge
development
hours dedicated to social
responsibility initiatives
34,000+ 130+
employees globally cities
65+
countries
40,000+ 46%
alumni working in every women globally
600+
business sector in 120
countries
nonprofits supported
through pro bono service,
board membership, and
volunteering

04
Reflections on 2020
Safeguarding lives
and livelihoods
Amidst one of the worst humanitarian and economic crises, we pro bono support to organizations supporting communities and
worked to address multiple challenges unfolding globally and individuals most affected by the pandemic’s broader impacts,
in our communities. We are proud to have helped clients in the on issues including food insecurity, underemployment and
private, public, and social sectors respond to the highly complex unemployment, remote‑education access, and public health,
challenges presented by COVID-19, from helping organizations among others. Throughout, we developed and publicly shared
keep their businesses running to working with education systems new insights to help leaders understand the lasting effects
on learning continuity and support, especially for vulnerable of the pandemic and identify opportunities to transition to a
students. We also worked with health systems to support their post‑pandemic world. Finally, we supported our own employees
direct response in areas such as data modeling for scenario by providing flexible working arrangements, leaves of absence,
planning, operational changes to expand capacity, and improving and backup child- or eldercare solutions to help our colleagues
procurement of critical supplies. We provided donations and balance their home and work commitments.
1.8 35+
Committed to the Open COVID
Pledge to freely share our relevant
intellectual property for the purpose
billion
national governments served of helping mitigate and end the
COVID-19 pandemic
people reside in countries

where we are supporting
50+
governments on their social‑sector institutions served
COVID-19 efforts
260,000+
healthcare workers
upskilled by a coalition
formed by Generation,
a nonprofit founded
by McKinsey
600+
COVID-related articles
and reports published

05
Reflections on 2020
Safeguarding lives
and livelihoods
COVID Response Center
Launched in April 2020, the COVID Response Center (CRC) Our interactives bring McKinsey insights to life, helping inform
supports new types of collaboration and knowledge sharing by leaders to make decisions by sharing a fact base with easy-to-
helping decision makers across the public, private, and social navigate data visualizations of the public health, economic, and
sectors guide their institutions through the next normal. The human impact of the COVID-19 crisis.
CRC is an openly accessible, digital environment that brings Explore our data tracking the impact of COVID-19
together McKinsey’s latest insights, tools, and resources to help
Read more about McKinsey’s work to protect vulnerable
leaders in organizations and communities safeguard lives and communities during COVID-19
livelihoods. The CRC features more than 120 pieces of content, Hear from leading voices on their pandemic response
curated through sections that include “Leadership mindsets,”
“Interactives,” and “Response tools.”
Reopening
25+
We interviewed top leaders in the public, private,
and social sectors, including Sir Mark Lowcock, UN
workplaces Under-Secretary-General for Humanitarian Affairs
and Emergency Relief Coordinator, with insights dynamic interactives with
We published an extensive collection on the impact of the pandemic on global economic easy-to-navigate data
of safety best practices that and social well-being, and Katie Fitzgerald, COO visualizations of the public
organizations in the private and public of Feeding America, addressing the challenge of health, economic, and
sectors were planning for bringing meeting an extraordinary demand for food. human impact of the crisis
employees back to workplaces.
1 million+ The Emotion Archive

An interactive ethnographic exploration of the
views, visitors, emotional impact of the COVID-19 crisis on
and downloads individuals around the world.

06
Reflections on 2020
Working toward racial

and social equity
In 2020, we reflected on the events unfolding in our communities than 24,000 McKinsey employees had participated in our new
and listened to the voices of our diverse colleagues to shape racial equity and inclusion program by the end of 2020. We
our commitment to do more to work for racial and social seek to double our hiring of Black colleagues over the next four
equity—within and beyond our firm. In June, we made a public years and expanded our recruiting efforts tenfold at Historically
commitment to 10 Actions to promote anti-racism and racial Black Colleges and Universities in the past year alone. We
equity with our clients, in our communities, and within our firm. are taking measures to double our spending with diverse
We focused on advancing Black leadership: since September, we suppliers within three years and are bringing our capabilities
have trained more than 7,000 executives from more than 350 and resources to help strengthen diverse‑owned businesses.
organizations through our Black Leadership Academy, provided Our commitment to combat racism and inequity continues,
at no cost to participants. We held a firmwide Day of Service and while we know we have much still to do, we are proud to
dedicated to understanding racial inequity and giving back to support the leaders, institutions, and communities working
organizations focused on addressing equity challenges, and more for a more just and equitable society.
$200
million
7,000+
commitment to pro bono
support over the next
decade to advance racial
executives trained through our equity and economic
Black Leadership Academy empowerment
360+
organizations supported
on Day of Service
$5 million
donated in 2020 to nonprofits chosen
by our McKinsey Black Network

07
Reflections on 2020
Charting a
net‑zero future
The year 2020 began with the warmest January on record. we are finding new ways to support clients on their sustainability
During the next 12 months, we published more than 100 thought journeys as well. Building on more than 15 years of sustainability
pieces on sustainability challenges and how to transition to a client service, we launched McKinsey Sustainability to work
net-zero future. Building on our previous commitments to reduce with clients across the private, public, and social sectors to drive
emissions, transition to 100 percent renewable electricity, and innovation and advance sustainability. To support decision makers
remain carbon neutral, we will reach net-zero climate impact as on the climate challenges we face globally, we hosted our eighth
a firm by 2030 by reducing emissions in line with our validated annual Global Sustainability Summit, convening (virtually) more
science-based targets and removing carbon from the atmosphere than 600 leaders from the private, public, and social sectors to
for the remainder. While we continue our own net-zero journey, discuss issues related to climate change.
600+ 1,700+
leaders convened as part sustainability projects
of our eighth annual Global in the past three years
95%
Sustainability Summit
renewable electricity
(100% by 2025)
18%
100+ reduction in
absolute Scope 1 and
Scope 2 emissions
sustainability-related (vs 2019 baseline)
74%
publications
reduction in Scope 3
emissions from business
travel per employee
(vs 2019 baseline)

08
Reflections on 2020
Raising our
ambitions
The challenges of 2020 illustrate just how vital and full year of this commitment, we contributed over $150 million
interconnected social and environmental issues are, and the in cash and in-kind support toward this goal. We also became
critical role that business can play in building a more sustainable a founding signatory member of the World Economic Forum’s
and inclusive society. To that end, we continue to seek ways Stakeholder Capitalism Metrics initiative, signaling our
to raise our ambitions and harness our capabilities to deliver commitment to contribute to a more sustainable society and
positive societal impact. For example, we are actively expanding to increase transparency and accountability. And we joined
how we define client impact to include positive outcomes two efforts by Business Roundtable and the New York Jobs
for employees, communities, consumers, suppliers, and the CEO Council to provide insights on skills-based hiring and
planet—we call this Delivering for Stakeholders. Beyond our explore multiple pathways for hiring within our firm. Finally,
client work, we recognize the urgent need to join forces to meet to meet the rising expectations of our clients, our people, our
the Sustainable Development Goals (SDGs), and last year we communities, and other stakeholders, we continue to expand
committed to providing $2 billion in cash and in-kind support our public commitments to managing our firm responsibly.
toward social responsibility efforts by 2030. In 2020, our first
We are committing
$2 billion $150 million

toward this
in cash and in-kind support to social
responsibility efforts by 2030 commitment
in 2020
Our aspiration:
46%
50%
women by 2030
Total number
of women at
Founding signatory member of the the end of
World Economic Forum’s Stakeholder 2020
Capitalism Metrics initiative

09
How we deliver
on our purpose
We believe that we have a unique opportunity and a Throughout this report, we highlight the four ways through
responsibility to use our expertise, knowledge, and which we approach our social responsibility to deliver on our
capabilities to help address the world’s most pressing social purpose: serving clients, developing insights, giving back, and
and environmental challenges. acting responsibly.
Serving clients Developing insights

We help organizations make lasting improvements to We use our knowledge and expertise to produce in‑depth,
their performance and realize their most important fact‑based reports and articles that examine the trends
goals. We also continue to build new ways to integrate shaping business, society, and our planet. Through our
social and environmental considerations across all research, we seek to generate new thinking and to identify
areas of our client service. practical solutions, providing a fact base for diverse
stakeholders to galvanize action.
Giving back Acting responsibly

We seek to strengthen communities across the world We are committed to managing our firm responsibly. We
through pro bono work with nonprofits by helping bring this commitment to life through our mission and values,
them develop strategies to increase their impact and our Code of Professional Conduct, and our policies and
scale. Firm members also volunteer and contribute practices related to the environment, our supply chain, our
their capabilities and resources to nonprofits and people, and our professional standards.
causes that are making a positive impact.

10
How we deliver on our purpose
Serving clients
Our mission is to help our clients make distinctive, lasting, Delivering for stakeholders
and substantial improvements in their performance. The call to focus on a broader group of stakeholders—often
In 2020, we harnessed our capabilities to help our clients— referred to as stakeholder capitalism—reached a crescendo
from all industries, regions, and sectors—to not only rise to during 2020, with leaders recognizing that business as usual
new challenges but also lead with urgency and resilience in is no longer an option. As a client-services firm, one of our
reimagining business models. As we worked with clients to most meaningful opportunities to deliver on our purpose is
prepare them to thrive and grow in the next normal, we also to integrate social and environmental considerations across
found new opportunities for them to address the needs of a all areas of our work with clients, regardless of the broader
broader range of stakeholders. scope or topic.
From working to support organizations on a path to net zero, Delivering for Stakeholders expands how we define our
to strengthening health and education systems, to partnering client impact to include positive outcomes for employees
on strategies to increase diversity and inclusion, we share and communities, consumers and suppliers, and the planet.
some of the ways we are serving clients on some of the We are also working to weave this holistic mindset into
world’s most important challenges. all facets of our client service—from client-counseling
conversations to our analyses and recommendations—
Learn more about how we serve those who
are serving society to help organizations achieve their goals while also creating
long‑term value for all stakeholders.
Learn more about how we support clients on
their sustainability journeys
Learn more about how we are

Delivering for Stakeholders
Dame Vivian Hunt: The path to more

inclusive stakeholder capitalism
More than a mission statement: How the

5Ps embed purpose to deliver value

11
Developing insights
McKinsey and the McKinsey Global Institute (MGI) have a long

history of producing in-depth, fact-based reports and articles
1,400+
articles and reports published
that examine the trends shaping business, society, and our planet.
in 2020, 600+ of which were
In 2020, in response to the global COVID-19 pandemic and COVID-19 focused
heightened concerns over racial inequities and climate change,
McKinsey produced a record stream of award-winning content
to help leaders in the private, public, and social sectors to
72 million
article reads, up more than
innovate to find solutions to challenges and navigate the path 60% versus 2019
to the next normal. Throughout the report, we highlight some
of our highest-impact insights of the year.
24
industry awards in 2020
2020 year in review: Highlights from our publishing
McKinsey Global Institute Selected highlights from MGI in 2020

Last year marked MGI’s 30th anniversary. In 1990, the business How the social contract has changed in the 21st century
and economics research arm of McKinsey published its first
What’s next for remote work: An analysis of 2,000 tasks,
report about productivity, using a novel method of calculation 800 jobs, and nine countries
that turned conventional wisdom about the competitiveness of COVID-19 and gender equality: Countering the regressive effects
the US economy on its head. Thirty years later, MGI continues
Will infrastructure bend or break under climate stress?
to lend a credible, objective, data-backed voice to some of
Could climate become the weak link in your supply chain?
the most vital societal issues today—gender equality, impacts
of COVID-19, the future of work, and the social and economic
benefits of healthcare, to name just a few.
MGI turns 30

12
Giving back
Our people are our most valuable resource. With 34,000‑plus Three new ways we are empowering our
talented colleagues in more than 130 cities in more than 65 colleagues to make an impact
countries, we recognize the tremendous potential of our people Building on this momentum throughout 2020, we launched
to help create positive, enduring change in the world. We three new initiatives to empower our more than 34,000
have long sought to strengthen nonprofits through pro bono colleagues to give their time and financial support to causes
work, and our colleagues across the world pursue various that have a positive impact on society:
social‑impact programs tailored to local communities’ needs
and interests. We continue to create new ways to empower all – McKinsey Serves: Supporting our communities,
colleagues, through both large‑scale and individual efforts, to individually and collectively, through firm-provided paid
contribute their capabilities and resources to causes that are volunteer time
making a positive impact. – McKinsey Grants: Supporting nonprofits, selected by
In a challenging year, our colleagues stepped up when it colleagues, that are making a difference locally, with
mattered most. They delivered more than 150 pro bono financial grants provided by the firm
engagements, selected and supported 220 nonprofits through – McKinsey Gives: Donating to causes that are making a
a $4 million COVID-19 Charitable Giving Program, and joined positive impact, with individual contributions amplified by a
together for a firmwide Day of Service. Our colleagues made a match from the firm
difference in 2020—and are actively seeking ways to do more.
These initiatives are specific to each location to reflect the
distinctive aspirations of our colleagues and the needs of
our communities. We are excited that all colleagues will have
additional opportunities to engage in their communities and
give back.
Throughout this report, we will highlight the ways in which our

people have given back and created positive impact in our
communities and for our planet.

13
Acting responsibly
Our firm, like many other organizations, faced a series of Capitalism Metrics initiative, signaling our commitment to
unprecedented challenges in 2020. To navigate these contribute to a more inclusive and sustainable society and to
challenges, we drew on our values and purpose to reflect increase transparency and accountability to our clients, our
on the work we do, to find new opportunities to support our people, and society more broadly.
people, and to build a more inclusive and sustainable firm. Beyond this commitment, we are also charting a net-zero
To emerge even stronger, we have continued to raise climate future for our firm, while also pursuing new initiatives
our social responsibility ambitions by expanding our to work toward racial and social equity in our communities,
public commitments to protect the planet, strengthen with our clients, and within our firm.
our communities, and manage our firm responsibly. See the full WEF Stakeholder Capitalism Metrics index
For example, in 2020, we became a founding signatory

member of the World Economic Forum’s Stakeholder
Our WEF Stakeholder Capitalism Metrics commitment: Highlights from 2020

To satisfy our commitment, we are proud to report against the 21 core metrics. We share just a few highlights below.
Governance Planet People Prosperity
30% Net-zero 46% 34,000+

women on executive climate impact by 2030 of our workforce are colleagues globally
committee women
223 ktCO2e 5,700+

100% greenhouse gas
emissions in 2020
38% new hires, 47% of whom
of employees are required of colleagues in the US are were women
100%
to participate in annual from underrepresented
professional standards groups2
learning emissions offset since 2018 $12 billion+
100% 100% in revenue
of colleagues have access of colleagues receive

to channels to report
concerns, including
Supporting the TCFD regular career development
feedback and learning $700
million
anonymously1 opportunities
invested in knowledge
development, learning,
Validated science-based
and capability building
targets
2 Black/African American, Asian/
1 Where allowed by law. Asian American, Hispanic/Latino.

14
Our material topics
Our firm’s purpose and values, the societal impact we seek suppliers, charitable and nonprofit organizations, thought
to achieve, and the voices of our diverse internal and external leaders, and potential McKinsey recruits. We also reviewed
stakeholders inform the material topics upon which we base recent client requests regarding our social responsibility
our social responsibility strategy and reporting. practices to understand emerging issues and expectations.
In 2020, we undertook a comprehensive refresh of our materiality Our 2020 materiality assessment reinforced the importance of
assessment, engaging with thousands of internal and external eight topics we previously had identified as material in our 2019
stakeholders to refine our understanding of their expectations report, while also revealing the importance our stakeholders
of us as a firm and to drive meaningful progress on our collective place on our client service and our research as a means for
environmental, social, and governance (ESG) priorities. social, economic, and environmental impact. We have highlighted
To capture the global and diverse perspectives of a firm with our efforts in these areas across all chapters to show how we
more than 34,000 colleagues in more than 65 countries, we held bring our capabilities to bear to have impact at scale.
interviews and working sessions with dozens of global internal We will continue to refine our material topics by engaging
leaders, both client‑facing and business-function leaders, and directly with our stakeholders, while also drawing insights from
surveyed thousands of colleagues and alumni worldwide. third-party artificial intelligence (AI) tools to help us understand
We incorporated global, multi-industry, and cross-sector the changing ESG landscape in real time.
perspectives of our external stakeholders through a variety Read the details of our 2020 materiality
assessment in the reporting and data section
of touchpoints, including surveys and interviews with clients,
Strengthening our communities Protecting our planet Living our values
Public stance on social issues Supplier sustainability and diversity Diversity and inclusion
Human rights
Climate change and emissions
Ethics and anti-corruption
Importance to external stakeholders
Enabling client impact

Client selection
Research and insights Data privacy and security

ESG standards Recruiting, training, and development
Community engagement and pro bono
Employee well-being
Compensation and benefits Resource efficiency

Economic performance
Responsible innovation
Importance to McKinsey

15
Our commitment
to the SDGs
Our research, our work with our clients, and our SDGs, reflect those areas where we see the greatest
on‑the‑ground efforts to meet the diverse and varied opportunity to help create positive, enduring change by
challenges in our communities collectively touch each of the deploying our capabilities and expertise through our research,
17 Sustainable Development Goals (SDGs) adopted by the by empowering our people to give back to our communities,
UN member states in 2015. and by managing our firm responsibly.
Our global social responsibility efforts, however, seek to Throughout the report, we highlight the SDGs that are
advance a subset of these goals through our focus on supported across our pro bono efforts and our environmental
three themes: economic opportunity for all, environment, sustainability practices.
and equity. These three themes, and their corresponding
Our themes
Economic opportunity for all Equity Environment

Strengthening our communities Protecting our planet Living our values 16
Strengthening
our communities
We turned our insights into action by helping
our clients to deliver societal impact, while
also giving back as a firm to strengthen the
communities in which we live and work.

