2022

Environmental,
Social andGovernance
ReportIntroduction

Health Equity &Access to Healthcare

Scientific Innovation

Our People

Inclusion & Diversity

Environmental
Responsibility

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

Table of Contents
Introduction

Health Equity& Access to
Healthcare

Scientific
Innovation

14

27

Our People

Inclusion &Diversity

Environmental
Responsibility

35

46

56

Ethics, Integrity,
Quality &GovernanceLooking Ahead

Appendix

84

86

3

70

| 2022 ESG REPORT

2

Introduction
IN THIS SECTION

4

About This Report5

About Bristol Myers Squibb

6

A Letter from Our Chairman and CEO

82022 Performance Highlights

92022 ESG Highlights

10

Our Approach to ESG

11

U.N. Sustainable Development Goals

13

Progress on Our Company
ESG Commitments

Introduction

Health Equity &Access to Healthcare

Scientific Innovation

Our People

Inclusion & Diversity

Environmental
Responsibility

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

About This Report
Scope

External Verification

This report details our performance on Environmental, Social andGovernance (ESG) topics and contains primarily non-financial disclosurescovering the period from January 1, 2022 through December 31, 2022.
Certain company updates, such as select signature programs launched in
the first half of 2023, plans for future reporting and disclosures may also be
included in this report.

Our Scope 1, 2 and 3 greenhouse gas (GHG) emissions and water data havebeen externally verified with limited assurance. Additional information on our
GHG emissions calculation methodologies and assurance certificates can befound in the Appendix.

Reporting Frameworks
In 2022, we expanded our ESG reporting with increased transparency and more
disclosures in alignment with leading ESG reporting frameworks, including:  • The Global Reporting Initiative (GRI)• The Sustainability Accounting Standards Board (SASB) guidelines   
In addition, this report is written in accordance with the Biopharma Investor
ESG Communications Guidance 4.0, which was developed by the Biopharma
Investor ESG Communications Initiative, part of the Biopharma Sustainability
Roundtable (BSRT).
We follow the guidance of SASB’s Fundamentals of Sustainability
Accounting (FSA) on terminology and use the terms “ESG” and“sustainability” interchangeably.
For more information on our governance profile, including the composition of
our company’s Board of Directors and oversight of strategy and key enterpriserisks, as well as our ESG goals and commitments, please read this reportin conjunction with our 2023 Proxy Statement.

| 2022 ESG REPORT

4

Health Equity &Access to Healthcare

Introduction

About Bristol
Myers Squibb
Bristol Myers Squibb is a global
biopharma company committed toharnessing the power of science toaddress some of the world’s mostchallenging diseases.
Our business combines the agility of biotech with the reachand resources of an established pharmaceutical company tocreate a leading global biopharma company. We are proud of
the advancements we have made in oncology, hematology,
immunology and cardiovascular disease, and we are dedicated tohelping patients through our diverse and promising pipeline andnew scientific platforms. We are pursuing therapies at the forefrontof scientific discovery with the goal of bringing an exciting new
generation of life-changing treatments to patients. We aspire to
be at the center of a vibrant healthcare innovation ecosystem,
where academic research centers, biotech and biopharmacompanies all contribute to continued scientific advancement.

Our Focus Areas
Oncology
Cardiovascular
Hematology
Immunology

Scientific Innovation

Our People

Inclusion & Diversity

Environmental
Responsibility

Our Mission
To discover, develop anddeliver innovative medicinesthat help patients prevail overserious diseases.

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Integrity

UrgencyInnovation

Our
Values

Accountability

Appendix

PassionInclusion

Our Vision
To be the world’s leading
biopharma company thattransforms patients’ lives
through science.

Neuroscience| 2022 ESG REPORT

5

Introduction

Health Equity &Access to Healthcare

A Letter from Our
Chairman and CEO

Scientific Innovation

Our People

Inclusion & Diversity

Environmental
Responsibility

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

This report details our ESG goals, strategies and performance, and, equallyimportant, our approach to working with a common purpose. Looking backon last year, I am immensely proud of what our team has accomplished andam inspired by our belief—which has not changed in more than a century—that the most critical ingredient in any product is the integrity of its maker.