2020 highlights Delivering for stakeholders—

including consumers, employees,
and communities
Engaging with organizations supporting racial equity

Award-winning design for an alarm device
to help older adults live safely and with
$5 million dignity at home, developed with Swedish

company Doro
donated in 2020 to more than 35+ nonprofits

working to address racism and inequity
360+ 10,000+
job searchers supported since launching
organizations supported on Career Exchange, with more than 1,000 free
Day of Service in 2020 courses through Udemy, Coursera, and edX
Empowering our people to give back
222,000+
hours contributed to pro bono engagements,
firm‑founded nonprofits, and internal social
Helping organizations rise to new challenges
“What we have been able to do in terms of

shifting our operations has been looking at
really moving from a sprint to a marathon.
600+
McKinsey has been very helpful to us in that
regard … helping us to really get organized and
focused on the future.” nonprofits supported through pro
bono service, board membership,
Katie Fitzgerald, COO of Feeding America and volunteering

Serving clients
Serving those who

serve society
Public and social-sector organizations are key to societal teams helped clients tackle society’s most critical issues, from
and economic progress and well-being. For almost 70 years, helping organizations navigate the public-health and economic
McKinsey has served these institutions and supported impacts of COVID-19 to working with corporate and community
projects foundational to the way these sectors operate today. leaders to advance racial equity. Following are select examples
Through our client service and pro bono work, our mission is to that illustrate stakeholders we serve and the impact we have
measurably improve lives, livelihoods, and health, and create delivered in communities around the world.
more resilient communities around the world. In 2020, our Learn more about our Public & Social Sector Practice
Public health Philanthropy Economic and social

We help foundations, governments, We help private and corporate development
and international organizations address foundations, as well as individual We help governments and social-sector
public health challenges and crises. philanthropists, develop and implement organizations design and implement job
strategies to achieve systems-level creation, growth, and resilience strategies.
Responding to COVID-19 continues to
social change.
require unprecedented collaboration When the world went into lockdown,
and coordination. Drawing on our work To help address the need for deep, millions of people lost their livelihoods.
in combatting H1N1, Ebola, and the Zika structural changes to advance equity Anticipating intense hardship, we worked
virus, we were asked to help on pandemic for people of color, we worked with with a philanthropic organization and a
response and vaccine rollout. In some a major global foundation to launch national government agency to support
countries, we provided end-to-end an initiative that called on corporate delivery of emergency relief payments
support with health-system response, leaders to commit to tangible initiatives and food care packages to vulnerable
scaling up testing, supporting supply- to advance racial equity. Since the households. Within weeks, social
chain resilience, and vaccine rollout. In coalition was announced in 2020, 90 assistance programs were launched
other countries, we focused on specific percent of members have agreed to to disburse cash and engage private-
elements of the crisis response. disclose diversity data publicly and have sector partners to provide food support.
committed to programs that diversify the In total, more than 10 million vulnerable
workforce and invest in Black businesses households received cash payment
and communities. and more than 10 million meals were
disbursed.
Images courtesy of Getty

Serving clients
Serving those who

serve society
continued
Underresourced areas Education Environmental, social, and

in healthcare Serving educational institutions, we governance (ESG)
Our Center for Societal Benefit through work to improve educational and We work with clients to implement
Healthcare shares analytic tools, data, employment outcomes, helping create ESG strategies that increase
and insights focused on historically prosperous societies that provide equal competitiveness, add value, and drive
underresourced areas in healthcare. opportunities for all students. positive social change.
In 2020, the Center launched a data hub Beginning in the spring of 2020, we We worked with a leading global retailer
providing access to a growing collection supported K–12 students and school to translate its new brand purpose
of data sets with metrics drawing systems in the United States, as well into an integrated ESG strategy. The
from dozens of public and proprietary as globally, to help them quickly adapt new strategy cut across all three ESG
sources. Since its launch, more than 100 to and accommodate the changes in domains and included new commitments,
organizations have leveraged insights from teaching and student learning as a result such as increased support for local
the hub to improve care for underserved of the COVID-19 pandemic. Through a manufacturing; an industry leading net-
populations. Examples include: a provider combination of direct support and broad zero target; investments in customer
identifying areas with unmet mental health sharing, we helped identify models recycling and second-life programs; and
needs to build a clinic; a government for reopening, virtual instruction, and a renewed investment in diversity, equity,
agency optimizing the rollout of COVID-19 student supports. and inclusion in the company’s workforce
resources to vulnerable populations; and a as well as its product assortment and
county health department benchmarking related marketing.
access to psychiatrists.
Learn more about the Center for
Societal Benefit through Healthcare
Further reading
Read more about how COVID-19 was a Watch an interview with the UN Read more about COVID-19 and
transformative moment for philanthropy Undersecretary General for Humanitarian learning loss among students
Affairs on the secondary economic and
Meet some of our vaccines experts helping Read more about five ways that ESG
social impact of COVID-19
to fight COVID-19 creates value

Serving clients
Helping clients strengthen

communities and the workforce
Regardless of sector or topic, our definition of client impact we serve and advise our clients from all sectors—private,
goes beyond organizational and financial performance to public, and social—is one way that we fulfill our purpose
include benefit for stakeholders at every level—from the of helping create positive, enduring change in the world.
people who work for our clients to their customers and their Following are a few examples that illustrate our approach
communities. Integrating stakeholder considerations into how to client impact for the benefit of all stakeholders.
Helping seniors live Advancing diversity, equity, Expanding skills and

independently through and inclusion in agriculture opportunities for employees
more thoughtful design We worked with the senior leaders of a When our client, a leading retail
The Swedish technology company Doro global agriculture company as it defined conglomerate, recognized that it
is dedicated to helping older adults and publicly committed to a five‑year needed to add to its digital and
live safely and with dignity at home, strategy for diversity, equity, and analytics capabilities, there were two
a goal that remains especially critical inclusion (DEI) across the organization. choices: hire new workers skilled
since COVID-19 expanded the need for We worked together to identify in digital or retain and upskill the
remote-care options. McKinsey Design opportunities to strengthen DEI efforts, employees it already had. We worked
partnered with Doro to design Eliza, a capture goals for gender and racial and with the organization on the latter
digital social alarm that calls for help in ethnic diversity, and define a commitment option, ultimately helping to build
urgent situations. The result was a new to building a more inclusive culture. an internal school of analytics and
contemporary, minimalist, easy-to-use Learn more about increasing technology that has since retrained
design that enables seniors to feel safe inclusiveness in the workplace tens of thousands of employees.
at home and live independently. The Beyond hiring: How companies are
device won a 2020 iF Design Award. reskilling to address talent gaps
How award-winning design is helping older

adults live safely and with dignity at home
Further reading
Six McKinsey experts share the capabilities Learn about Career Exchange, an
they’re most excited to develop with employment marketplace launched by
teams—and why these skills are critical for McKinsey and Eightfold.ai in response to
staying ahead in the next normal our clients’ labor shifts during COVID-19
Images courtesy of iStock and Getty

Serving clients
Supporting 10 Actions
with our clients
Our firm’s 10 Actions to fight racism and social injustice are

helping our clients to do the same. Drawing on our areas
of core expertise, including developing leadership and
identifying solutions through data-based research, we have
created two new initiatives that support our clients’ efforts to
better support their employees of color and the communities
in which they live and work.
The Black Leadership Academy (BLA)

The Black Leadership Academy (BLA) is a dedicated
McKinsey Academy virtual leadership program, which we
have made available at no cost to our clients to support rising
Black managers and executives from across all industries McKinsey Institute for Black Economic Mobility
and the public sector. The Black Leadership Academy offers McKinsey Institute for Black Economic Mobility helps private-,
two programs: the Black Executive Leadership Program, public-, and social-sector leaders take action to advance Black
designed for senior executives with C-suite aspirations, economic mobility by offering in-depth research, convening
focusing on building the leadership capabilities and networks stakeholders, and translating research into practical assets
that distinguish successful executives, and the Management and capabilities. The institute provides a platform for difficult
Accelerator, which is designed for high-performing, early‑ conversations among stakeholders and aims to be a model for
to midcareer managers aspiring to take the challenging bringing racial-equity principles to life. Its first report, “It’s time
leap into senior leadership. Since September 2020, we for a new approach to racial equity,” launched at the end of 2020,
have trained more than 7,000 participants from more than recommends coalition building among organizations and outlines
350 organizations and have confirmed more than 10,000 five essential elements these coalitions need to succeed.
additional participants.
7,000+ 9
individuals from 350+ organizations have reports and articles published to date as part of the
participated in our Black Leadership Academy McKinsey Institute for Black Economic Mobility
Black Leadership Academy
Learn more about the institute and why it was created
McKinsey Institute for Black Economic Mobility
Image courtesy of Getty

Developing insights
Strengthening communities
and societies
In a year of unprecedented change and challenges, we brought livelihoods, strengthen communities and the systems that
together our knowledge and insights to help leaders across support them, address racial inequities, and transition to the
the private, social, and public sectors safeguard lives and next normal. Following is a selection of highlights from the year.
COVID-19: Implications for Safeguarding our lives and our When will the COVID-19 Beyond coronavirus: The path
business livelihoods: The imperative of pandemic end? to the next normal
our time
Diversity wins: How Diverse employees are Women in the Workplace It’s time for a new approach to
inclusion matters struggling the most during 2020 racial equity
COVID-19—here’s how
companies can respond
Not the last pandemic: Returning to resilience: The COVID-19 and learning loss— Reimagining higher education
Investing now to reimagine impact of COVID-19 on mental disparities grow and students in the United States
public health systems health and substance use need help

Giving back
Giving back across the globe
McKinsey has offices in more than 130

cities and more than 65 countries. These
communities are home to our clients
and their customers, as well as to our
own people and their families. We want
these places to be inclusive, sustainable,
and prosperous for everyone who calls
them home. We believe we have an
opportunity and a responsibility to deploy
our resources, our people, and our
capabilities to give back.
Every year we work with more than

600 nonprofit organizations that are
addressing some of the world’s most
pressing challenges. Through pro bono
service, nonprofit board membership, and
volunteering, we strive to bring insights
from our work to strengthen these
organizations’ impact and help them
grow. Each McKinsey office chooses the
nonprofits in its community to support,
reflecting the issues that colleagues
are passionate about and that are
making a difference locally. In addition,
we continue to expand opportunities
for our colleagues to contribute time
and resources—both individually and
collectively—to causes making a positive
600+ 222,000+
nonprofits supported through pro hours contributed to pro bono
societal impact. bono service, board membership, engagements, firm-founded
and volunteering nonprofits, and internal social

Supporting the SDGs

Giving back
Feeding America
USA
In 2020, an estimated 45 million

Americans faced food insecurity as
a result of the COVID-19 pandemic, a
55 percent increase from 2019. Looking
ahead, Feeding America estimates
that more than 40 million people may
continue to face hunger in the United
States as the lingering effects of the
pandemic—including unemployment
and growing poverty rates—continue to
increase demand for food-bank support.
In response, McKinsey provided pro bono
support to Feeding America, the largest
charitable food network in the country,
to help meet accelerating demand as
well as reimagine what it would look like
to deliver more equitable and accessible
services and more nutritious meals for
people experiencing need. We partnered
with Feeding America to redesign the
charitable-food experience for the people
it serves through its more than 200 food
banks and 60,000 food pantries and
meal programs; identify opportunities
to improve the nutritional content of
“The partnership with McKinsey & Company has
the food in its supply chains; and help been truly invaluable to our ability to look ahead
strengthen the capacity of its leaders
and prepare, plan, and respond to the incredible
and frontline staff through trainings with
McKinsey Academy. need of food‑insecure Americans.”
Katie Fitzgerald, COO of Feeding America
6 billion+
meals provided by Feeding
America in 2020
Learn more about Feeding America

Supporting the SDGs

Giving back
Juntos Conference
Central and South America
While almost 56 percent of Brazilians are

of African descent, less than 30 percent
of leadership positions in Brazilian
companies are held by Black people.
In 2018, McKinsey, in partnership with
large companies in the Brazilian market,
launched the Juntos Conference with
the purpose of helping develop and
expand the future generation of young
Black professionals in the corporate
environment. The conference, the
first of its kind in Brazil, has become a
signature event with a focus on diversity
in the corporate world. Held annually
and free of charge, the conference
provides an opportunity for young Black
talent in Brazil to further develop skills,
connect with other professionals and
large companies, and get inspired by
successful Black leaders from Brazil
and abroad. The 2020 conference,
held virtually due to COVID-19 safety
precautions, featured learning and
training sessions, opportunities for
attendees to connect with partner
“This was my first time attending the conference,
companies, and speakers on how to lead and I have never felt so good in one space. We
racial inclusion in companies and how to
are powerful! Let’s make it happen and unite.”
build the future of work for Black talent.
Participant, 2020 Juntos Conference
4,000+
participants to date
Learn more about the Juntos Conference

Supporting the SDGs

Giving back
The Trinity Challenge
Europe
As institutions and governments sought

to respond swiftly to the COVID-19
pandemic, some governments and
organizations struggled to access
data analytics in a timely manner and
collaborate with one another quickly. To
build greater resilience for the ongoing
challenges of the pandemic, as well as for
future health crises, McKinsey became a
founding member of The Trinity Challenge,
a coalition of more than 40 preeminent
global institutions spanning universities,
philanthropic foundations, and leading
businesses, dedicated to improving the
use of data and analytics to address
humanitarian challenges. Individuals and
organizations with boundary-spanning
solutions to better prepare for future
health emergencies can either request
formal collaboration with one of the
members of the coalition or submit their
ideas for funding consideration of up to
£10 million in the inaugural year.
“The Trinity Challenge is a new way for us to

500+ bring together leaders from around the world
entries, representing 65 countries,
have been submitted for inaugural to step up our collective preparation for and
funding of up to £10 million
response to devastating humanitarian crises like
A new partnership issues a global challenge:
the COVID-19 pandemic. I am proud of McKinsey’s
Protect the world against the next pandemic
role as a founding member and grateful for their
Learn more about The Trinity Challenge
continued involvement and support.”
Dame Sally Davies, chair of the board of trustees for The Trinity Challenge

Supporting the SDGs

Giving back
International Rescue Committee
Eastern Europe, Middle East, and Africa
The global pandemic affected the ways

in which nongovernmental organizations
such as the International Rescue
Committee (IRC) deliver aid to people
whose lives are shattered by conflict or
natural disaster. McKinsey has worked
with the IRC on a number of pro bono
initiatives over the past several years,
including helping in-country programs
improve the speed and efficiency of
delivering aid to refugees. During 2020,
McKinsey worked with the IRC on
COVID‑related challenges. McKinsey
experts from all over the world joined
with IRC global strategy leaders virtually
to discuss and offer insights on a broad
range of topics, including, among others,
the impact of the pandemic on its
supporters and funding and global
supply chains.
$30 million
raised by the IRC to support its global
response to COVID-19 “IRC’s partnership with McKinsey has brought
talented people, wide-ranging experience, and new
Learn more about the International
Rescue Committee techniques into our organization. ‘Pro bono’ has
meant high-class support. McKinsey has helped us
build our capacity to deliver more and better services
to clients in need. This kind of flexible, creative
private‑sector support is essential to our vision of a
reformed humanitarian sector better able to meet the
needs of war-affected communities around the world.”
David Miliband, CEO of the IRC

Supporting the SDGs

Giving back
Purpose-Led Leadership Academy
Australia & New Zealand
All leaders across sectors need advice

and support to hone their leadership
skills, whether in times of crisis or
beyond. In 2020, McKinsey launched
Purpose-Led Leadership Academy in
Australia. The academy offers, on a pro
bono basis, workshops on topics such
as delivery of organizational mission
and purpose, as well as how to create a
psychologically safe team environment.
McKinsey invited leaders of social‑sector
organizations from across the country,
and some international leaders, to
participate virtually in the academy’s
pilot programs: one for senior executives,
focused on excellence in mission
delivery, and a second for emerging
leaders, focused on team management
and leadership capabilities. After a
successful pilot, the programs are now
run at full scale, with each offered four
times per year. The academy is focused
on reaching 1,000 Australian leaders
and 150 preeminent or highly innovative
social‑sector organizations annually.
“Clearly, a lot of effort was put toward creating
an inclusive, engaging space. I found it all
550+ really useful, and it was a really valuable
leaders from 150 organizations moment of growth that I can use as a
have participated in the
programs to date springboard for well-being and leadership
improvements at my organization.”
Participant, Purpose-Led Leadership Academy
Image courtesy Unsplash: Dylan Ferreira

Supporting the SDGs

Giving back
Generation
In 2014, McKinsey founded an independent

nonprofit, Generation, to tackle the massive
problem of youth unemployment and help
connect employers and young people. To
date, McKinsey has supported Generation
with $100 million of funding and in‑kind
support. With McKinsey and other funders’
support, as of 2020, Generation was
operating in 14 countries and has expanded
its work with midcareer workers, called
“ReGeneration” learners, who are seeking
training and placement in new industries.
In 2020, the global pandemic amplified

the need for Generation’s programs,
stepping up the urgency for Generation Pakistan, and Spain to help meet the With the pandemic disproportionately
to rapidly adapt to address employment expanding healthcare needs driven by affecting communities of color, and as
challenges in new ways. Last year, COVID-19. Generation’s COVID-related part of our 2020 commitment to combat
Generation not only continued its core response was recognized in 2020 by racism, McKinsey contributed $2 million
work of preparing, placing, and supporting the Roddenberry Prize, which honors in a partnership with Generation USA in
people in higher-paying jobs but also innovative solutions to problems that 2020 to train and place Black learners
formed a coalition to help upskill more require “audacious, far-reaching, and in internship positions with Black‑owned
than 260,000 healthcare workers in scalable responses.” small and medium‑size businesses.
France, India, Italy, Kenya, Mexico,
“Millions of people have lost work due to 260,000+

the pandemic, making Generation’s mission healthcare workers upskilled
through a Generation coalition
more relevant than ever. We have continued to help meet the healthcare
needs driven by COVID-19
our core work to help our graduates access
life‑changing jobs, and at the same time How Generation is responding to COVID-19
supported the healthcare‑worker community Learn more about Generation
across several of our countries.”