Our research and development engine remains strong.
In our labs, we continue to explore innovative ways tohelp patients with a strong pipeline of promising new
medicines that have achieved significant regulatory
and clinical milestones.

At Bristol Myers Squibb(BMS), we recognize
the future of ourcompany, the futureof our society and thefuture of our planet
are inextricably linked.
Our mission to discover, develop anddeliver innovative medicines that help
patients prevail over serious diseases
is at the center of everything we do.
We know that in the years to come,our success will depend on our ability
to continue to execute this mission,
while also continuously improving our
performance in environmental, socialand governance (ESG) factors.

| 2022 ESG REPORTIn 2022 alone, we obtained 18 approvals for new medicines, additional
indications and formulations of currently-marketed medicines in major
markets, and we launched three first-in-class medicines: Opdualag®
for metastatic melanoma, Camzyos® for obstructive hypertrophic
cardiomyopathy and SotyktuTM for moderate to severe plaque psoriasis—
all serious, unmet medical needs. In addition, we strengthened our existing
portfolio and Research and Development (R&D) capabilities through theacquisition of Turning Point Therapeutics, which expanded our precisiononcology portfolio, and strategic partnerships with Evotec, Immatics andOwkin, among others. Using new technology and data sets, we continue toachieve scientific breakthroughs for our patients, innovating next-generation
medicines that have the potential to transform lives.

Achieving such breakthroughs is a formidable challenge for our industry,highlighting the importance of enrolling clinical trial populations that are morereflective of broader patient populations and aligned with the epidemiology ofthe diseases we study.
Clinical trials present opportunities for patients to receive high-quality
care while deepening clinicians’ understanding of the safety and efficacyof exploratory medicines for diverse populations, so that everyone has theopportunity to benefit from medical advancements—regardless of theirbackground or characteristics.
To that end, we have embedded 58% of our trial sites in the most raciallyand ethnically diverse metro regions in the U.S., helping address one of thebarriers to health equity and making it easier for everyone to participate in thedevelopment of our critical, often lifesaving, therapies. We surpassed our initial
goal of 25% by 2021 and are committed to embedding diverse site selection aspart of BMS’ clinical trials going forward.
6

Introduction

Health Equity &Access to Healthcare

Scientific Innovation

As we work collectively to accelerate the availability
and accessibility of innovative medicines, regardlessof where patients live, we are committed to working
with our partners around the world to increase
access and address health inequities.
We have a network of patient support programs, rebates and copay assistanceprograms in the United States and around the world in compliance withapplicable laws and regulations. Our expansion into low- and middle-income
countries (LMICs), which account for more than 80% of the global population,
will help us address global health inequities by enabling broader access to ourinnovative medicines. For example, in 2022, we launched a cross-functionalteam focused on addressing the unique challenges in LMIC markets, such as
underdeveloped healthcare infrastructure, logistical issues in distribution andsupply and affordability.
In addition to addressing inequities related to access to innovative medicines,
in 2022, we made meaningful progress toward our global inclusion anddiversity goals and health equity commitments.

In 2020, BMS and the
BMS Foundation, an
independent charitableorganization, each committed
over five
years,$150M
totaling $300M
by 2025 to accelerate
health equity efforts| 2022 ESG REPORTIn 2020, BMS and the BMS
Foundation, an independent
charitable organization, eachcommitted $150 million over five
years, totaling $300 million to address
health equity efforts. The support todate has enabled patient advocacy
groups, community nonprofits,
academic institutions and otherorganizations to accelerate diseaseawareness and education, improve
equitable access to quality care andadvance health equity policies forunderserved communities.

Our People

Inclusion & Diversity

Environmental
Responsibility

Consistent with our values and our aspiration to serve the varied needs of ourpatients and other stakeholders, BMS is committed to advancing our cultureof inclusion and diversity. We firmly believe diversity is one of our greatest
strengths as an organization. The unique perspectives, experiences and talents
each of our employees bring to BMS contribute to our innovation, culture andbusiness performance. Thanks to our collaborative efforts globally, we have oneof the most diverse leadership teams in the industry.
In 2022, we also made positive progress across our environmental goals,
including a 8.2% reduction in greenhouse gas emissions, surpassing our interim
target threefold, and an ~83.5 % reduction in waste-to-landfill through 2022.