Mona Mourshed, global founding CEO of Generation
and former McKinsey senior partner

Supporting the SDGs

Giving back
in our communities
Within our 10 Actions to fight racism and social injustice, we outlined several Bringing the 10 Actions
specific opportunities to engage deeply with nonprofit organizations that are
home: Chicago
helping to address the inequities facing our Black communities. We engaged our
Colleagues are also working locally,
colleagues internally, in particular working closely with members of our McKinsey
in their offices and communities,
Black Network, to shape and drive these initiatives. A few highlights follow:
to bring our 10 Actions to life. For
instance, colleagues in Chicago are
pursuing several initiatives to embed
the 10 Actions in the local DNA and
increase engagement in the community.
Some of these initiatives include
expanding opportunities for Black
We donated $5 million to We are committing $200 businesses, supporting local Black

artists, increasing computer donations
select nonprofits working to million in pro bono support
to underserved students, helping
create educational opportunities over the next ten years
prepare underrepresented students
and combat racism We are providing pro bono consulting to
for college‑entrance exams, offering
Nonprofits of all kinds play important nonprofits focused on Black economic
mentorship and technology training to
roles in addressing the myriad inequities empowerment and racial equity to help
economically disadvantaged students,
facing the Black community. To help us them broaden and deepen their impact.
and partnering with nonprofits to
decide where to invest, we engaged our In one example, we supported the Black
provide internships.
colleagues to identify organizations at Opportunity Fund, a Canadian nonprofit
the forefront of creating equity‑centered that aims to raise and mobilize the world’s
opportunities. Our McKinsey Black largest pool of capital to serve the Black “Our goal is aspirational: we
Network colleagues and alumni together community. In addition, in partnership with want to be part of creating a
selected a portfolio of more than 35 local, the Institute for Black Economic Mobility, more fair and inclusive society.
national, and international organizations we launched our first place-based Our plan is simple: we will start
to receive grants from McKinsey. transformation in Atlanta, an initiative by donating one laptop, helping
that applies McKinsey transformation
one student, partnering with
strategies to issues of systemic racism in
$5 million places with significant Black populations.
one school, and onboarding one
diverse supplier and continue
donated in 2020 to 35+
nonprofits working to combat to build from there.”
racism and inequity
$200 million Freddie Williams,
commitment to pro bono work over
ten years to advance racial equity and IT project manager, Chicago
economic empowerment

Supporting the SDGs

Giving back
in our communities
continued
We supported more than

360 nonprofit organizations
on our Day of Service
In 2020, colleagues across locations
dedicated a full day to understanding
racial injustice and giving back to our
communities as part of our firm’s broader
journey toward equity and inclusion. We
heard from nearly 100 external speakers,
spent time reflecting on the impact of
societal and racial injustices, served
local nonprofits, and celebrated role
models within the firm. Colleagues logged
thousands of service hours with more
than 360 organizations that are focused
on addressing equity challenges in their
regions. Each region focused on a theme:
racial equity in the Americas, immigrant
and other minority communities in Europe,
women’s education and empowerment
in Greater China, indigenous and other
minority communities in Asia, and
economic equality in Eastern Europe, the
Recognizing those who serve
their communities through the
360+
nonprofits supported
Middle East, and Africa.
INservice Award
Our commitment to combat racism Our INservice Award recognizes firm
through our 10 Actions continues. We colleagues who have demonstrated
know issues of inequity cannot be easily extraordinary commitment and a track
addressed in a single year. We have a record of service in advancing justice,
long way to go on our journey, and we equity, and inclusion that leads to
will continue supporting the leaders, positive and enduring change in their
businesses, and communities working for communities. In 2020, seven award
a more just and equitable society. recipients, representing multiple regions,
Read more about our Day of Service

were chosen globally from among nearly
450 nominations in 96 locations.

Supporting the SDGs

Giving back
Reimagining learning
and education
The COVID-19 pandemic precipitated a Throughout 2020, we partnered with several organizations to
dramatically different school experience translate these insights into action for children and families:
in 2020 for children and teachers,
who had to collectively navigate a
new world of learning, as well as for
parents and caregivers, whose roles and
Khan Academy Teach for India
responsibilities expanded dramatically.
When the pandemic hit, Khan Academy In early 2020, a McKinsey pro bono
The disruption of societies and was already in the midst of an ambitious team worked with Teach for India (TFI)
economies caused by the pandemic pilot to scale its educational services on its long-term strategy to expand youth
intensified preexisting challenges and across entire school districts. But leadership programs to improve outcomes
inequities within education systems balancing this momentum while leading for K–12 students in underresourced
globally, and the impact on a generation a massive pivot to help keep educational schools. The team helped TFI identify
of learners is likely to be long lasting. efforts going during the pandemic proved ongoing and disruptive educational trends
As many schools remained shuttered challenging. We provided pro bono to successfully address challenges in
and remote learning became the norm, research and analytic support to Khan education delivery in light of COVID-19
remote and hybrid learning models often Academy to help develop a new flexible and beyond.
proved difficult for many students—and, learning index that enabled districts Learn more about Teach for India
as studies have shown, contributed to to assess how prepared they were to
rising rates of depression and anxiety transition to a hybrid learning model.
as well as the loss of student learning. Learn more about Khan Academy
What’s more, Black and Hispanic
students in the United States and
students living in poverty around the
world suffered disproportionately.
Our research and insights provided Oak National Academy UNESCO

guidance to school systems on topics We helped a group of teachers establish To scale solutions globally, we supported
including prioritizing equity, reimagining Oak National Academy, a virtual UNESCO’s Global Education Coalition in
higher education, and improving classroom with a full year’s set of lessons, developing a toolkit for school systems,
remote and hybrid learning. We are also worksheets, and quizzes, available for with resources on remote learning,
focused on developing new strategies free to teachers, parents, and students. reenrollment, remediation, hybrid
to reimagine school systems to be more Around 10,000 lessons span a range of learning, and organizing in response
equitable and resilient. subjects for both primary and secondary to the pandemic.
Reimagining a more equitable and school phases, providing a flexible and COVID-19 Education Response Toolkit
resilient K–12 education system broad‑based curriculum that schools (developed in partnership with UNESCO)
can use.
Learn more about Oak National Academy

Protecting
our planet
We turned our environmental insights into
action, charting a path to a net-zero future
for our firm and expanding our capabilities to
support clients on their sustainability journeys.

2020 highlights
“Blue Nature Alliance believes in

partnering with local leaders to
18M km2
Surface area of global ocean Blue Nature Alliance
create global impact worldwide, has set as its goal to protect over the next five years
and our work with McKinsey has

helped us see very clear paths
forward on how we can achieve
our goals.”
Christopher Stone, conservation finance lead
for Blue Nature Alliance
Raising our environmental ambitions
600+
leaders convened as part
of our eighth annual Global
Charting a net-zero future for our firm
2030 95%
Year when our firm will have renewable electricity
net-zero climate impact (100% by 2025)

Serving clients
Building a platform to help

clients reach net zero
McKinsey Sustainability
We’re working to help all industry sectors transform to reach net Following are a couple examples
zero by 2050 and to cut carbon emissions in half by 2030. We of our work:
do this by leveraging our thought leadership, innovative tools and
Partnering with a private-equity
solutions, top talent, and an ecosystem of industry associations
climate fund
and knowledge platforms focused on innovating to net zero.
We are supporting the climate-related
We seek to be the preeminent impact partner and adviser for fund of a top private-equity firm by
our clients on sustainability, climate, energy transition, and advising fund managers and limited
environmental, social, and governance (ESG). partners (LPs) on emerging sustainability
strategies and technologies, identifying
McKinsey Sustainability works in five main ways to
investment opportunities, providing
deliver impact for our clients and the planet: sustainability
detailed diligence, and working
strategy and portfolio optimization, green business building,
with portfolio companies to deliver
decarbonization transformation, net-zero financial institutions,
post‑acquisition growth.
and sustainable investing.
Shifting from fossil fuels to

1,700+ 1,000+ green energy
sustainability projects in colleagues with deep We helped a major energy provider
the past three years expertise in sustainability dramatically reduce its carbon emissions,
including an 82 percent reduction in
Learn more about McKinsey Sustainability CO2, while increasing operating profit.
To accomplish this, we helped the client
define a strategy and execution plan to
reduce the carbon intensity of Scope 1
and 2 emissions to zero by 2025.
82%
reduction in CO2

Serving clients
Embedding sustainability
across our client work
Our colleagues are seeking ways to integrate environmental large‑scale transformations. In addition to dedicated
considerations in our client work, across industries, topics, sustainability efforts, we continue to innovate to develop
and geographies. Some of those projects involve partnering tools and methodologies to help clients seamlessly
with growing sustainability‑focused start-ups. Others involve integrate environmental considerations into their broader
finding ways to track and reduce carbon emissions as part of strategy and operations.
Reducing carbon Looking at logistics Improving sustainability

footprint and costs Using our customized sustainability and efficiency
Our design team identified opportunities tools, we analyzed a US-based A global agricultural company asked for
to improve the packaging for a global company’s supply-chain network our help in improving its sustainability
apparel company’s flagship product. By design as part of a larger transformation, and efficiency and reducing costs. By
minimizing the package size, changing helping the client reduce emissions using our proprietary tools, we were
the material used, and eliminating by 18 percent—the equivalent of 750 able to estimate the carbon footprint of
unnecessary pieces, the company can passenger cars removed from the road hundreds of sites, identifying an overall
reduce carbon emissions by nearly 20 for one year—while saving 40 percent opportunity to reduce emissions from
percent while also saving 10 percent on logistics costs. manufacturing by 27 percent.
on costs.
20% 18% 27%

reduction in carbon emissions reduction in carbon emissions reduction in emissions
from manufacturing
How we continue to develop new capabilities to

support clients on their sustainability journeys

Developing insights
Shaping environmental
sustainability
For more than ten years, McKinsey’s research has provided In 2020, we published more than 100 articles, reports, and
a fact base on emissions-reduction opportunities and their other media focused on finding and promoting structural,
associated costs and investment needs. long-term solutions to environmental challenges across
issues, industries, and regions. Following is a selection of
Today our sustainability work and research focuses on
highlights from the year.
five areas: sustainability strategy, green business building,
decarbonization transformation, net-zero financial institutions,
and sustainable investing.
Addressing climate change in a The 1.5-degree challenge How a post-pandemic stimulus Climate math: What a
post-pandemic world can both create jobs and help 1.5-degree pathway would take
the climate
Valuing nature A blueprint for scaling How the European Union Climate risk and response:
conservation voluntary carbon markets to could achieve net-zero Physical hazards and
meet the climate challenge emissions at net-zero cost socioeconomic impacts
100+
sustainability-related
publications in 2020
Read more Sustainability
insights
Climate risk and response Fashion on climate How airlines can chart a path
in Asia to zero-carbon flying

Developing insights
Shaping environmental
sustainability
Collaborating for sustainability
Bringing voices and capabilities together to shape Collaboration with the

long‑term solutions to environmental challenges has World Economic Forum
never been more critical. We convene leading thinkers McKinsey partners with the World Economic
on critical climate and nature issues, while partnering Forum on scaling sustainability solutions
with leading organizations around the world to build a across a number of sectors, including
more sustainable future. agriculture, energy, infrastructure, and mobility.
Nature and Net Zero Circular Cars Initiative
McKinsey Global
In 2020, we hosted our eighth annual
Global Sustainability Summit virtually
for the first time. The summit brought
together more than 600 leaders from
the private, public, and social sectors
Clean Skies for Tomorrow Global Battery Alliance
to discuss climate change in a post-
pandemic world, what a climate-resilient
Read more about our collaboration
future might look like, what the most with the World Economic Forum
promising innovations for decarbonization
could be, and how to achieve a
1.5-degree pathway. Other partnerships and collaborations
Read more about the 2020 McKinsey Taskforce on Scaling Voluntary COP26 Private Finance Hub’s
Global Sustainability Summit Carbon Markets Portfolio Alignment Team
Coalition for Climate Resilient Hydrogen Council

Investment

Supporting the SDGs

Giving back
Blue Nature Alliance
Launched in 2020, the Blue Nature

Alliance is a global partnership that aims
Moving forward, McKinsey will be
working on similar pro bono projects
18M km2
Surface area of global ocean Blue
to advance sites and regions in their with the Alliance, including supporting
Nature Alliance has set as its goal
marine-conservation efforts and grow the development of a sustainable to protect over the next five years
the field of large-scale ocean financing model for specific protected
conservation. The Alliance has set marine areas and the creation of Learn more about Blue Nature Alliance
uniquely ambitious goals—to catalyze the socioeconomic‑impact models to better
protection of 18 million square kilometers, understand the possible outcomes from
or about 5 percent, of the global ocean— different marine‑protection scenarios.
using the tools of governance, science,
capacity building, and financing to
achieve them.
In 2020, a pro bono team from McKinsey

launched an effort to help the Alliance
develop innovative and sustainable
financing models for marine conservation.
In support of the Alliance’s efforts to
create or sustain large-scale, protected
marine areas (larger than 150,000
square kilometers), the team developed
three potential financing models to help
achieve this goal. The financing models
are now being considered for specific
sites, with the potential to support five
million square kilometers of protected
marine areas, conserving the habitat of “The team we worked with at McKinsey was able to draw from
500 endangered or vulnerable species a wealth of experience and knowledge on how to sustainably
and creating or preserving more than finance marine-conservation efforts—which, given the continued
10,000 jobs in the conservation, tourism, loss of biodiversity, effects of climate change, and the growing
and fisheries sectors.
impacts of overfishing, we urgently need. The Alliance believes in
partnering with local leaders to create global impact worldwide,
and our work with McKinsey has helped us see very clear paths
forward on how we can achieve our goals.”
Christopher Stone, conservation finance lead for Blue Nature Alliance

Supporting the SDGs

Giving back
Rethinking Recycling
Experts predict that by 2050, global

waste volumes will more than double
to set up mobile “prevention posts” in
Barrio 31, an informal settlement in
10,000+
COVID-19 screenings of
in low- to middle-income countries. Buenos Aires. At these sites, volunteers
Barrio 31 residents per day
Rethinking Recycling, launched in were trained to conduct screenings of
2019 by McKinsey.org, works with residents for symptoms of COVID-19
Learn more about Rethinking
stakeholders across the value chain to and to refer them for rapid testing and Recycling
develop economically sustainable and treatment if needed. Over the summer,
environmentally sound approaches to screenings in this area reached more
managing and recycling waste. Pilot than 10,000 residents per day.
programs launched in 2019 in Buenos
Aires, Argentina, and Bali, Indonesia,
demonstrated that communities could
successfully manage their own waste and
recycling efforts, with the added benefit
of generating income for waste workers.
When the COVID-19 pandemic hit in early

2020, those same pilot communities
faced multiple challenges, including the
closure of newly established recycling
centers, which deprived essential waste
workers of earned income. In addition,
infection rates in poorer communities
were disproportionately high.
At first, Rethinking Recycling teams

“By engaging residents in sustainable waste-management
focused on feeding waste workers and
practices, Rethinking Recycling helped families take ownership
their families. Working with sponsors and
of their communities’ waste, and recycling and waste workers
government agencies, the teams helped
distribute thousands of food packages to earned living wages. But when COVID-19 hit, we also found
waste workers and their families during the that we had activated an army of people who were not only
initial lockdown periods. What began as waste workers but who could also serve as volunteers for their
an effort to feed waste workers, however, communities to help residents access other types of social
grew into a much bigger effort to help education, like how to prevent the spread of COVID-19.”
protect the health of the communities in
which they live. In June 2020, Rethinking Shannon Bouton, president and CEO of McKinsey.org
Recycling partnered with the International

Red Cross and Doctors Without Borders

Supporting the SDGs

Acting responsibly
Charting a net-zero
future for our firm
In 2020, we remained committed to We are committed to managing our environmental

our environmental goals and continued footprint in the following ways:
to raise our ambitions. The global
pandemic disrupted our way of working,
including a shift to remote working and
sharp reduction in business travel, our 1 We rigorously measure,
independently verify, and report
largest source of greenhouse gas (GHG)
on our progress annually.
emissions. Consequently, our emissions
declined significantly in 2020 versus 2019.
While we recognize that these were 2 We minimize our footprint,
focusing on our largest sources
unique circumstances, we are committed of greenhouse gas emissions.
to building on the lessons we learned
over the past year, including exploring
alternative working models that are more 3 We invest in carbon-reduction
projects to offset all emissions
sustainable. We also set science-based we have yet to eliminate.
targets, which have been validated by the
Science Based Targets initiative, to reduce
our emissions in line with a 1.5-degree 4 We work with our suppliers to
foster sustainable practices.
pathway. For our remaining footprint, we
committed to remove carbon from the
atmosphere, mainly through nature-based
solutions, such as reforestation projects,
to reach net-zero climate impact by 2030. Our science-based targets
These new targets build upon our previous By 2025...
commitments to climate action in support
of UN Sustainable Development Goal 13: 30%
reduction in Scope 3 GHG emissions
to reduce emissions, transition to 100
from business travel per employee
percent renewable electricity, and become (compared with 2019)
25%
carbon neutral by fully offsetting our
emissions every year.
absolute reduction in Scope

1 and 2 GHG emissions
A- (compared with 2019)
score on CDP's
Climate Change
questionnaire

Supporting the SDGs

Acting responsibly
2020 greenhouse
gas emissions
We monitor our greenhouse gas (GHG) Market-based GHG emissions by scope (thousand tCO2e)
emissions and have them independently
verified to ensure they align with the 800
Greenhouse Gas Protocol and best 2017 2018 2019 2020
practices. For example, we calculate

Scope 1 16 16 15 12
our air-travel emissions using radiative 600
forcing, which takes into account the Scope 2 29 5 3 3
higher global‑warming potential of
Scope 3 735 767 725 208
aircraft emissions in flight. In 2020,
our total GHG emissions were 222,500 400
Total 780 787 743 223
tCO2e (market‑based).
Our emissions in 2020 declined Note: Figures may not sum to total, because of
rounding.
significantly, mainly driven by the shift 200 Scope 1: Direct emissions (for example, from
combustion of fuels in owned or controlled boilers)
to working remotely and the associated Scope 2: Indirect emissions from the generation of
sharp reduction in travel as a result of purchased electricity, heat, or steam
Scope 3: Other indirect emissions (for example,
the global pandemic. Overall emissions business travel, purchased goods)
0
decreased by 70 percent, and emissions 2017 2018 2019 2020
per capita also decreased by 70 percent,
from 23.8 tCO2e in 2019 to 7.0 tCO2e
in 2020.
Market-based GHG emissions per capita (tCO2e)
30
2017 2018 2019 2020
25 Per capita 29.5 26.4 23.8 7.0
20
15
10
0
2017 2018 2019 2020

Supporting the SDGs

Acting responsibly
Transitioning to 100 percent

renewable electricity
In 2018, McKinsey became the first Renewable electricity, 2020

global consultancy to join RE100, a
coalition of more than 300 organizations Non-renewable 5%
committed to using 100 percent
Renewable 95%
renewable electricity.
We set a target of reaching this goal by
2025, and each year have made progress
against this goal. In 2020, 95.0 percent
of our electricity consumption came
from renewable sources, compared with
94.9 percent in 2019 and 86.7 percent
in 2018. We contract directly with local
Renewable electricity mix, 2020
providers or purchase energy-attribute
certificates, such as renewable-energy
Wind 48.2%
certificates (RECs) in line with RE100’s
technical criteria.1 Solar 41.7%
Because our colleagues often—and,
Hydro 7.3%
in many cases, primarily—worked from
home in 2020, and many continue to do Biomass 1.5%
so, part of our electricity consumption
Geothermal 1.3%
shifted from our offices to our homes,
which we capture in our Scope 3
emissions. In addition, to support the
transition to renewable electricity even
in a remote-working model, several of
our Green Teams explored and shared
opportunities for colleagues to switch to
renewable electricity for home use.
95%
of our electricity consumption came
from renewable sources in 2020
Learn more about RE100
1 RE100’s technical criteria require companies to, among other things, source renewable
Read more about how our Green Teams are
electricity from within the market boundary of the market in which they are consuming the
electricity. Due to a lack of sourcing options in some markets, we have not yet been able to helping make remote work more sustainable
reach 100 percent renewable electricity to date.