These achievements confirm that our actions aremaking an impact. However, we know we still havemore to do.
That is why, in April 2022, BMS submitted its commitment letter to the Science
Based Targets initiative (SBTi), committing to set science-based emissions
reduction targets to achieve Net-Zero value chain GHG emissions (Scopes 1,
2, and 3) by no later than 2050. In 2022, BMS also executed a 15-year virtual
power purchase agreement (VPPA) for 60 megawatts (MW) at the 240-MW
Cattlemen Solar Park in Texas, marking an important step toward achieving ourgoal of 100% of purchased electricity from renewable sources.

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

In 2022, we made positive progress
toward our environmental goals.

8.2%

reduction acrossScopes 1, 2 & 3compared to 2021

~83.5%

of waste-to-landfill
diverted throughyear-end 2022

In April 2023, we announced that in November 2023, I will retire as CEO
and be succeeded by Chris Boerner. I will continue as Executive Chairmanof the Board. Chris is an exceptional leader who has been an integral partof our success since joining BMS in 2015. He shares my passion for science,commitment to patients and belief in our deeper purpose as a company.
His strategic focus positions him well to capitalize on significant growth
opportunities while delivering on our ESG goals and strategies.
We appreciate your interest in Bristol Myers Squibb.
Thank you for your partnership.
With gratitude,

Giovanni Caforio, M.D.
Chairman of the Board and Chief Executive Officer
at Bristol Myers Squibb

7

Health Equity &Access to Healthcare

Introduction

Scientific Innovation

Our People

Inclusion & Diversity

Environmental
Responsibility

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix2022 Performance Highlights
Significant Pipeline
Advancement in 2022

Strategically Positioned forMultiple Waves of Innovation

18
approvals for Opdivo;
9 Opdivo plus Yervoy
positive registrational
5 topline readouts
invested in research$9.5B and development

9$12.6B
in cash flow fromhigh potential mid-to-late stage$13.1B operating activities
6 registrational
assets acrosstherapeutic areas
reduced debt$~5B
additional indications over15+

approvals in the U.S.,
E.U. and Japan

Launched 3 First-in-Class
Medicines
for obstructive hypertrophic
cardiomyopathy

for moderate to severeplaque psoriasis

for advanced melanoma| 2022 ESG REPORT

new products launched over
~3 years3

Balanced Approach to
Capital Allocation
returned toshareholders5~3 years450+

early-stage assets indevelopment

New Product Portfolio includes Reblozyl® (luspatercept-aamt), Inrebic® (fedratinib),
Onureg® (azacitidine tablets), Zeposia® (ozanimod), Breyanzi® (lisocabtagene
maraleucel), Abecma® (idecabtagene vicleucel), Opdualag® (relatlimab plus nivolumab),Camzyos® (mavacamten) and Sotyktyu™ (deucravacitinib).
2
GAAP and non-GAAP EPS include the net impact of Acquired IPRD charges and licensing
income of ($0.24) per share for the full year 2022. Acquired IPRD refers to certain
in-process research and development charges resulting from upfront or contingent
milestone payments in connection with asset acquisitions or licensing of third-party
intellectual property rights.
3This non-GAAP amount excludes certain costs, expenses, gains and losses and otherspecified items. A reconciliation of GAAP to non-GAAP measures can be found on our
website at bms.com. See “Quarterly Package of Financial Information” available on
bms.com/investors for information on the list of specified items excluded from non-GAAP EPS.
4
Portfolio achievements from 2H 2019-2022.
5
Includes $4.6 billion for dividends paid and $8 billion for common stock repurchases.
18Introduction

Health Equity &Access to Healthcare2022
ESG Highlights
As a leading biopharma company,
we understand our responsibility
extends well beyond discovery,
development and delivery ofinnovative medicines.
Our evolving ESG strategy builds on a legacy ofcomprehensive and global sustainability efforts.