Supporting the SDGs

Acting responsibly
Offsetting all
our emissions
We have been carbon neutral since 2018, compensating for To reach net-zero climate impact by 2030, we will neutralize the
all emissions we have not yet been able to eliminate, including impact of our remaining footprint by investing in projects that
those from business travel. We have achieved this by investing remove carbon from the atmosphere. This represents a shift
in carbon-reduction projects certified by international standards in our approach as we transition, over the next decade, from
(such as Gold Standard and Verified Carbon Standard). To offset mainly investing in projects that avoid carbon being emitted into
our 2020 carbon footprint, we invested in nine different projects the atmosphere to investing in projects, such as reforestation,
worldwide, offsetting 222,500 tCO2e. that remove carbon from the atmosphere. Meanwhile, we
remain committed to protecting forests as well. In fact, achieving
These projects provide additional benefits beyond their climate
a 1.5-degree pathway requires nearly halting deforestation by
impact. Many promote biodiversity while contributing to more
the end of this decade, which would, in addition, also help tackle
sustainable livelihoods for local communities. Each project
the rapid loss of biodiversity and ecosystems. We will continue
contributes to several SDGs.
to offset our emissions while working toward net zero.
The Southern Cardamom project in The borehole rehabilitation project The Kasigau Corridor project in Kenya
Cambodia protects a diverse set of provides rural communities in Rwanda is replacing unsustainable agriculture
ecosystems—from dense rainforests to with access to clean well water, practices and livelihoods with a range of
flooded grasslands, lakes, and coastal eliminating the need to purify drinking sustainable alternatives, while promoting
mangroves—and addresses local drivers water through boiling. community health.
of deforestation.
Learn more about our portfolio of carbon‑reduction projects
Read our insights on the role of carbon credits in addressing

climate change
Images courtesy of South Pole

Supporting the SDGs

Acting responsibly
Making our offices

more sustainable
Our offices play an important role in addressing our environmental footprint. By

improving energy efficiency, switching to renewable electricity, and minimizing our
waste, we promote environmental sustainability in our offices worldwide. In the wake of
the pandemic, we closed our offices to ensure the safety of our colleagues. This meant
that, for 2020, our overall energy usage was lower, as was our waste generation.
While the next normal will undoubtedly

mean that many of our colleagues will
work remotely more often, we will also
return to working from our offices and
will continue to find new ways to create a
more sustainable workplace.
As our commitment to sustainability

remains woven into our broader policies
and practices, it is also reflected in our
real-estate standards. We aspire to the
highest environmental standards for new
offices and major renovations (LEED
Gold or Platinum or equivalents). Forty-
six percent of our office space already
meets this level of certification; our
Atlanta office recently achieved LEED
Gold certification, our Brussels office
achieved BREEAM Excellent in 2020,
and additional projects are under way.
In total, nearly two-thirds of our global
office space has achieved green‑building
certification. As we return to our
46% 65%
of our global office space is of our offices have achieved
offices, we will also continue to work LEED Gold– or Platinum– green-building certification
on eliminating single-use plastics from certified (or equivalents)
our locations.

Supporting the SDGs

Acting responsibly
Green Teams from home
In more than 100 offices around the world, more than 1,000 colleagues have joined
Green Teams to help reduce the firm’s environmental footprint and build awareness of the
importance of environmental sustainability.
The shift to remote working in 2020 meant our local environmental footprint expanded from
our offices to our homes. In response, our Green Teams also shifted their focus, finding and
sharing new opportunities with colleagues to make working from home more sustainable.
For example, several Green Teams helped

connect colleagues to green-energy
providers, while others gathered and
shared practical advice for reducing
energy consumption from remote work. As
we return to our offices, Green Teams will
continue to work with local colleagues and
leaders to make these more sustainable
ways of working a part of the next normal.
Examples
– The Amsterdam Green Team built
awareness of local green-energy
options for residential use.
– The Tampa Green Team ran a “Green in

Quarantine” campaign that encouraged
colleagues to adopt a sustainable work-
from-home behavior each week (for
example, reducing water usage).
– The Manila Green Team rolled out a

campaign to inform colleagues about
the responsible and sustainable use of
bandwidth and data.
100+ 1,000+
Green Teams globally Green Team members globally

Supporting the SDGs

Acting responsibly
Working with our suppliers on

environmental sustainability
In addition to embedding sustainability

goals, principles, and requirements into
Sustainability topics we have discussed
with our travel suppliers include setting
65%
of our carbon footprint is accounted
procurement processes and decisions, science-based targets, transitioning
for by suppliers we engaged on
we are committed to working with to sustainable aviation fuels, reducing sustainability topics
our suppliers to share what we have single-use plastics, and switching to
learned from our own sustainability renewable-energy sources.
journey and help improve the social and
In 2020, we received an A score
environmental impact of the goods and
on CDP’s Supplier Engagement We were included on CDP’s Supplier
services they offer.
Rating, placing us on CDP’s Supplier Engagement Leaderboard for our
Because indirect emissions from travel Engagement Leaderboard for our efforts efforts working with our suppliers to
improve environmental sustainability
account for more than 80 percent of in engaging our suppliers on climate
our carbon footprint, we have made change and supporting the transition
engaging with our travel-related suppliers toward a net‑zero sustainable economy.
on sustainability issues a focus of our
efforts. While we recognize that 2020
was a difficult year for many industries,
and the travel industry in particular, we
continue to discuss opportunities with
our suppliers—including more than 50
of the world’s largest airlines and hotel
groups—to rebuild better together
and provide our colleagues with more
sustainable options when we return to
business travel.

Living
our values
We are committed to managing our
firm—and our work with clients—in
ways that are socially responsible
and environmentally sustainable.

2020 highlights Upholding professional standards
100%
of employees are required to participate
in annual professional standards learning
Read our Code of Professional Conduct
The commitments we’ve made
We became a founding signatory

member of the World Economic
Forum’s Partnering for Racial Justice in
Business and Stakeholder Capitalism
Metrics initiatives.
Our journey to 50% women Human Rights Campaign: Best Places to Work
Corporate Equality Index score of 100 for LGBTQ equality

(every year since joining the survey in 2006)
46% 47%
Women now represent ...and 47 percent of
46 percent of our all new hires
colleagues globally... The work we do
We took steps to strengthen our client-selection policies,

professional standards, and risk and governance processes
to ensure the work we do with clients is consistent with our
purpose, values, and commitment to social responsibility.
Read more about client selection
Developing our people
Supporting our people 100%

of our people receive
regular career reviews
100% and have access

to personalized
development
of our people and covered family members opportunities
have access to McKinsey‑provided
mental‑health resources

Serving clients
Selecting our client work
As we seek to create positive, enduring change in the world, policy includes five interrelated dimensions (referred to as
we are committed to living the values on which our firm was “CITIO”): country, institution, topic, individual, and operational
founded almost 100 years ago. To that end, we regularly considerations, ensuring we consider unintended consequences
evaluate and update our governance processes, including the of potential work, including potential negative impact to
policy determining which clients we serve (and don’t serve) and individuals, especially vulnerable populations. The policy also
on what topics. specifically addresses work we will not perform. In addition,
our Client Service Risk Committee, composed of global leaders
We continually reflect on how we seek to deliver positive impact
from across functions and practices, regularly reviews cases in
through our client work. We take steps to strengthen our
which the potential issues related to our client service require
client-selection policies, professional standards, and risk and
additional consideration, discussion, and input.
governance processes to ensure our work is consistent with our
purpose, values, and commitment to social responsibility. We will continue to build on recent conversations related to
our client work to advance discussions about our values and,
Our Client Service Policy requires that we evaluate the clients
critically, the actions we all take, to ensure they are consistent
we serve and the likely impact of our work to determine if it
with our purpose and commitment to social responsibility.
meets the high expectations and ethical standards held by
Read more about our client and engagement selection process
our colleagues, clients, and other external stakeholders. The

Acting responsibly
Delivering through diversity

Advancing diversity and equity
We have a deep and long-standing commitment to advancing Transparency and accountability

diversity, equity, and inclusion in business, in society, and Across our firm, we’ve heightened leadership accountability
within our firm. This commitment is integral to our dual mission: for our change efforts, created greater data availability and
to help our clients make substantial, lasting performance visibility,1 and shared best practices based on what we know
improvements and to build a firm that attracts, develops, works. We put forth a public commitment to anti-racism and
excites, and retains exceptional people. social justice in our 10 Actions and became a founding signatory
member of the World Economic Forum’s Partnering for Racial
We know that diverse teams are tied to better business
Justice in Business and Stakeholder Capitalism Metrics
performance and that an inclusive culture is imperative to
initiatives, further signaling our commitment to continue to
retaining all colleagues. We encourage diversity in all its forms,
improve and share our progress on fostering diversity, equity,
including age, race, sexual orientation, gender identity, disability,
and inclusion across the firm.
and socioeconomic background. Recognizing that our people
are our most valuable resource, we remain deeply committed to We are proud of the progress we have made, and in this report
rooting each colleague’s experience in opportunity and fairness. we share a snapshot of where we are in our journey and—more
importantly—where we are headed. Today, women represent
McKinsey maintains a fully dedicated team led by our chief
nearly half of our colleagues and new hires globally. In the
diversity officer to help us achieve our goals. These colleagues
United States, colleagues from underrepresented groups2
draw on a global center of excellence and work across the
represent 38 percent of our total US workforce, and 34 percent
firm to define strategies and implement best practices, all in
of leadership. Over the past five years, the number of US
line with our own research and customized to the needs of our
colleagues and leaders from these groups has increased by
organization.
more than 10 percent. But we know we can do better, and we
The events of 2020 further strengthened our commitment to have committed to doing more. In 2021, we will welcome our
doing more to foster diversity, equity, and inclusion. We looked largest class ever of Black and Hispanic/Latino summer interns,
for ways to accelerate our existing programs and add new more than triple the size of the 2019 class. In addition, as part
actions to propel change within our firm and to combat racism of our 10 Actions, we seek to double our Black leadership and
across the world. hiring of Black colleagues in our firm over the next four years.
Following we highlight some of the ways we are continuing

to build on this progress and foster an inclusive firm where
colleagues from all backgrounds can bring their whole selves
to work and do their best work every day.
1 Where permitted by law.

2 Black/African American, Asian/Asian American, and Hispanic/Latino.

Acting responsibly

Advancing diversity and equity
continued
Talent development Recruiting diverse talent 10 Actions in our firm

In 2020, we implemented best practices We look to build teams that reflect the Since the launch of our 10 Actions in June
for sponsorship, a commitment that goes diversity of our clients, the communities in 2020, we have focused our efforts within
beyond mentorship by creating career which we work, and society as a whole. our own firm on expanding and adding
opportunities and offering support new programs to support Black leadership,
We are constantly looking for new ways
through transitions; expanded existing increasing our hiring and pipeline of Black
to reach people who might not otherwise
talent‑development programs; and talent, and engaging our colleagues in
consider McKinsey or consulting. For
added new ones to further support our anti‑racism and inclusion learning. We
example, we have several partnerships with
colleagues in their advancement through know we have much more to do, and we will
external organizations to help us connect
the firm, including: continue our steadfast journey to build a
with top talent, including the National
more diverse and inclusive firm.
– Women’s Leadership Workshop: a Society of Black Engineers, Society of
global manager training workshop Hispanic Professional Engineers, Sticks &
designed to initiate an introspective, Stones (SXS), EUROUT, Grace Hopper, and
strengths‑based discussion to develop JumpStart Advisory Group.
the leadership skills and peer network
We also created A Place for You, a campaign
needed for success in leading teams.
focused on connecting underrepresented
– Pathway to Partner: a program for talent to careers in management consulting
senior engagement managers that through training and webinars with our
provides an opportunity to build consultants and recruiting team.
leadership while expanding support
Last year, we also created an initiative
networks.
150%+
to help talented people get to know us
– McKinsey Black Network better: the McKinsey Achievement Awards.
sponsorship program and Endeavor Recipients receive monetary awards to increase in the number of full-time
offers made to new Black recruits in
learning journey: programs that help support their academic or professional North America from 2020 to 2021
advance experienced Black colleagues development and join a mentorship program.
24,000
across several initiatives, including
In 2020, we expanded our recruiting efforts
structural support for effective
tenfold at Historically Black Colleges and colleagues globally went through
sponsorship, partner‑readiness
Universities (HBCUs) in North America. We our new racial justice and
apprenticeship opportunities, and inclusion training program
also held the McKinsey Juntos Conference
a series of tailored personal coaching by the end of 2020
in Brazil for young Black talent to connect,
and training programs.
meet Black professionals with inspiring
stories, develop new skills, engage with
large companies, and learn about career
opportunities. Meet a few of our talented colleagues
from around the globe

Acting responsibly

Supporting women at McKinsey
Our aspiration is to ensure that In 2020, a year in which women were

women are equally represented stretched more than ever before,
across all levels of our firm, have an we redoubled our efforts to provide
exceptional environment for growth and support to help our colleagues deal with
advancement, and feel fully supported COVID‑related challenges. We expanded
at McKinsey. For the past decade or our existing flexibility programs to provide
more, we have invested heavily in policies increased benefits, including additional
and programs to enable women at paid leave and creative scheduling options
McKinsey to build exceptional careers, for those who needed it. Over the first
including specific learning-development several months of the pandemic, we
programs, support for caregiving leaves, leveraged our existing communities to
inclusive leadership and unconscious- hold town halls, expert learning sessions,
bias training, and a global initiative to and informal get‑togethers to encourage
ensure our women are fully sponsored, colleagues to connect and to provide more
with colleagues and leaders actively resources.
invested—and investing—in their
success. We have seen meaningful
By the numbers Partnerships to advance
progress from this work. Women now
Women represent: gender parity
represent 46 percent of our colleagues We work in partnership with leading
– 46% of colleagues
globally and 47 percent of all new hires. organizations:
– 47% of new hires
What’s more, our number of female – 21% of leadership1 – Lean In
partners has more than doubled in the – 30% of executive committee members2 – UN HeForShe
past five years, and, in 2020, women
– VMware Women’s Leadership
made up 30 percent of our
executive committee. 3x Innovation Lab
– 30% Club
the number of women partners
– Chefsache
over the past ten years
– Male Champions of Change
– Women’s Alliance Group
2x – Valore D
the number of women senior
partners over the past ten years
75 years of women at the firm
Meet some of our

newest women partners
1 All client-facing partners, associate partners,

and other senior firm leaders.
2 At the end of 2020.

Acting responsibly

Making inclusion and allyship our shared work
We know from our research and Inclusion Allies Inclusion learning

experience the power that diverse teams We launched an Inclusion Allies program We significantly expanded our equity
can have. To bring the best solutions in 2020 to expand upon a long history and inclusion learning programs in 2020.
to our clients, we need exceptional of colleagues acting as allies to each Notably, 24,000 of our colleagues across
people from different backgrounds who other. As of early spring 2021, more than the globe went through our new racial
bring fresh perspectives and approach 12,000 colleagues had opted into this justice and inclusion training program
problems from multiple angles. The gains change program designed to develop, in 2020. We also achieved 100 percent
that diversity promises are achieved only connect, and activate a global cohort of location participation for our firmwide
in tandem with an equitable and inclusive inclusive leaders. One component is our Day of Service, in which colleagues
environment—a culture in which every Inclusion Nudging effort, which helps worldwide served hundreds of nonprofits
colleague feels a deep sense of support, prompt individual behavior change on a through direct volunteering and problem-
respect, and belonging. large scale by nudging participants to act solving workshops focusing on racial and
on a set of inclusive microhabits. A few social equity issues.
We believe that inclusion is everyone’s
examples of these nudges include taking
responsibility and a critical leadership More broadly, we have integrated principles
time to introduce new team members and
skill. We continue to embed this of diversity, equity, and inclusion in every
giving colleagues credit for introducing
expectation in our systems and culture. learning program’s core curriculum.
new ideas during discussions.
Our Leadership Development Model
As part of our 10 Actions, we also
identifies qualities of inclusive leadership Another element of the program is
committed to continuing to eliminate bias
as success factors in our evaluation an Everyday Allyship campaign, in
in our people processes and launched
process. In 2020, we launched anti-bias which colleagues from historically
anti-bias and inclusion training globally.
trainings for all colleagues involved in underrepresented groups share their
This includes anti-bias training for all
evaluations and shared tactical tips on perspectives on how allies can
colleagues involved in evaluations,
mitigating bias for assessors involved in support them.
trained bias observers embedded in
interviews.
performance discussions, and guides for
We also integrate principles of inclusion mitigating bias in interviews, provided
into our learning programs from day to assessors globally. Unconscious-
one and offer inclusion‑focused training bias training is available to all leaders
for colleagues at all levels. In addition, to support evaluations, and inclusive
in 2020, we developed a firmwide leadership training is embedded in
anti‑racism and inclusion training for colleagues’ learning journeys.
all colleagues globally, including a new
introduction to allyship.