Scientific Innovation

Our People

Inclusion & Diversity

Environmental
Responsibility

Ethics, Integrity,
Quality & GovernanceInclusion & Diversity
Executive representation (Vice President
and above):

6.1% Black/African American (U.S.)
6.1% Hispanic/Latino (U.S.)
49% women (Global)
58%$1B

clinical trial sites in diverse metro areas
global spend with diverse-owned businesses

Health Equity &Access to Healthcare
BMS has distributed nearly $100M in grant funding
to support programs and services, reaching more than
10 million people

Results of refreshed materiality
assessment will be shared later this year

| 2022 ESG REPORT

Progress on expanded 2023 Global
Inclusion and Diversity (GI&D)
goals announced earlier this year
will continue

Distribution of an additional $10M in grantfunding to 17 U.S. organizations focusedon addressing social determinants of health(this forms part of the original $150M
commitment from BMS)

Looking Ahead

Appendix

Environmental
Responsibility
8.2% reduction across Scopes 1, 2 & 3 compared to 2021
Diverted ~83.5% of waste-to-landfill through 2022
Formally committed to the

Science Based Targets Initiative (SBTi)
Set goal to achieve Net Zero by 2050
Executed a 15-year virtual power purchase agreement(VPPA)ESG Strategy
Conducted a global, double ESG materiality
assessment
Expanded ESG operating model to further align withcompany strategy

Issuing our inaugural Task Force on
Climate Related Disclosures (TCFD)
report later this year

9

Introduction

Health Equity &Access to Healthcare

Scientific Innovation

Our Approach to ESG
Bristol Myers Squibb’s commitment to ourpatients, customers, employees, investors, global
communities, suppliers and other stakeholders is
an intrinsic part of how we deliver on our mission
to provide transformative treatments for patientsfacing serious diseases.
Through our ESG strategy, we seek to mobilize our considerable capabilities
and resources to positively impact the communities where we live, work andserve our patients.
Our ESG policies and initiatives reflect our commitment to the uncompromisingquality, integrity, inclusion and accountability that are required of our enterprise.
As we work to transform patients’ lives through science, we operate with effective
governance and the highest ethical standards to deliver on our mission. These
values have been core tenets of who we are, what we do and how we do it since
our company was founded in 1858.

Our People

Inclusion & Diversity

Environmental
Responsibility

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

ESG Governance and Oversight
Living our purpose starts with strong corporate governance, which includes
direct oversight of ESG opportunities and risks, and relevant disclosures by
the Committee on Directors and Corporate Governance of the Board of
Directors. Oversight by this committee strengthens our ability to operatewith the highest levels of quality, integrity and ethics—a critical elementof our ESG strategy.
Our ESG strategy is meaningfully tied to our company’s core businessstrategy, as many ESG issues affect our business performance and outlook.
Accordingly, our governance model links core business considerations with
our ESG framework and ensures engagement and alignment from BMS’ mostsenior leaders, with support from key functional areas that are integrated into
our Enterprise Risk Management (ERM) program. More information regarding
oversight can be found in the Ethics, Integrity, Quality and Governancesection of this report.

Our ESG Focus
We have identified four key tenets that we believe have the greatest impact
internally and externally:

We are committed to ethics, integrity and quality ineverything we do.
We seek to actively improve the health of thecommunities where we live, work and serve.
We value inclusion and diversity.
We honor our long-standing pledge toenvironmental sustainability.

| 2022 ESG REPORT

10

Introduction

Health Equity &Access to Healthcare

U.N. Sustainable
Development Goals
BMS’ mission, vision and valuesalign with the United Nations
Sustainable Development
Goals (U.N. SDGs). We use atransparent process to identify
and prioritize the SDGs that are
relevant to our business.
Mapping SDG Alignment
We utilize the SDG Compass to best map our sustainability
efforts across the enterprise and align our strategy to therealization of the SDGs. We have identified eight of thesegoals in which our core business and philanthropic activities
make significant contributions. These SDGs and some of ourcontributions are detailed to the right and below.

Scientific Innovation

Our People

Inclusion & Diversity

Environmental
Responsibility

Ethics, Integrity,
Quality & GovernanceGood Healthand Wellbeing

Appendix

GenderEquality

Ensure healthy lives andpromote wellbeing for
all at all ages.

Achieve gender equality
and empower all womenand girls.

Ensuring healthy lives is core to what
we do at BMS, and expanding equitable
access to healthcare and our medicines isa major priority.