Acting responsibly

Making inclusion and allyship our shared work
continued
Our networks Celebrating 25 years

Our groups and communities continue to of GLAM
grow and include, among many others, the 2020 marked the 25th anniversary of
McKinsey Black Network, Hispanic/Latino GLAM, our worldwide network of LGBTQ+
Network, Asian and Asian Americans at colleagues who support one another and
McKinsey, GLAM (for LGBTQ+ colleagues), are committed to attracting exceptional
Access McKinsey (for colleagues with LGBTQ+ individuals into the McKinsey
disabilities), Indigenous at McKinsey, community.
and Parents of Special Children. These
networks are cherished communities
that support personal and professional
Our Black voices
Hearing from members of the McKinsey
advancement.
Black community is not only self-evident
As we strive for more inclusive workplaces in its power but also necessary. Our
and societies, one element that’s often colleagues share perspectives on their Black
missing is a shared understanding of lived experience—in the workplace and beyond.
experience. Through our networks and Our Black Voices
other efforts, we actively seek to bring in
diverse voices of our colleagues.
Recognition for our support of

LGBTQ+ colleagues
Human Rights Campaign: Best Places
to Work: Corporate Equality Index score
of 100 for LGBTQ equality (every year
since joining the survey in 2006)
India Workplace Equality Index:

McKinsey India was recognized as a
Our Asian voices Gold employer by the India Workplace
The last year has seen a rise in acts Equality Index for its commitment to
of racism against people of Asian advancing equality for LGBTQ+ people
descent. “Our Asian Voices” shares the
Japan Work With Pride: Our Japan
perspective of 72 Asian colleagues—on
office earned a Gold rank in the Work
what Asian identity means, what allies
With Pride Index
can do to support them, and how they are
processing this moment.
Our Asian Voices

Acting responsibly
Supporting our people
Our people are central to everything

we do. We are committed to supporting
them by creating an unrivaled
environment that allows them to thrive
professionally and personally.
In 2020, that commitment was tested in

ways we had never encountered, as it was
for thousands of organizations worldwide.
When our firm made the decision to
suspend travel and close our offices to
protect colleagues’ health and safety,
that decision disrupted a decades-long
culture of in-person partnership between
colleagues and clients. A number of our We also convened a variety of benefits to firm leaders receive the anonymized and
colleagues were working abroad at the help our colleagues balance their personal aggregated results, which they use to
time and needed to get home. Many were and professional commitments, including draw meaningful insights to help shape
thrust into working from home alongside part-time and flexible working programs, the direction of the firm.
their partners and their children who were backup child- or eldercare solutions, and
When the pandemic led to the closure
home from school and daycare centers. leaves of absence.
of many of our offices, we realized we
And many had concerns about the care and
To better support our people, we seek needed a more frequent touchpoint
safety of their older family members.
to understand what they truly value and to understand and meet the needs of
To support our colleagues through the need and how we can build a firm that our people, even as COVID-19 kept
early days of the pandemic, we created a better delivers against their expectations. us physically apart. We introduced a
COVID-19 response team to manage the Every year, we conduct an extensive weekly “Pulse,” a short survey sent to all
logistics of getting colleagues home and, firmwide people survey, which helps us to colleagues to understand how our people
in some cases, support their immigration capture our colleagues’ experience from are feeling and to identify opportunities
and visa needs. The team also kept up the past year and informs what we as a to better connect and support
with changing government restrictions firm can do to improve their experience. colleagues’ changing needs. We continue
across the globe and helped colleagues Questions range from satisfaction to to draw on the insights from our Pulse
with questions or concerns about their or purpose to belonging. Nearly 80 percent surveys to tailor resources and support
their family’s health. of our colleagues, across all tenures, for our people worldwide.
roles, and geographies, participate in
the survey every year. Colleagues and

Acting responsibly

continued
Caring for the whole person

While the pandemic encouraged us to
The pandemic also prompted us to
strengthen the sense of belonging within
100%
of our people have access to
further support our people, we have always the firm, and we sought to include our
relevant benefits based on their
offered generous healthcare benefits, colleagues’ families in regular updates from locations, regional regulations,
life insurance, disability coverage, and our global managing partner and other firm roles, and other factors
retirement programs. And our efforts leaders. These Family Briefings share what
extend well beyond benefits. we do with our colleagues’ parents, children,
and friends and help foster community
We offer a range of programs to ensure our
within our broader firm family.
people can do their best work every day
while balancing their personal priorities,
such as flexible working conditions and
generous parental leave.
Take Time, for instance, gives consultants

the option to take an extra five to ten
weeks off between projects, while Pace
helps them stay in their current role longer
to reduce the pressure to fulfill new
requirements. There are also part-time
programs and opportunities for short- or
long-term rotations.
Generous and flexible leave benefits are

available for birth, nonbirth, and adoptive
parents; a dedicated mothers’ network
provides coaching and support; and a
“phase back” option helps employees
transition back to work after parental leave.

Acting responsibly

continued
Ensuring the well-being The app Headspace has also offered However, in 2020, many of our signature
of our people peace of mind to more than one-third in-person learning programs moved
Our people are central to everything we of our colleagues, who have used the online, requiring new ways to connect
do. We are committed to supporting them firm‑provided program to relieve stress and learn together. We virtualized much
by creating an unrivaled environment that and build resilience. Shleep, a new of our curriculum, including half-, full-,
allows them to thrive professionally and program designed to improve sleep habits, and multi-day instructor-led programs,
personally. As the pandemic continued, it helped 87 percent of colleagues in a and we added hundreds of digital,
became clear that increasing support for recent pilot get more rest. self-directed electives to serve the
our people’s well-being was critical. The needs, schedules, and curiosity of our
These resources integrate well with our
emotional toll of the pandemic and the colleagues. In particular, we launched
existing offerings in the My Experience
ongoing physical separation from family, a firmwide equity and inclusion training
program, which is designed to support
friends, and colleagues left many people program for all colleagues as part of our
employees holistically—mind, body, and
feeling anxious and isolated. Racial and 10 Actions. We also sought to deepen our
purpose—so that they can bring their
social inequities added additional tension to sponsoring and mentoring relationships,
whole selves to work every day. Happier
an already difficult year. which are a particularly important facet of
and healthier people not only perform
our inclusion efforts.
In 2020, we expanded our Mind Matters better but also feel supported and are
program, which helps colleagues manage able to enjoy a better work-life balance. Looking ahead, our goal is to ensure that
stress associated with work or their home The My Experience program covers topics every colleague has access to a breadth
life and maintain a sustainable work-life related to health and wellness, including of relevant learning opportunities—
balance. It also helps colleagues and their exercise, nutrition, sleep, mindfulness, including leadership development,
families identify mental-health support work-life balance, and life coaching. expertise building, and technology
and resources when needed. The program learning—over the course of 2021.
Developing our people
offers free, independent, and confidential
We give our people unrivaled learning
support from clinically trained professionals
and an intranet portal with easy access to
opportunities, investing more than $700 96%
million a year in knowledge development, of consultants believe their sponsors
community and global resources. support their development and
learning, and capability building. Learning
progression at the firm1
is embedded in every aspect of our
100% work. For example, a core learning
of our people and

journey exists for each role at McKinsey, 100%
covered family comprising in-person, virtual, and digital of our people receive
members have access solutions. McKinsey colleagues also have regular performance and
to McKinsey‑provided career‑development reviews
access to elective, on-demand learning
mental‑health
resources and participate in formal and informal
learning events.
1 From our 2020 People Survey.

Acting responsibly
Supporting social responsibility

through our supply chain
We are committed to managing our firm in

ways that are socially and environmentally
responsible and that make a difference
in our communities. This commitment
extends to our choice of suppliers and
the goods and services we purchase from
them. Our global Sustainable Procurement
Policy outlines our ambition to deliver
positive social and environmental impact
through our selection, purchase, use, and
disposal of products and services, and
through the way in which we work with
our suppliers to improve the social and We also highlight sustainable travel Defining supplier expectations
environmental impact of the goods and alternatives, such as rail for certain We hold our suppliers to the same high
services they offer. routes or green taxi services, in our travel standards of social responsibility that
tools and systems and through internal we hold ourselves. Our Supplier Code
Shaping more socially awareness campaigns. of Conduct defines our expectations
responsible choices every day of the organizations that work with us.
To spread awareness of our policies,
As a professional-services firm with The code reflects McKinsey’s values
practices, and Code of Professional
34,000-plus colleagues working from and our expectations of our suppliers,
Conduct, we require all colleagues
more than 130 offices in more than including acting ethically and with
to participate in regular training. Our
65 countries, much of our spending is integrity; maintaining data privacy
procurement professionals also receive
decentralized. We help our colleagues and security; embracing inclusion and
specialized training on topics such as
across the globe find opportunities diversity; ensuring fair employment and
sustainable procurement principles,
to shift their spending to support wages; reducing environmental impact;
risk, and ethics.
environmental and social goals. For and providing working conditions that
example, we highlight sustainable options support safety, well-being, and health.
and products from diverse suppliers in
our ordering systems, work with local
100% We expect our suppliers to adhere to
the code, and our standard master
of procurement team colleagues
offices to identify diverse suppliers, and have received specialized training services agreement template for supplier
maintain a database of green hotels. on risk and ethics services incorporates the code and
sets out our expectation that suppliers
meet our standards, including for data
privacy and security, anti-corruption, and
equal‑employment opportunities.
Read our Supplier Code of Conduct

Acting responsibly
Supporting social responsibility

through our supply chain
continued
Strengthening
diverse‑owned businesses
Ops Corps, an initiative led by our
Operations Practice, seeks to advance
racial equity and economic empowerment
by serving small and medium-size Black-
owned businesses and their leaders.
The initiative offers training, networking
opportunities, and pro bono support on
operations topics. Launched in 2020,
Ops Corps held two virtual conferences,
welcoming more than 500 attendees,
including Black executives and owners
of Black-owned small and medium-
size businesses. Ops Corps has also
provided pro bono consulting services to
Supporting supplier delivery supplier diversity, and communicating the
importance of this issue to many of our several Black-owned businesses and is
In 2020, as part of our 10 Actions toward
largest suppliers to expand our impact accelerating these efforts in 2021.
racial equity, we put forward Action 7:
Double our spending with diverse suppliers beyond our own supply chain. We also
within three years. To make progress
1 bring our capabilities and resources to help
toward this goal, we are revamping many strengthen diverse-owned businesses by,
of our internal purchasing processes and for example, providing training, leadership
continue to enhance our base of diverse development, workshops, and networking
suppliers. We are growing our network of opportunities.
supplier diversity champions across the
30+
organization, building and implementing
detailed action plans within many of
our top-spend categories, establishing key suppliers engaged on their own
supplier diversity practices
corporate memberships with respected
nonprofit organizations that promote
Essential reading
Building supportive ecosystems for
Black-owned US businesses
COVID-19’s effect on minority‑owned

1 Applies to specific categories of diverse suppliers. small business in the United States

Acting responsibly
Upholding the highest

professional standards
McKinsey is committed to working Our Code of Professional Conduct

to protect human rights, upholding Our Code of Professional Conduct defines
international labor standards, and a set of expectations for the behavior of all
opposing bribery and corruption. firm members. It serves as a guide to help
Underscoring this commitment, we colleagues understand the core elements
became a participant of the UN Global of our policies and how those policies
Compact in 2018. are anchored in our values. We expect
all colleagues to comply with this Code
We have strict policies and professional
of Professional Conduct, and we expect
standards that apply to every member of
others working on our behalf, such as
the firm. Topics addressed by our policies
contractors, advisers, and other suppliers,
include, among others, anti‑corruption and
to act in a manner that is consistent with
bribery, confidentiality, conflict of interest,
our code.
anti-competitive practices, information
Read our Code of Professional Conduct
security, personal investments,
employment of relatives, fraud, and a
full range of business‑ethics topics. Any
breach of these standards is subject
to comprehensive investigation and
subsequent appropriate action.
Every firm member has the right and

obligation to raise concerns about values,
ethics, and professional conduct without
fear of retribution. In addition to clearly
defined internal channels, we have a
global hotline that allows colleagues
to raise concerns relating to potential
violations of law and the firm’s policies,
professional standards, and values in a
confidential manner and, where legally
permissible, anonymously.

Acting responsibly
Upholding the highest

professional standards
continued
Building awareness and a culture

of professional standards
We expect our leaders to model our
values and professional standards,
100%
of employees are required
We are a values-driven organization, including, among other principles, to participate in annual
and our training in and awareness of inclusivity and allyship, ethical behavior, professional standards learning
professional standards build upon this and apprenticeship.
foundation. McKinsey communicates
applicable requirements to its employees
To ensure consistency and fairness in 100%
our processes related to professional of locations held a Values
through a series of in-person and online Day in 2020
standards, we have a clear governance
trainings. All new hires are required to
structure and approach to consequence
understand and adhere to McKinsey’s
management for all firm members.
Code of Professional Conduct, participate
This structure includes, among others,
in an in-person onboarding session where
the following:
they learn about our values, complete
digital training modules on key compliance – Professional Standards Committee, a
risk areas, and certify annually their global committee of senior partners
compliance with key policies and the firm’s who address potential violations of
Code of Professional Conduct. In addition, firm policies or values by partners
all employees are required to participate
– Client Service Risk Committee, a
in annual professional standards learning
global committee of senior partners
modules that address policies and
who provide advice and decisions on
expectations outlined in our code.
the most complex risks we face in
We also hold discussions at our annual client service
Values Day, a required event for all
– A global network of colleagues trained
colleagues, delivered in each of our
on managing personal-conduct
locations worldwide, to reflect together on
situations and supporting internal
what it means to live our values. Specific
reviews of alleged violations of firm
additional training is provided based on
policies or values by any firm member
function and role. And our policies and
detailed guidelines are also available – A global consequence-management
online to all employees via our intranet and system grounded in clear principles
various learning modules. and calibrated to the nature of
complaints and potential violations.
Learn more about our professional
standards

Acting responsibly
Human rights and labor
Our firm is a caring meritocracy, and

we strive to create a work environment
that supports, inspires, and respects all
colleagues, applicants, and clients. To
that end, we are committed to upholding
internationally proclaimed human rights
and internationally recognized labor
standards. We stand against the use of
child, forced, or exploited labor, as well as
forced or exploitative working conditions.
We will not assist clients in such practices
in any way.
In addition to our policies related to

human rights and discrimination and
harassment, our Code of Professional
Conduct defines a set of expectations We support our human-rights-related training on topics related to diversity and
for the behavior of all firm members and policies and our code with regular inclusion and personal conduct—such as
for others working on our behalf. As awareness-building activities and unconscious bias, inclusive leadership,
outlined in our Client Service Policy, our training. All new hires are required to psychological safety, sponsoring diverse
commitment to human rights informs read McKinsey’s Code of Professional colleagues, mental health, sexual
whom we serve and on what topics, Conduct and participate in an onboarding harassment, and bullying.
and we will not do work that supports session where they learn about our
100%
or enables human-rights violations. values, which address key topics such as
We do not tolerate physical violence, inclusion, discrimination, and harassment.
threats, bullying, or verbal abuse of In addition, all McKinsey colleagues are of employees are required to
participate in various training efforts on
any kind in the workplace, whether in required to review our core policies at human-rights issues such as inclusion,
our own or in our clients’ locations. We least annually—including those related to discrimination, and harassment
also require suppliers to comply with human rights—and certify that they will
McKinsey’s Supplier Code of Conduct, comply with those policies.
which prohibits all forms of forced
All McKinsey employees are required
labor, child labor, and human trafficking,
to participate in annual professional
and requires compliance with all laws
standards learning. And each colleague’s
regarding discrimination, harassment,
core learning curriculum includes
and retaliation.

Acting responsibly

continued
Human rights As a UN Global Compact participant, – Any form of discrimination,

Our Human Rights Policy sets out these we uphold the freedom of association harassment, bullying, or other
commitments, along with the firm’s and the effective recognition of the right offensive conduct toward any
responsibilities and governance: to collective bargaining. We adapt our individual on the basis of race, color,
practices to different locations based on religion, sex, sexual orientation, gender
– We strive to adhere to the principles
local legislation and our efforts to create identity, marital status, pregnancy,
set forth in the UN Global Compact,
an unrivaled environment for our people. age, disability, national or ethnic origin,
the Universal Declaration of Human
military-service status, citizenship, or
Rights, and the International Labour As outlined in our Code of Professional
other characteristic
Organization’s Declaration on Conduct, in addition to clearly defined
Fundamental Principles and Rights internal channels, we have a global hotline – Any behavior that makes the work
at Work. that allows colleagues to raise concerns environment hostile, intimidating, or
relating to any human-rights issues in a offensive to colleagues because of any
– The policy includes firm members’
confidential manner and, where legally characteristic listed above
right to agree to terms and conditions
permissible, anonymously. We do not
of employment voluntarily, without – Any form of retaliation against any
tolerate retaliation of any kind against
coercion, and to freely end their individual who in good faith reports
employees who in good faith report
employment with appropriate notice. a complaint under this policy or who
potential or actual ethics or legal violations.
assists in an investigation
– The policy applies to all firm members, Read our human rights statement
and all firm members are responsible The policy enables reporting of all
for their own actions and for the firm’s incidents of discrimination, harassment,
Discrimination and harassment
compliance with this policy. Any firm or retaliation, regardless of the offender’s
Our Ensuring an Environment Free from
member failing to follow this policy will identity or position, via clearly designated
Discrimination and Harassment Policy
be subject to disciplinary action, up to reporting channels. Individuals who are
makes clear our expectation that all
and including separation from the firm. found to be responsible for harassment,
firm members must be able to work in
discrimination, or retaliation will be
Our UK Modern Slavery Statement, an environment free from harassment
subject to disciplinary action, up to and
a country-level statement, further and discrimination. The policy expressly
including termination of employment.
demonstrates our commitment to prohibits the following:
upholding these principles.

Acting responsibly
Anti-corruption
McKinsey’s stance on corruption is risk. It sets out processes for reporting situations. Additionally, certain roles—
simple: we will not offer, accept, solicit, or concerns, ensures confidentiality, and including legal, risk, and finance, among
pay a bribe, in any form and of any value, underscores that all firm members have others—receive additional specialized
to any person, including to get business the right to raise ethical concerns without training targeted directly to their
or secure any advantage in connection fear of retaliation. responsibilities in support of the policy.
with the firm’s business, and we will never
The policy requires procedures for In addition to our Anti-Corruption Policy,
ask a third party to do so on the firm’s
accounting and record-keeping controls our Code of Professional Conduct
behalf. We are committed to complying
and places responsibility for monitoring outlines the personal obligation of every
with the anti-corruption laws of all
and testing on the firm’s compliance, colleague, and of people working on our
the jurisdictions in which we operate,
finance, and internal audit departments. behalf, to uphold our values, including
including the US Foreign Corrupt
acting with integrity and avoiding even
Practices Act (FCPA) and the Any firm member failing to follow this
the perception of corruption or bribery.
UK Bribery Act. policy will be subject to disciplinary
action, up to and including separation We have the trust not only of the
The firm’s anti-corruption efforts are
from the firm, and may be subject to clients that we serve but also of the
overseen at a board level by the Risk,
proceedings brought by government law- communities in which we operate and
Audit, and Governance Committee
enforcement agencies. of the talented people who join our firm.
(RAGC), along with other relevant
That trust and our reputation for integrity
committees. Our director of compliance, Regular anti-corruption training and
and independence are precious. Our
supported by a dedicated team and in policy-compliance certification are
ability to have impact for our clients,
close collaboration with our legal team, mandatory for all firm members as part
provide opportunities for our people,
shapes and manages the policy and of our annual Professional Standards
and contribute to the economies and
related internal firm practices. & Risk learning curriculum. Training
societies in which we live and work
programs tailor-made to specific firm
Our Anti-Corruption Policy expressly depends on that trust.
roles help ensure the curriculum is
prohibits any form of bribe or kickback
applicable to firm members and provides
and provides guidelines for gifts, meals,
practical guidance in potential, real-world
hospitality, and other areas of potential

Acting responsibly
Anti-corruption
continued
We will not participate in any form of

corruption, and we have an obligation
to speak up if we encounter actual or
perceived corruption. Firm members, and
anyone acting on our behalf, must not
offer gifts or favors to gain any form of
advantage for ourselves, our colleagues
or any third party, nor can we accept gifts
that are intended to influence us, and we do
not give preferential treatment in our merit-
based hiring processes.
McKinsey’s Supplier Code of Conduct sets

forth McKinsey’s general expectations
of suppliers, specifically with respect
to offering and accepting gifts and
entertainment, and complying with
requirements of all applicable bribery
and anti-corruption laws. The firm has
embedded risk-based, anti-corruption
due diligence procedures in our vendor
and third-party onboarding processes. To
ensure that all firm members are aware of
the risks of working with third parties, we
provide detailed information on red flags in
third-party relationships, which is available
to all firm members.
100%
of employees are required to
participate in annual professional
standards learning, which includes
such topics as ethics, anti‑corruption,
and risk management

Acting responsibly
Data privacy and security
Throughout our history, our clients

have trusted us with their confidential
information. Protecting that information is
one of our core values. This commitment
has taken on even more importance in
the digital age, as the ability to collect and
create data, particularly personal data, has
become easier; the value of analyzing data
greater; and the regulatory requirements
and restrictions respecting the processing
of data more complex.
We are committed to meeting the highest

standards of both data privacy and data
security, whether the data belong to our
clients, our business partners, third parties,
or firm members. In addition to our policies
and practices highlighted below, our Code
of Professional Conduct defines a set of
expectations for the behavior of all firm
members, including protecting data privacy Data privacy the firm’s and our clients’ fair and lawful
and security. We have implemented a global data-privacy processing purposes. The policy further
program that builds on the requirements requires that personal data are deleted
In 2020, 99 percent of colleagues
of the European General Data Protection when there is no longer a legitimate
completed training courses covering data-
Regulation (GDPR) as well as other data- purpose for retaining them, in accordance
privacy principles, data‑protection practices,
protection laws. By following regulatory with applicable laws. The data-privacy team
and cybersecurity behaviors. Indeed, in both
requirements and best practices, we provides firm members with guidelines for
2019 and 2020, we received a Guardians
meet our data-privacy legal obligations to protecting all personal data, including client
of Trust Award, which honors leaders in
individuals and contractual commitments data, in connection with the firm’s activities,
information security, in recognition of our
to our clients. McKinsey has adopted a such as recruiting, promotional events,
program of penetration testing on firm and
Global Data Protection & Privacy Policy that communications, and client engagements.
third‑party applications using crowdsourced
governs all client and firm data-processing The firm’s data‑privacy policy is reviewed
ethical “white-hat” hackers.
activities. The firm’s policy requires that on an annual basis, and all firm members
personal data are collected, accessed, used, are required annually to acknowledge the
and shared only on a strict, need-to-know policy and confirm their commitment to
basis and only as necessary to support comply with it.