We believe gender diversity, alongwith racial/ethnic diversity, at all levels
strengthens the foundation of ourcompany and enables innovation.
We achieved global gender parity inemployee representation (at least 50%
women) in 2015.

We are a founding member andcontributor to Access Accelerated, aunique cross-industry collaboration thatseeks to reduce barriers to prevention,
treatment and care for noncommunicablechronic diseases (NCDs) in low- andmiddle-income countries (LMICs)
through health systems strengthening.
Because NCDs are the leading cause ofdeath worldwide, we focus specificallyon accelerating public and private
investment in NCD prevention, treatment
and care. In the last six years, thispartnership has supported over 54 NCD
projects across 37 LMICs and resulted
in 15 government commitments bycatalyzing new public investment. $355
million in additional World Bank funding
for NCDs has been secured, and over 700
million people have been served globally.
Please refer to the Health
Equity & Access to Healthcare
section to learn more about
our efforts in this area.

| 2022 ESG REPORT

Looking Ahead

We have also increased therepresentation of global female
executives (vice president and above)
to 48.7%.
The Bristol Myers Squibb Network of
Women (B-NOW) drives businessperformance by ensuring that all womenat BMS have equal opportunities todevelop and advance globally. As one of
our eight People and Business Resource
Groups (PBRGs), B-NOW’s mission ofprioritizing gender diversity and inclusionis central to our work and culture,ensuring the contributions of women at
BMS are heard, valued, rewarded and—crucially—incorporated into the work we
do for patients.
Please visit the Inclusion& Diversity section of thisreport to learn more.
11

Introduction

Health Equity &Access to Healthcare

Affordable andClean Energy

Ensure access toaffordable, reliable,
sustainable and modern
energy for all.
We recognize the link between
climate change and public health,and our responsibility to manage ourenvironmental footprint responsibly.
We have set ambitious goals, including
our 2030 goal of 100% of purchased
electricity from renewable sources
and to achieve Net Zero emissions in
Scopes 1, 2 and 3 by 2050.
In 2022, we signed a 15-year virtual
power purchase agreement which
will help us achieve these goals.
We also made strides toward
decarbonizing our supply chain byjoining the Energize consortium.
Please visit the Environmental
Responsibility section of this report tolearn more.

| 2022 ESG REPORT

Scientific Innovation

Industry,
Innovation andInfrastructure

Build resilient
infrastructure, promote
inclusive and sustainableindustrialization andfoster innovation.
BMS has committed significant
resources around the world to help build
healthcare infrastructure and capacity.
Our partnerships and sponsorships arefocused on medical areas in which wehave particular expertise.
With the organization BIO Venturesfor Global Health, we are helping build
oncology pharmacy capacity throughdigital and onsite training in Africa.
In partnership with World Childhood
Cancer, 1,822 healthcare providersin Africa have been trained in early
warning signs and symptoms (EWSS)of childhood cancer.
To learn more about our efforts to build
healthcare infrastructure around theworld, please visit the Health Equity &Access to Healthcare sectionof this report.

Our People

Inclusion & Diversity

ReducedInequalities

Reduce inequality within
and among countries.
BMS has made measurable progress
toward our goal to award $150 million
in support of improving health equity.
Nearly $100 million in corporate
giving funding has reached more than
10 million people through programs
and services in the U.S.
Our support has enabled patientadvocacy groups, community
nonprofits, academic institutions andother organizations to acceleratedisease awareness and education,
improve equitable access to qualitycare, and advance health equity
policies for underserved communities.
To learn more, please visit the
Health Equity & Access to Healthcare
section of this report.

Environmental
Responsibility

Ethics, Integrity,
Quality & Governance

Responsible
Consumption
and Production

Looking Ahead

Appendix

ClimateActionEnsure sustainableconsumption andproduction patterns.

Take urgent action tocombat climate change
and its impacts.

We consider every facet of our value
chain and incorporate a science-first
approach to identify opportunities
through which we can make the mostmeaningful global impact. Our efforts
encompass our entire product life
cycle, from how we design and produce
our products to how we deliver themto patients and communities.