Acting responsibly

continued
Data security Our information-security program includes Training

Our information-security strategy performing thorough assessments We require all employees to complete
focuses on the people, processes, and to evaluate and validate the security several forms of data-security and
technology that play a role in maintaining controls in place for new applications, data-privacy training on a regular basis,
our clients’ trust and protecting our systems, cloud environments, and third- including mandatory e‑learning programs
clients’ information by taking a risk- party vendors. Where appropriate, these on McKinsey’s confidentiality and
based approach to managing our assessments also confirm certain data- data-protection policies and practices.
digital assets; having industry-leading privacy requirements, ensuring that each We also have a mandatory and award-
information-security technologies in place; vendor commits to applying adequate winning, gamified e-learning module,
undertaking regular cyber-related training technical and organizational measures to which raises awareness of data-privacy
for our people (for example, phishing protect the personal data it processes on principles, data-protection practices,
testing); and ensuring our products and behalf of McKinsey. In addition, our legal and cybersecurity behaviors. This
systems are deployed with security built team ensures that all vendor agreements simulation helps learners to identify
in. Our objective is to implement best- include appropriate representations and high-risk situations, practice taking risk-
in-class defenses, including technical obligations respecting the protection, mitigating actions, and understand their
solutions, governance, and employee processing, and transfer of the firm’s responsibility in protecting the firm and
capability building. Systems and controls data, including personal data where our clients. In addition, we run regular
are designed to meet ISO/IEC 27001 relevant. Our security-operations center phishing campaigns to help employees
standards, in combination with industry is designed to ensure a high level of improve their ability to identify
best practices. An independent third party information security for McKinsey’s and handle phishing emails.
assesses McKinsey’s information-security applications (internal and external),
99%
organization and its security program systems, and all related data by providing
every year based on the ISO 27001 best‑in‑class security-incident detection,
standard (2013) and additional technical analysis, containment, and mitigation. of colleagues completed training
courses covering data-privacy
testing of the McKinsey environment. principles, data-protection practices,
and cybersecurity behaviors

Acting responsibly
Promoting transparency
and accountability
This report serves as our third About our social responsibility representing all regions. Each region
Communication on Progress to the Our commitment to making a difference is also supported by teams that help
UN Global Compact (UNGC), which we in society is embedded in everything implement global priorities while tailoring
signed in 2018. As we continue our social we do. Our commitment starts at the environmental and social responsibility
responsibility journey, we seek to further highest levels of our firm, with our social initiatives to meet regional needs and
increase transparency and accountability and environmental goals supported by interests. Finally, our policies and
to our clients, our people, and other our global managing partner and with practices are embedded in individual
stakeholders. oversight from board-level committees functions and groups across our firm, each
and leadership. with clear leadership responsibilities.
To that end, we are strengthening our
reporting by aligning with recognized The delivery of our environmental Beyond these formal organizational
reporting frameworks. We continue to and social responsibility goals and structures, we encourage and recognize
align to the Global Reporting Initiative approach is supported by a dedicated colleagues’ contributions to social
(GRI) Standards, and in 2020, we became social responsibility team and guided responsibility through a variety of formal
a signatory to the World Economic by the Social Responsibility Council, and informal channels.
Forum’s Stakeholder Capitalism Metrics a global committee of both internal
framework and will begin reporting in line and client‑facing senior firm leaders
with the Task Force on Climate‑related
Financial Disclosures (TCFD), which we
formally supported in February 2021.
For more information on how we are
addressing the Ten Principles of the
UNGC and how we are satisfying the
requirements of GRI and other global
standards, please see the reporting
and data section.

Reporting and data 70
Reporting
and data
1
Materiality and
2
WEF Stakeholder
3
GRI Index
stakeholder engagement Capitalism Metrics Our report has been prepared in
We incorporate the perspectives of our In 2020, we were one of the first 60 accordance with the Global Reporting
stakeholders to inform our goals, shape our organizations to sign the World Economic Initiative (GRI) Standards: Core Option.
practices, and refine our reporting. Forum’s Stakeholder Capitalism Metrics
initiative. This is our first report.
page 71 page 77 page 82
4
UNGC Index (Advanced)
5
Data tables
6
GHG reporting
Our report, together with this Index, To support transparency and methodology
serves as our third Communication on accountability, we provide data on Our greenhouse gas (GHG) emissions
Progress to the United Nations Global our material topics. are calculated in line with the GHG
Compact (UNGC). Protocol Corporate Standard,
following best practices.
page 98 page 104 page 110

Reporting and data Materiality and stakeholder engagement 71

Details of our materiality assessment
In 2020, we conducted a comprehensive materiality assessment, in accordance with Global Reporting Initiative
(GRI) Standards, to reflect our growing business, strategy, and stakeholder expectations. The assessment evaluated
the topics from our previous materiality efforts, plus a broader set of topics developed from detailed benchmarking
across our industry and analysis of relevant global standards and frameworks. With the help of an external firm, we
applied GRI principles and definitions to guide our materiality process, topics, and prioritization.
1 2 3 4
Step One: Step Two: Step Three: Step Four:
Topic identification Engagement Prioritization Review and finalization
Through external research, We conducted dozens of Building on the insights gained Our materiality working team,
industry benchmarking, review interviews and thousands from the first two steps, we represented by members of
of leading global reporting of surveys with relevant worked with internal leaders Global Social Responsibility,
standards, and a review and credible internal and stakeholders to define communications, and relevant
of internal documents, we and external stakeholder weightings by stakeholder governance groups, reviewed
identified 23 material ESG- groups to understand their groups and align these topics and finalized the material topics,
related topics of importance perspectives and priorities on x- and y-axes, which which included, in some cases,
to stakeholders and on which related to these topics. We generated our preliminary consolidating topics. This step
McKinsey has an impact. also reviewed emerging trends materiality matrix. generated the 18 topics in our
to understand how these final materiality matrix. We also
topics may evolve and to help discussed the opportunities
inform how we address the to address these topics in our
boundaries for these topics, internal operations, in our client
including in our operations, in work or research, or in our
our client work and research, supply chain, as is reflected in
or in our supply chain. More our reporting.
detail on the stakeholders we
engaged follows.


Stakeholders engaged
The way we manage our firm and the decisions that we make affect a range of stakeholders, including our clients,
our people (current, former, and future colleagues), and our suppliers, as well as our communities. We regularly use
information from various touchpoints with these stakeholders to inform our goals, shape our practices, and refine
our reporting. In 2020, we engaged thousands of stakeholders to deepen and refine our understanding of their
expectations and priorities.
Our clients Our suppliers Our communities

We communicate regularly with clients We have dedicated supplier-management McKinsey has offices in more than 130
by soliciting formal and informal teams that work with and hear directly cities. These communities are home to
feedback, and we analyze client requests from suppliers about topics including which our clients and their stakeholders and
for proposals (RFPs) and other inquiries procurement and other practices matter to to our own people and their families. We
(for example, via third-party platforms them. Our Supplier Code of Conduct sets want these communities to be inclusive,
and assessments) to identify trends out our expectations of suppliers, and via sustainable, and prosperous places to live
in the issues that are most important the supporting environmental, social, and and to work. We support more than 600
to them. In 2020, we interviewed and governance (ESG) questionnaire, we gain nonprofits per year, and our interactions
surveyed global clients from diverse insights into their practices, which in turn with them provide valuable insights
industries to test and refine our material inform our activities related to procurement into the needs of our communities from
topics. We also reviewed recent and supplier management. multiple perspectives. To support our 2020
questions and surveys from clients about materiality assessment, we interviewed
In 2020, we interviewed several of our
our ESG practices to better understand leaders of several global and community
largest global suppliers across diverse
their emerging priorities. nonprofits, and we surveyed alumni and
industries and regions to understand their
recruits involved in community engagement
Our people perspectives on McKinsey’s priorities and
and in leadership positions in community-
We draw on multiple formal and informal opportunities for impact across the tested
based organizations.
touchpoints, including surveys and material topics. We also continue to gain
town halls, to incorporate the insights of vendor insights, including ESG-related Civil society
current, future, and previous colleagues. issues and opportunities, from ongoing Our practices and reporting are informed
We also have dedicated teams for supplier-engagement efforts. and shaped by our participation in
recruiting and alumni relations that initiatives such as the UN Global
incorporate feedback from both groups. Compact, the World Business Council for
Sustainable Development, and the World
For our 2020 materiality assessment,
Economic Forum. In 2020, to gather
we reached out via surveys to more than
perspectives of leaders in civil society, we
30,000 colleagues, recruits, and alumni to
interviewed representatives of multisector
understand their perspectives on material
organizations and thought leaders in
topics and priorities. We interviewed a
social responsibility and ESG topics.
broad group of global leaders across
our core internal functions, in addition to
client-facing leaders.


What our stakeholders told us
In 2020, we engaged with thousands of stakeholders to understand their perspectives on and expectations of
our social responsibility and ESG-related priorities. We provide details on what our stakeholders told us, and
what we are doing in response.
Material topic Our stakeholders told us... What we’ve done over the last year Where to learn
(examples) more (page)
Diversity and As a leading voice on diversity, equity, Joined new initiatives and expanded 51
inclusion and inclusion in the workplace, we quantitative data around our
should apply our insights internally and performance. Committed to 10 Actions
expand transparency around how we are to advance racial and social equity in our
delivering through diversity within our firm. firm and beyond. Introduced diversity,
equity, and inclusion training globally
Climate change As a global firm and leading voice Committed to net-zero climate impact by 33
and carbon and adviser on sustainability issues, 2030 and set science-based targets in
emissions we should raise our ambitions around line with a 1.5-degree pathway, along with
our environmental footprint and lead introduction of McKinsey Sustainability,
by example. to help clients innovate to net zero
Enabling clients’ Serving clients represents one of our Expanded “Delivering for Stakeholders,” 20
social and greatest opportunities for impact, which focused on integrating environmental 35
environmental we should highlight beyond our pro and social considerations across all of
impact
bono work. our client work, and are sharing more
extensively how we serve clients to
have positive impact on employees
and communities, for suppliers and
consumers, and for the planet
Ethics and Professional standards are critical to Introduced new initiatives for building 65
anti‑corruption meeting the trust our clients and other awareness and expanding the
stakeholders place in us, and we should professional standards culture in our
increase transparency around how we firm. Increased transparency around
uphold the standards firmwide that ethics and compliance governance and
our clients and other stakeholders management
expect of us.
Client selection Society’s expectations of all companies Increased transparency around our client 50
are rising. For us, this includes how we selection processes and governance, in
select the work we do (and don’t do) and our report and on our website
the potential impacts of that work.


continued
Human rights As with all global firms with a broad Expanded information related to our 63
geographic footprint, expectations are commitments under the United Nations
growing about how we address human Global Compact, supplier processes,
rights in our firm and beyond, including grievance mechanisms, and client
in our supply chain. selection
Data privacy The commitment to data privacy has Shared how confidentiality and 67
taken on even more importance in the information security are managed relative
digital age. We should assure clients and to leading standards and how we ensure
other stakeholders that our practices and training and awareness. Recognized by
policies protect confidentiality and align Guardians of Trust
to latest standards and regulations.
Community We have an opportunity to more actively Expanded our commitment to social 23

engagement and use our knowledge and our capabilities responsibility efforts (with a $2B cash
pro bono to help address the world’s most pressing in-kind commitment over the next
issues by expanding opportunities ten years), and launched three new
for all colleagues to give back to their initiatives to give all colleagues
communities. 1) an opportunity to donate their time,
2) a match from the firm for eligible
donations they make to qualified
nonprofit organizations, and 3) a voice
in firmwide donations to meet needs
in local communities
Employee The pandemic and other challenges Expanded flexibility options, care and 56
well-being from 2020 require us to find new ways wellness offerings, and financial supports
to connect and support our colleagues to help colleagues balance professional
and to address working conditions, and personal priorities in light of the
programs, and resources that support pandemic
safety, well‑being, and physical and
mental health.
Recruiting, We need to continue to find new ways to Expanded recruiting sources significantly, 52
training, and attract and retain top talent and fulfill our and continued to expand personalized 58
development people mission, and ensure our people learning. Moved learning programs
have opportunities to grow and develop online to ensure continued growth and
in flexible work arrangements. development for colleagues


continued
Supplier We should consider our spend as a firm As part of our 10 Actions, committed to 47
sustainability and an opportunity to achieve our broader doubling our spend with diverse suppliers 60
diversity social responsibility goals, including over three years. Delivered tailored
supporting diverse businesses and training for procurement professionals
engaging with suppliers on our broader on several material topics
sustainability and societal goals.
Research We should further focus our thought Published more than 1,500 thought 11
and thought leadership on environmental and social pieces, including more than 600 22
leadership topics, to help leaders understand focused on COVID-related issues, to 37
potential solutions to global challenges. help inform decision making, innovate
to find solutions, and begin to define
the next normal
ESG governance We should continue embedding Increased transparency around 69

and voluntary environmental, social, and governance governance around ESG overall. Joined
standards considerations into decision making the World Economic Forum Stakeholder
across the firm, including by aligning with Capitalism Metrics initiative and became
voluntary standards. a supporter of the TCFD, to continue to
build ESG considerations into the fabric
of our firm
Resource Although our resource footprint is lower Joined Business for Nature to promote 40
efficiency than in many industries, our colleagues solutions to nature loss, published
(energy, water, in particular are looking for us to find thought pieces on resource efficiency,
and waste
ways to minimize our impact on natural and supported clients on resource topics,
management)
resources and to contribute through including pro bono support (eg, Blue
thought leadership and client service. Nature Alliance). As part of our WEF
Stakeholder Capitalism commitment,
starting to share relevant information
on water and nature impacts
Economic Economic impact for communities, As part of our WEF Stakeholder 13

performance employees, partners and other Capitalism commitment, we are
stakeholders should be captured and, looking for opportunities to share
where possible, better quantified meaningful data, and as part of our
and shared. TCFD support, are looking at potential
financial impacts of climate change.
As a private company, we do not
extensively report financial data


continued
Responsible Given our client service and thought Introduced new elements of “Delivering 96
innovation leadership on innovation topics, we for Stakeholders” to bring a focus on
can help companies deliver economic broader stakeholders, including on
value while having a positive impact customers, employees, and the planet,
on society and the environment. We across our client work. Published
should also develop new products and extensively on social implications
processes to integrate top ESG issues of innovation (eg, AI)
into service offerings.
Public stance on We should continue to contribute to Committed publicly to several initiatives, 97

social issues progress and solutions at scale by including Business Ambition for 1.5°C,
drawing upon our own research and became a founding signatory member of
thought leadership, while maintaining our the World Economic Forum’s Partnering
professional independence. for Racial Justice in Business and
Stakeholder Capitalism Metrics initiatives.
Made public statements on racial equity,
which form the basis for our 10 Actions
Compensation We should continue to provide Expanded access to mental wellness and 56

and benefits competitive compensation and offer other offerings. Expanding transparency
employees generous healthcare benefits, around compensation processes through
and expand transparency around how we our participation in the WEF Stakeholder
ensure fair and equitable compensation. Capitalism Metrics initiative

Reporting and data WEF Stakeholder Capitalism Metrics 77

We became a signatory to the World Economic Forum’s Stakeholder Capitalism Metrics initiative in 2020.
Theme Core metric Reference or additional information
Governance
Governing 1. Setting purpose Our purpose as a firm is to help create positive,
purpose enduring change in the world.
See also
About Us > Social responsibility
Quality of 2. Governance Promoting transparency and accountability

governing body composition Delivering through diversity
body
Data tables (Diversity and inclusion)
See also
About Us > Our Leadership
Stakeholder 3. Material issues Our material topics

engagement impacting Materiality and stakeholder engagement
stakeholders
Ethical 4. Anti-corruption Upholding the highest professional standards

behavior
100% of our firm members are required to participate in annual policy certification that
includes relevant policies and practices, including anti-corruption. In addition, our suppliers
are expected to adhere to our Supplier Code of Conduct, which includes our expectations
related to anti-corruption.
McKinsey stands firmly against bribery and corruption in all its forms. We expressly
prohibit any form of bribe or kickback and we are committed to fully comply with the
anti-corruption laws of all the jurisdictions in which we operate. We have strict policies
and professional standards that apply to every member of the firm. Any potential breach
of these ethical standards is subject to comprehensive investigation, with appropriate
action taken. We have clear internal procedures for firm members to report concerns
about values, ethics, and professional conduct.
Additionally, our confidential and impartial Ombud program is available to help firm
members with these and other issues. We recognize there are times when colleagues
may feel the need for an opportunity to raise a concern or ask a question without coming
forward directly to a colleague. For those instances, we have established hotlines as
an alternative vehicle for colleagues to use. Colleagues may ask a question or raise a
concern through an internal link, which is hosted by an external service provider to keep
the information confidential, to the extent permitted by law.
See also
Code of Professional Conduct
Supplier Code of Conduct

Governance, continued
Ethical 5. Protected Upholding the highest professional standards
behavior ethics advice
(continued) See also
and reporting Code of Professional Conduct
mechanisms Supplier Code of Conduct
Risk and 6. Integrating risk and McKinsey assesses risks and opportunities in the short, medium, and long term
opportunity opportunity into to its business. Both opportunities and risks span a number of areas such as
oversight business process reputation, legal, regulatory environment, market, and technology, as well as risks and
opportunities arising from acute/physical impacts of climate change.
For example, a key risk area we focus on is client selection. We systematically assess
client projects across five interrelated dimensions: country, institution, topic, individual,
and operational considerations. Referred to as “CITIO,” this framework is embedded
in the way we assess risk for all our client work. It applies globally, across all sectors,
whether work is formal or informal, paid or unpaid.
We recognize both risks and opportunities posed by climate change to our own
operations, our client service, and our broader stakeholders. We support clients on
sustainability, both through the dedicated efforts of our McKinsey Sustainability
platform and through our efforts focused on Delivering for Stakeholders, a recently
introduced pillar of our social responsibility agenda.
See also
Client selection
About Us > Sustainability
Sustainability > How we help clients
Planet
Climate 7. Greenhouse gas Charting a net-zero future for our firm
change (GHG)
See also
emissions About Us > Sustainability

Planet, continued
Climate 8. Task Force on McKinsey supports and publicly endorses the TCFD framework for climate disclosure.
change Climate‑related We have started implementing the TCFD recommendations and anticipate reporting on
Financial our progress in the near future.
Disclosures (TCFD)
McKinsey has recently set science-based targets, which have been validated by
implementation
the Science Based Targets initiative, to reduce our GHG emissions in line with a
1.5-degree pathway and to reach net-zero climate impact by 2030.
See also
Reaching net-zero climate impact by 2030
TCFD—Supporters
Nature loss 9. Land use and McKinsey’s offices are located primarily in highly developed municipalities and cities.
ecological Given this context, we do not currently measure our impact on land use. For our
sensitivity operations we instead focus our efforts on ensuring that our buildings adhere to high
standards of resource use and efficiency (eg, pursuing green-building certification for
our offices at the LEED Gold or Platinum level, or equivalents). We do not believe our
operations have a material impact on land use and ecologically sensitive areas.
However, in our knowledge work, McKinsey aims to contribute to structural solutions

to issues related to land use and natural capital more broadly, at a global scale.
Recent examples include our reports Valuing Nature Conservation and Nature and Net
Zero, which we published in collaboration with the World Economic Forum.
Freshwater 10. Water McKinsey’s environmental footprint is not water intensive given the nature of our
availability consumption operations, and we do therefore not currently measure our water withdrawals globally.
and withdrawal However, we recognize that out of our 170 operating locations globally (as of year-end
in water-stressed 2020), 52 are in areas of high or extremely high baseline water stress, per the WRI
areas Aqueduct Water Risk Atlas. Currently, 21 of our 52 locations in water-stressed
areas have achieved green-building certification at LEED Gold or Platinum level,
or equivalents—and we are working to further increase this number.
Selected examples of water efficiency measures our offices have taken include:
– Implementing low-flow toilets, urinals, and sink aerators to reduce water use in our
Southern California office.
– Installing faucet aerators that are rated 80% more efficient than prior fixtures in our
São Paulo office.
– Installing a reclaimed water treatment system to treat urban sewage (such as
rainwater) and reuse it as a renewable resource to save domestic water in our
Shanghai office.
We will continue to find ways to minimize our water consumption while also
contributing to structural solutions—for example, by supporting the UN Water
Resilience Coalition as a knowledge partner and adviser.

People
Dignity and 11. Diversity and Delivering through diversity
equality inclusion Data tables (Diversity and inclusion)
See also
About Us > Diversity and inclusion
12. Pay equality McKinsey is committed to providing equal employment opportunities for all firm
members and job applicants. All employment decisions at McKinsey—including
and in particular those related to compensation—are based on legitimate business
needs, job requirements, and individual qualifications, without regard to any other
status, including those protected by the laws or regulations in the locations where
we operate. We comply with all applicable pay equity reporting laws, including the
United Kingdom's gender pay gap reporting obligations. Our latest UK pay report
is available here.
Compensation structures for all McKinsey colleagues are based on thorough and
objective benchmarking and market insights from multiple external sources. Based on
those benchmarks, compensation structures are developed for each role. Individuals
are placed within a predetermined range based on legitimate, non-discriminatory
factors, including, as applicable, relevant skills and experience, performance in role,
and geographic location. McKinsey has robust audit processes in place to ensure
that all colleagues are paid equitably throughout their careers. These efforts are
spearheaded by McKinsey’s internal Pay Equity Service Line, a dedicated function
within Global Compensation that leverages a third-party pay equity audit tool to
provide objective evaluation of and feedback on McKinsey’s compensation structures,
down to the individual employee level and across all of its offices around the world. If
and when adjustments are warranted, they are made.
Finally, McKinsey has taken steps to increase its public commitment to global social
responsibility principles more broadly, including those pertaining to pay equity. To that
end, McKinsey is a member of the World Economic Forum's Stakeholder Capitalism
Metrics initiative as well as the Business Roundtable.
13. Wage level McKinsey is committed to paying all colleagues a living wage. As our pay is based
on thorough and objective benchmarks and market insights from multiple external
sources, our lowest compensation ranges are well above minimum wage including for
entry level positions. For instance, in the United States, our minimum salary exceeds
$20 per hour, nearly three times the federal minimum wage. The vast majority of our
roles are compensated well above that rate, far exceeding the applicable federal, state,
and local minimum wage.

People continued
Health and 14. Risk for incidents Human rights and labor
well-being of child, forced, or
See also
compulsory labor Human rights statement
Modern slavery statement (United Kingdom)
Skills for the 15. Health and safety Supporting our people
future
As a professional-services firm, the risks of industrial accidents in our offices are low.
We do maintain benefits and programs relevant to our industry to support the health,
safety, and physical and mental well-being of our people.
16. Training provided Supporting our people

Data tables (Employee development)
Prosperity
Employment 17. Absolute number In 2020, McKinsey hired more than 5,700 people globally, and personnel turnover was
and wealth and rate of 12.6%.
generation employment
18. Economic McKinsey has revenues in excess of $12 billion.

contribution
19. Financial As a private company, we don’t report financial information on capital expenditures.
investment
contribution
(capex)
Innovation 20. Total R&D How we deliver on our purpose: Developing insights
of better expenses ($)
products and As a private company, we don’t report financial information on R&D. As noted
services on our website, we invest over $700 million per year in knowledge and
capability development.
Community 21. Total tax paid As a private firm, we do not extensively report financial information.
and social
vitality

Reporting and data GRI Index 82
GRI Index
General disclosures
Disclosure & description Reference or additional information
Organizational profile
102-1 McKinsey & Company
Name of the organization
102-2 Overview of McKinsey & Company

Information on activities,
brands, products, and
services employees and
other workers
102-3 McKinsey fact sheet

Location of headquarters
102-4 Locations
Location of operations
102-5 McKinsey fact sheet

Ownership and legal form
102-6 Locations: 130+ cities, 65+ countries

Markets served Functions: 10 business functions
Industries: 21 industries
102-7 McKinsey has revenues in excess of $12 billion.

Scale of the organization
See also
McKinsey fact sheet
Change that Matters
Locations
Functions
Industries
102-8 McKinsey has more than 34,000 colleagues globally. McKinsey offers colleagues multiple
Information on employees opportunities for flexibility. In addition, we are supported by a pool of external workers globally
and other workers who provide specialized expertise or capacity on an as-needed basis.
102-9 Our material topics

Supply chain Materiality and stakeholder engagement
102-10 No significant changes in 2020

Significant changes to the
organization and supply
chain
102-11 Charting a net-zero future for our firm

Precautionary principle We manage our business to reduce, avoid, or mitigate risks.
or approach

GRI Index
General disclosures
continued
Organizational profile, continued

102-12 Collaborating for environmental sustainability
External initiatives Delivering through diversity
See also
About Us > Diversity
Leaders and partners across the firm also participate in external initiatives.
Functions
Industries
102-13 Collaborating for environmental sustainability

External memberships Delivering through diversity
See also
About Us > Diversity
Leaders and partners across the firm also participate in external initiatives.
Functions
Industries
Strategy
102-14 A letter to all our stakeholders
Statement from decision
maker
Ethics and integrity

102-16 A letter to all our stakeholders
Values, principles, standards,
See also
and norms of behavior Our purpose, mission, and values
Participant page, UN Global Compact
102-17 Upholding the highest professional standards

Mechanisms for advice and
See also
concerns about ethics Code of Professional Conduct

GRI Index
General disclosures
continued
Governance
102-18 Promoting transparency and accountability
Governance structure
See also
McKinsey fact sheet
Stakeholder engagement
102-40 Materiality and stakeholder engagement
Stakeholder groups
102-41 Human rights and labor

Collective bargaining
See also
agreements About Us > Code of Conduct
We support the protection of internationally proclaimed human rights and employees’ rights of
freedom of association and to take part in collective-bargaining processes. This information
is not tracked globally, as most colleagues are not covered by collective-bargaining agreements.

Identifying and selecting Materiality and stakeholder engagement
stakeholders

Approach to stakeholder Materiality and stakeholder engagement
engagement

Key topics and concerns Materiality and stakeholder engagement
raised
Reporting practice
102-45 Locations: 130+ cities, 65+ countries
Entities included in the Our social responsibility reporting covers all locations of our firm globally.
consolidated financial
statements

Defining report content and Materiality and stakeholder engagement
topic boundaries

List of material topics Materiality and stakeholder engagement

GRI Index
General disclosures
continued
Reporting practice, continued

102-48 No restatements of information
Restatements of information
102-49 No significant changes

Changes in reporting
102-50 January 1 to December 31, 2020

Date of reporting
Financial year 2020
102-51 June 2020

Date of most recent report
102-52 Annually
Reporting cycle
102-53 McKinsey welcomes your comments and questions regarding this report. Please contact us at
Contact point for questions [email protected].
regarding the report
102-54 This report has been prepared in accordance with the GRI Standards: Core option.
Claims of reporting in
accordance with the
GRI Standards
102-55 2020 Social Responsibility Report (Reporting and data)

GRI Index
102-56 GHG reporting methodology

External assurance We conduct external assurance of our GHG emissions.

GRI Index
Topic-specific disclosures
Economic performance
Explanation of the material Materiality and stakeholder engagement
topic and its boundary

The management approach
We support broader economic outcomes by creating jobs and opportunities through our 130+
and its components
locations in 65+ countries and through our work with our clients. Our mission includes helping
our clients make distinctive, lasting, and substantial improvements in their performance.
103-3 As a private company, we do not extensively disclose financial or operational data. McKinsey has
Evaluation of the revenues in excess of $12 billion.
management approach
201-2 Climate change poses potential financial risks and opportunities to us as a firm, including in our
Financial implications and client service, as we serve hundreds of clients per year on sustainability and climate-related
other risks and opportunities issues. As supporters of the TCFD and participants in CDP, we assess risks and opportunities
due to climate change related to climate change and anticipate providing more information about these in future
reporting cycles.
Ethics: Anti-corruption
See also

GRI Index
continued
Ethics: Anti-corruption, continued

The management approach Upholding the highest professional standards
and its components Anti-corruption
See also

Evaluation of the Data tables (Ethics)
management approach

Communication and training Anti-corruption
about anti-corruption Data tables (Ethics)
policies and procedures Our anti-corruption policy and related policies are made available to all colleagues on our intranet.
In addition, we communicate important elements of our policy to our stakeholders publicly, via
our Social Responsibility Report and our Code of Professional Conduct, which are available for
download on McKinsey.com.
Environmental sustainability: Energy

See also

The management approach Charting a net-zero future for our firm
and its components
See also

Evaluation of the Data tables (Environmental sustainability)
management approach

Energy consumption within Data tables (Environmental sustainability)
the organization

GRI Index
continued
Environmental sustainability: GHG emissions

See also

The management approach Charting a net-zero future for our firm
and its components
See also

Evaluation of the Data tables (Environmental sustainability)
management approach GHG reporting methodology

GHG emissions (Scope 1) Data tables (Environmental sustainability)
GHG reporting methodology



GHG emissions intensity Data tables (Environmental sustainability)

GHG reduction Data tables (Environmental sustainability)
Supplier sustainability and diversity: Environmental assessment

See also

GRI Index
continued
Supplier sustainability and diversity: Environmental assessment, continued

The management approach Supporting social responsibility through our supply chain
and its components
See also
About Us > Supplier Standards
103-3 Supporting social responsibility through our supply chain

Evaluation of the Data tables (Suppliers)
management approach
See also

Percentage of new suppliers Data tables (Suppliers)
that were screened using All (100%) suppliers are expected to adhere to our Supplier Code of Conduct, which includes
environmental criteria environmental criteria, including managing the environmental footprint.
Employee development: Employment benefits

See also

The management approach Supporting our people
and its components
See also
103-3 Supporting our people

Evaluation of the Data tables (Employee development)
management approach

Benefits Data tables (Employee development)

GRI Index
continued
Employee development: Training and development

topic and its boundary Supporting our people
See also
About Us > Our values (People)

The management approach Supporting our people
and its components
See also

Evaluation of the Data tables (Employee development)
management approach

Average hours of training per Data tables (Employee development)
year per employee
In 2020, colleagues in client-facing roles participated in an average of 43 hours of firm-led
training per year, while colleagues in internal roles participated in an average of 18 hours of
training per year, in addition to training opportunities offered by individual locations and practices.
Training participation does not vary materially by gender.

Percentage of employees Data tables (Employee development)
receiving regular
performance and career
development reviews
Diversity and inclusion

topic and its boundary Delivering through diversity
See also
About Us > Our Values (People)

GRI Index
continued
Diversity and inclusion, continued

The management approach Delivering through diversity
and its components
See also
103-3 Delivering through diversity

Evaluation of the management Data tables (Diversity and inclusion)
approach
405-1 Delivering through diversity

Diversity of governance Data tables (Diversity and inclusion)
bodies and employees
Human rights
topic and its boundary Human rights and labor
See also
Human rights statement

The management approach Human rights and labor
and its components
See also

Evaluation of the Data tables (Human rights)
management approach

Employee training on human Data tables (Human rights)
rights policies or procedures

GRI Index
continued
Community engagement
topic and its boundary Helping clients strengthen communities and the workforce

The management approach Helping clients strengthen communities and the workforce
and its components Giving back across the globe
See also
103-3 Helping clients strengthen communities and the workforce

Evaluation of the management Giving back across the globe
approach Data tables (Community engagement)
413-1 Giving back across the globe

Operations with local Data tables (Community engagement)
community engagement
impact assessments, and
development programs
Supplier sustainability and diversity: Supplier social assessment

See also
Modern Slavery Statement (United Kingdom)
We screen new suppliers for social criteria, including upholding human rights and operating
workplaces free of discrimination.
The management approach Supporting social responsibility through our supply chain
and its components
See also
Evaluation of the management Data tables (Supplier sustainability)
approach

GRI Index
continued
Supplier sustainability and diversity: Supplier social assessment, continued

Percentage of new suppliers Data tables (Supplier sustainability)
that were screened using All (100%) suppliers are expected to adhere to our Supplier Code of Conduct.
social

topic and its boundary Upholding the highest professional standards
Data privacy and standards

The management approach Data privacy and standards
and its components
See also
103-3 Data privacy and standards

Evaluation of the management Data tables (Data privacy and security)
approach
418-1 Data privacy and standards

Substantiated complaints Data tables (Data privacy and security)
concerning breaches of As described in our report, we have extensive practices in place to ensure data privacy. For
customer privacy and losses example, systems and controls are designed to meet ISO/IEC 27001 standards, in combination
of customer data with industry best practices. Our security operations center ensures a high level of information
security for McKinsey’s applications (internal and external), systems, and all related data by
providing best-in-class security-incident detection, analysis, containment, and mitigation.
Complaints, if any, are considered confidential to our firm.
Enabling client social and environmental impact

topic and its boundary How we deliver on our purpose: Serving clients
Embedding sustainability across our client work
Helping clients strengthen communities and the workforce

GRI Index
continued
Enabling client social and environmental impact, continued

The management approach Materiality and stakeholder engagement
and its components How we deliver on our purpose: Serving clients
Serving those who serve society
Building a platform to help clients reach net zero
103-3 How we deliver on our purpose: Serving clients

Evaluation of the management Building a platform to help clients reach net zero
approach Embedding sustainability across our client work
See also
McKinsey Sustainability
Public & Social Sector Practice: How we help clients
Organization Practice (Talent, Diversity and Inclusion): How we help clients
Research and insights

topic and its boundary How we deliver on our purpose: Developing insights
The management approach How we deliver on our purpose: Developing insights
and its components
See also
About Us: Powered by knowledge
McKinsey Global Institute
As the business and economics research arm of McKinsey, we publish in-depth analyses that
provide leaders with insights to make management and policy decisions.
McKinsey Client Capabilities Network
The network of 2,500+ knowledge and research professionals helps us enable impact through
our proprietary knowledge and capabilities.
McKinsey Quarterly
COVID Response Center
103-3 How we deliver on our purpose: Developing insights
Evaluation of the management Strengthening communities and societies
approach Shaping environmental sustainability

GRI Index
continued
ESG standards
topic and its boundary Selecting our client work
Upholding the highest professional standards
Promoting transparency and accountability

The management approach Promoting transparency and accountability
and its components Selecting our client work
Our participation in several ESG organizations informs our approach to ESG, and we seek
to incorporate these standards into our operations. For example, we participate in CDP, are
signatories to the World Economic Forum Stakeholder Capitalism Metrics initiative, support the
Task Force on Climate-related Financial Disclosures (TCFD), are members of the World Business
Council for Sustainable Development, and participate in the UN Global Compact.
See also
About Us > Professional standards

Evaluation of the Selecting our client work
management approach
Client selection
topic and its boundary Selecting our client work
See also
Client selection
The management approach Selecting our client work
and its components
See also
Client selection

GRI Index
continued
Client selection, continued

103-3 Selecting our client work
Evaluation of the
See also
management approach Client selection
Responsible innovation
topic and its boundary Serving those who serve society

The management approach Harnessing our capabilities: Developing insights
and its components Serving those who serve society
See also
About Us: Always innovating
McKinsey Global Institute, Technology and Innovation
McKinsey Global Institute, Natural Resources
McKinsey’s partnership with the World Economic Forum
103-3 Harnessing our capabilities: Developing insights

Evaluation of the Serving those who serve society
management approach Building a platform to help clients reach net zero
See also
About Us: Always innovating

GRI Index
continued
Public stance on social issues

See also
Client selection

The management approach Promoting transparency and accountability
and its components
See also
United Nations Global Compact
Statement related to racial justice
Statement on Voting Rights (Business Roundtable)
Statement on the Purpose of the Corporation (Business Roundtable)
Business Ambition for 1.5°C
Client selection

Evaluation of the
management approach

Reporting and data UNGC Index 98
UNGC Index We support:
In April 2018, McKinsey became a participant in the United Nations Global Compact, a set of Ten Principles
covering the areas of human rights, labor, environment, and anti-corruption. This report serves as our third
Communication on Progress in implementing the principles of the UNGC and supporting broader UN goals.
The tables show where relevant content can be found in this report.
UN Global Compact
Disclosure Advanced-level criteria Report section or other reference
Human rights 1. Businesses should support and Supporting social responsibility through our supply chain
respect the protection of internationally Upholding the highest professional standards
proclaimed human rights; and Human rights and labor
See also
2. make sure that they are not complicit in Supporting social responsibility through our supply chain
human rights abuses. Upholding the highest professional standards
See also
Labor 3. Businesses should uphold the freedom Supporting social responsibility through our supply chain
of association and the effective Upholding the highest professional standards
recognition of the right to collective Human rights and labor
bargaining;
4. the elimination of all forms of forced Supporting social responsibility through our supply chain
and compulsory labor; Upholding the highest professional standards
5. t he effective abolition of child labor; Supporting social responsibility through our supply chain
and Upholding the highest professional standards
6. the elimination of discrimination Supporting social responsibility through our supply chain
in respect of employment and Upholding the highest professional standards
occupation. Human rights and labor
Environment 7. Businesses should support Charting a net-zero future for our firm
a precautionary approach to Supporting social responsibility through our supply chain
environmental challenges; See also
Environmental statement

continued
UN Global Compact
Environment, 8. undertake initiatives to promote Building a platform to help clients reach net zero
continued greater environmental responsibility; Embedding sustainability across our client work
and Shaping environmental sustainability
Supporting social responsibility through our supply chain
See also
9. encourage the development and Building a platform to help clients reach net zero
diffusion of environmentally friendly Embedding sustainability across our client work
technologies. Shaping environmental sustainability
Anti-corruption 10. Businesses should work against Supporting social responsibility through our supply chain
corruption in all its forms, including Upholding the highest professional standards
extortion and bribery. Anti-corruption
See also
Implementing 1. The Communication on Progress (COP) A letter to all our stakeholders
the Ten describes mainstreaming into corporate Our material topics
Principles into functions and business units. Materiality and stakeholder engagement
strategies and
operations Supporting social responsibility through our supply chain
See also
Client selection
2. The COP describes value chain A letter to all our stakeholders

implementation. Our material topics
See also
Client selection

Advanced Index
UN Global Compact
Human rights 3. The COP describes robust Giving back across the globe
Robust commitments, strategies, or policies in Delivering through diversity
human rights the area of human rights. Human rights and labor
management Supporting social responsibility through our supply chain
policies and Upholding the highest professional standards
procedures Promoting transparency and accountability
See also
4. The COP describes effective Materiality and stakeholder engagement

management systems to integrate the Giving back across the globe
human rights principles. Delivering through diversity
See also
5. T
he COP describes effective Delivering through diversity
monitoring and evaluation mechanisms Human rights and labor
of human rights integration. Supporting social responsibility through our supply chain
Data tables (Human rights)
See also
Labor 6. The COP describes robust Delivering through diversity

Robust labor commitments, strategies, or policies Supporting our people
management in the area of labor. Supporting social responsibility through our supply chain
policies and Upholding the highest professional standards
procedures
See also
About Us > Our values

Advanced Index
continued
UN Global Compact
Labor, continued 7. The COP describes effective Materiality and stakeholder engagement
Robust labor management systems to integrate Delivering through diversity
management the labor principles. Supporting our people
policies and Supporting social responsibility through our supply chain
procedures Upholding the highest professional standards
See also
About Us > Our values
8. T
he COP describes effective Delivering through diversity
monitoring and evaluation mechanisms Supporting our people
of labor principles integration. Supporting social responsibility through our supply chain
Data tables (Employee development)
Data tables (Human rights)
See also
Environment 9. The COP describes robust Building a platform to help clients reach net zero
Robust commitments, strategies, or policies in Embedding sustainability across our client work
environmental the area of environmental stewardship. Shaping environmental sustainability
management Charting a net-zero future for our firm
policies and Working with our suppliers on environmental sustainability
procedures Supporting social responsibility through our supply chain
See also
Sustainability
10. The COP describes effective Charting a net-zero future for our firm
management systems to integrate the Working with our suppliers on environmental sustainability
environmental principles. Supporting social responsibility through our supply chain
See also
Sustainability
11. The COP describes effective Charting a net-zero future for our firm
monitoring and evaluation mechanisms Data tables (Environmental sustainability)
for environmental stewardship. GHG reporting methodology

Advanced Index
continued
UN Global Compact
Anti-corruption 12. The COP describes robust Materiality and stakeholder engagement
Robust commitments, strategies, or policies in Upholding the highest professional standards
anti‑corruption the area of anti-corruption. Anti-corruption
management Supporting social responsibility through our supply chain
policies and
See also
procedures
13. T
he COP describes effective Upholding the highest professional standards
management systems to integrate the Anti-corruption
anti-corruption principles. Supporting social responsibility through our supply chain
See also
14. The COP describes effective Upholding the highest professional standards
monitoring and evaluation Supporting social responsibility through our supply chain
mechanisms for the integration Promoting transparency and accountability
of anti-corruption. Data tables (Ethics)
Data tables (Supplier sustainability and diversity)
Taking action 15. The COP describes core business Our commitment to the SDGs
in support of contributions to UN goals and issues. How we deliver on our purpose: Developing insights
broader UN
How we deliver on our purpose: Serving clients
goals and issues
16. T
he COP describes strategic social Our commitment to the SDGs
investments and philanthropy. Giving back across the globe
Data tables (Community engagement)
17. T
he COP describes advocacy and A letter to all our stakeholders
public policy engagement. Our commitment to the SDGs
How we deliver on our purpose: Developing insights
GRI Index (Public stance on social issues)
18. T
he COP describes partnerships and Our commitment to the SDGs
collective action. Giving back across the globe
How we deliver on our purpose: Developing insights
How we deliver on our purpose: Serving clients
Shaping environmental sustainability
Data tables (Community engagement)

Advanced Index
continued
UN Global Compact
Corporate 19. The COP describes CEO commitment A letter to all our stakeholders
sustainability, and leadership. Promoting transparency and accountability
governance, and
leadership 20. The COP describes board adoption A letter to all our stakeholders
and oversight. Promoting transparency and accountability
WEF Stakeholder Capitalism Metrics: Governance
21. T
he COP describes stakeholder A letter to all our stakeholders
engagement. Our material topics

Reporting and data Data tables 104
Data tables
We continue to increase transparency around our most material topics, in line with our commitments to the
Global Reporting Initiative and the World Economic Forum Stakeholder Capitalism Metrics initiative.
Diversity and inclusion: Global governance bodies

2018 2019 2020
Percentage of representation on the elected Shareholder Council

(equivalent of firm’s board), Global
Number, total members 30 30 29
Percentage, women 20.0% 23.3% 20.7%
Percentage of representation on Partnership Service Team

(executive committee), Global
Total members 16 16 17
Diversity and inclusion: Global workforce

2018 2019 2020
All colleagues
Managers
Leadership1
New hires
1. All client-facing partners, associate partners, and other senior firm leaders.

Data tables
continued
Diversity and inclusion: US workforce

2018 2019 2020
Number of colleagues (US only) 8,836 9,301 9,711
Race/ethnicity (US only) 1

Black or African American 4.0% 4.4% 4.6%
Asian 26.9% 26.0% 26.1%
White 58.7% 57.7% 56.0%
Hispanic or Latino 6.9% 7.2% 7.2%
Other 4 3.4% 4.8% 6.2%
Other diversity groups (US only)

Veteran 1 2.0% 1.9% 2.1%
LGBT 2 4.5% 4.7% 5.0%
Disability 1
1.3% 1.5% 1.5%
1. EEO categories. Based on voluntary self-identification.

2. Based on voluntary self-identification.
4. Other includes two or more races, American Indian, Hawaiian or Pacific Islander, and those who chose not to report race/ethnicity data.

Data tables
continued
Diversity and inclusion: US workforce, continued

2018 2019 2020
Managers (US only)

Asian 28.8% 27.8% 28.2%
White 60.7% 59.2% 58.3%
Other 4 2.3% 4.4% 5.3%
Leadership (US only) 1, 3

Asian 27.0% 26.7% 27.3%
White 62.8% 62.6% 61.3%
Other 4 4.4% 4.7% 5.2%
Diversity and inclusion: US workforce (new hires)

2018 2019 2020
Number of new hires (US only) 1,887 1,776 1,491

Asian 29.2% 26.1% 31.1%
White 53.1% 52.5% 45.8%
Other 4 4.8% 7.7% 10.3%
Other diversity groups (US only)

Veteran 1 3.4% 3.1% 4.1%
LGBT 2 5.6% 6.0% 6.5%
Disability 1 1.6% 1.8% 1.1%
1. EEO categories. Based on voluntary self-identification.

2. Based on voluntary self-identification.
4. O ther includes two or more races, American Indian, Hawaiian or Pacific Islander, and those who chose not to report race/ethnicity data.

Data tables
continued
Environmental sustainability
2017 2018 2019 2020
Emissions (thousand tCO2e)1

Total GHG emissions (market-based) 780 787 743 223
Total GHG emissions (location-based) 779 812 764 238
Net GHG emissions 2 0 0 0 0
Scope 1 16 16 15 12
Scope 2 (market-based) 29 5 3 3
Scope 2 (location-based) 28 26 23 17
Scope 3 (market-based) 735 767 725 208
Scope 3 (location-based) 735 770 726 209
Intensity (market-based GHG emissions per capita) 0.0295 0.0264 0.0238 0.0070
Percent reduction in market-based GHG emissions versus 2017
Scopes 1 and 2 - 54% 60% 67%
Scope 3 - (4%) (1%) 72%
Energy and electricity consumption

Total, Energy consumed (MWh) - 119,085 119,267 95,791
Total, Consumption of fuel (MWh) - 56,717 55,480 45,624
Total, Consumption of purchased or acquired electricity (MWh)3 - 53,180 54,095 40,651
Total, Consumption of purchased or acquired heat (MWh) - 9,188 9,693 9,516
Percent, Consumption of renewable electricity - 86.7% 94.9% 95.0%
1. Externally assured under ISO 14064-3.

2. Verified by South Pole, closely aligned to PAS-2060. 2017-20 market-based carbon footprint fully offset.
3. Purchased or acquired electricity excludes electricity generated through backup gen-sets on-site (included in consumption of fuel).

Data tables
continued
Supplier sustainability and diversity

2018 2019 2020
Screening of new suppliers

Percent, New suppliers screened on environmental criteria1 100%2 100% 100%
Percent, New suppliers screened for social criteria1 100%2 100% 100%
Training
Percent, Procurement team colleagues who have received specialized training on - - 100%
sustainable procurement, risk, and ethics2
Human rights
2018 2019 2020
Training
Percent, Employees required to participate in learning related to human rights issues 100% 100% 100%
(eg, diversity, anti-discrimination) 3

2018 2019 2020
Training
Percent, Employees completing information security training (data-privacy principles, 99% 99% 99%
data-protection practices, and cybersecurity)
Ethics
2018 2019 2020
Training
Percent, Employees required to participate in policy certification 100% 100% 100%
1. New suppliers expected to adhere to Code of Conduct.

2. Introduced in 2020.
3. Addresses topics such as client selection, personal conduct. We don’t have an hours breakdown specifically focused on human rights.

Data tables
continued
Community engagement
2018 2019 2020
Number, Nonprofit organizations supported (pro bono, board service, volunteering) 600+ 600+ 600+
Percent, Regions participating (pro bono, charitable giving, volunteering, board service) 83% 83% 100%
Spend on social responsibility initiatives - - $150M
Hours dedicated to social responsibility initiatives - 125,000 222,000
Employee development
2018 2019 2020
Percent, FTEs with access to medical benefits1 100% 100% 100%

Percent, Colleagues receiving annual performance reviews 100% 100% 100%
Percent, Colleagues with access to personalized career plan 100% 100% 100%
Percent, FTEs who have access to career- or skills-related training 100% 100% 100%
Average hours, Training per year per consultant (centrally provided training), 46 47 43
in person and digital
Average hours, Training per year per internal staff (centrally provided training), 10 14 18
in person and digital
1. All (100%) of FTEs have access to relevant benefits according to their location, regional regulations, role, and other factors.

Reporting and data GHG reporting methodology 110
Our greenhouse gas (GHG) emissions (for example, well-to-tank emissions, with the criteria of South Pole’s Climate
are calculated in line with the GHG transmission, and distribution losses), Neutral Company label. Our GHG
Protocol Corporate Standard, covering and emissions related to purchased footprint was independently verified
material emission sources across goods, vehicles not owned or controlled, under the ISO 14064-3 standard.
Scopes 1, 2, and 3. outsourced activities, and waste disposal.
Scope 1 and 2 emissions are calculated
Scope 1 emissions include all direct GHG In 2020, we included several new using survey data covering 97 percent
emissions, such as fugitive emissions emission sources for the first time, of our offices. When data were missing,
and those from combustion in owned including home energy use (to reflect the estimates were used. Scope 3 emissions
or controlled boilers, diesel backup pandemic-related shift to remote work), are mainly calculated based on mileage
generators, and vehicles; Scope 2 and cloud computing—both in Scope 3. (air travel and ground transportation), stay
covers indirect GHG emissions from the duration (hotels), energy consumption
Our methodology follows best practices,
generation of purchased electricity, heat, (upstream emissions from purchased
such as using scientifically robust
or steam; and Scope 3 encompasses fuels and electricity), spend (purchased
and up-to-date emission factors and
other indirect emissions, such as those goods and outsourced activities), industry
including a radiative forcing index of 1.9
from business travel, upstream emissions benchmarks (waste disposal), and usage
for air travel. Our reporting covers all
from purchased fuels and electricity data (cloud computing).
material emission sources and complies
Market-based and location-based reporting

The table below provides an overview of our GHG footprint using both a market- and location-based
approach. The market-based figures reflect our procurement choices, such as renewable-energy
purchases via contractual mechanisms, whereas the location-based figures reflect the average carbon
intensity of the grids where our energy consumption occurs.
GHG emissions (thousand tCO2e)

Market-based Location-based
2018 2019 2020 2018 2019 2020
Scope 1: Direct GHG emissions 15.7 14.7 11.6 15.7 14.7 11.6
Scope 2: Energy indirect GHG emissions 5.1 3.4 3.2 26.4 22.9 17.1
Scope 3: Other indirect GHG emissions 766.7 724.8 207.8 769.6 726.2 209.3
Total GHG emissions 787.5 742.9 222.5 811.7 763.8 238.0
Note: Figures may not sum to total, because of rounding.

Learn more online at:
mckinsey.com/about-us/social-responsibility
We welcome your comments and questions

regarding this report. Please contact us at:
[email protected]

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Social Responsibility Report 2020

As the coronavirus crisis strained healthcare

McKinsey & Company Social Responsibility Report 2020

02 A letter to all our stakeholders 09 How we deliver on our purpose

Strengthening Protecting Living our

29 Generation 40 Rethinking Recycling 69 Promoting transparency and

Reporting and data 71

McKinsey & Company Social Responsibility Report 2020

A letter to all our This report serves as our third

When the health crisis was joined by a moment of reckoning in

McKinsey & Company Social Responsibility Report 2020

McKinsey & Company Social Responsibility Report 2020

people reside in countries

McKinsey & Company Social Responsibility Report 2020

1 million+ The Emotion Archive

McKinsey & Company Social Responsibility Report 2020

Working toward racial

McKinsey & Company Social Responsibility Report 2020

McKinsey & Company Social Responsibility Report 2020

$2 billion $150 million

McKinsey & Company Social Responsibility Report 2020

Serving clients Developing insights

Giving back Acting responsibly

McKinsey & Company Social Responsibility Report 2020

How we deliver on our purpose

Learn more about how we are

Dame Vivian Hunt: The path to more

More than a mission statement: How the

McKinsey & Company Social Responsibility Report 2020

How we deliver on our purpose

McKinsey and the McKinsey Global Institute (MGI) have a long

2020 year in review: Highlights from our publishing

McKinsey Global Institute Selected highlights from MGI in 2020

McKinsey & Company Social Responsibility Report 2020

How we deliver on our purpose

making a positive impact. – McKinsey Grants: Supporting nonprofits, selected by

Throughout this report, we will highlight the ways in which our

McKinsey & Company Social Responsibility Report 2020

How we deliver on our purpose

For example, in 2020, we became a founding signatory

Our WEF Stakeholder Capitalism Metrics commitment: Highlights from 2020

Governance Planet People Prosperity

30% Net-zero 46% 34,000+

223 ktCO2e 5,700+

of colleagues have access of colleagues receive

McKinsey & Company Social Responsibility Report 2020

Our material topics

Strengthening our communities Protecting our planet Living our values

Enabling client impact

Research and insights Data privacy and security

Compensation and benefits Resource efficiency

McKinsey & Company Social Responsibility Report 2020

McKinsey & Company Social Responsibility Report 2020

McKinsey & Company Social Responsibility Report 2020

2020 highlights Delivering for stakeholders—

Engaging with organizations supporting racial equity

$5 million dignity at home, developed with Swedish

donated in 2020 to more than 35+ nonprofits

Learn more about how we are

Dame Vivian Hunt: The path to more

More than a mission statement: How the

2020 year in review: Highlights from our publishing

“What we have been able to do in terms of

How award-winning design is helping older

Black Leadership Academy

McKinsey Institute for Black Economic Mobility

Learn more about Feeding America

Learn more about the Juntos Conference

“The Trinity Challenge is a new way for us to

“Millions of people have lost work due to 260,000+

supported the healthcare‑worker community Learn more about Generation

Read more about our Day of Service