We are taking aggressive steps tolower our carbon footprint, including
committing to the Science Based
Targets Initiative (SBTi) in 2022 and toachieving Net Zero emissions in Scopes
1, 2 and 3 by 2050.

We are proud of the progress wehave made across our environmental
commitments, including our goal ofzero waste-to-landfill by 2040. We are
well on track to meet this goal, and wehave diverted ~83.5% of total wasteto-landfill through 2022.
To learn more about how we are doing
our part to make sure our communities
are sustainable, please see theEnvironmental Responsibility
section of this report.

We also support the Carbon Fund’s
carbon offset program to aid in the fightagainst global warming with the Envira
Amazonia Conservation Project. The
project protects nearly 500,000 acres ofpristine rainforest, which includes someof the highest variety of biodiversity on
the planet, and builds schools and healthclinics for rural forest communities.
We continue to drive down emissions,have achieved meaningful progresson waste minimization and renewableelectricity, and have implemented many
green building initiatives.
Our climate action is further detailed
in the Environmental
Responsibility section ofthis report.

12Introduction

Health Equity &Access to Healthcare

Scientific Innovation

Our People

Inclusion & Diversity

Environmental
Responsibility

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

Progress on Our Company ESG Commitments
Health Equity& Access to
Healthcare

Health Equity & Access

Clinical Trial Diversity

Provide $150 million to address health equity and access by 2025

Locate at least 25% of new clinical trial sites in diverse metro areasby the end of 2022

• To date, we have granted nearly $100 million across 481 unique programs topromote health equity and increased access to healthcare• We’ve reached over 10 million people through distributed funding and related
programs and services

The Bristol Myers Squibb
Foundation1• 58% of U.S. clinical trial sites were located in highly diverse communities,
exceeding our initial goal of 25% by the end of 2022

$150M

• In 2022, we gave special focus to the social determinants of health (SDoH) andprovided $10M in grant funding to 17 U.S. nonprofit organizations addressing
patient social care needs

Inclusion& Diversity

Workforce Representation

Supplier Diversity

Achieve gender parity at the executive level globally and double representationfrom June 2020 levels of both Black/African American executives (3.0% to 6.0%)
and Latino/Hispanic executives (3.7% to 7.4%) in the U.S. by the end of 2022

Spend $1 billion with diverse suppliers globally, which includes businesses
owned by individuals who are part of socioeconomically disadvantaged groups
or come from underrepresented racial and ethnic groups, as well as veteransand individuals with disabilities by 2025

• We have more than doubled Black/African American executive (Vice President andabove, VP+) representation in the U.S. from 3% to 6.1%, just exceeding the goal of
6% by the end of 2022

Award $50 million in U.S. health equity grants in
BMS therapeutic areas by 2025
• Through the end of 2022, the Foundation has
awarded $45 million to support 32 grants toadvance health equity in cancer, cardiovasculardisease and immunology• In 2022, we met this goal with over $1 billion of spend with diverse suppliers. We
will strive to sustain this achievement in the ensuing years• We have increased the representation of global female executives (VP+) from 38.9%
to 48.7%, just below the goal of 50% by the end of 2022

Train and develop 250 new investigators who havedemonstrated commitment to serving diverse andmedically underserved communities by 2027

• We have increased the representation of Latino/Hispanic executives (VP+) in the
U.S. from 3.7% to 6.1%, just below the goal of 7.4% by 2022

Environmental
Responsibility• The Foundation established the Winn Award Programwith a $100 million commitment. Currently, 114 earlystage investigator physicians are being trained

Commitments
Receive validation of our science-based emissions reduction targets by SBTi by 2024

Achieve equitable water use by 2040

• We are on track to meet this goal. In April of 2022, we formally committed to
the Science Based Targets Initiative (STBi), and we plan to have our targets
validated by the SBTi by 2024

• We are on track to meet this goal. In 2022, we mobilized our sites to continue
driving water efficiency to help achieve our water reduction goals

100% of purchased electricity from renewable sources by 2030

• We are on track to meet this goal

• We are on track to meet this goal. A significant milestone for us was the executionof a 15-year virtual power purchase agreement (VPPA) with EDP Renewables
North America Cattlemen Solar Park (see page 58 of this report)
Complete transition to a 100% electric vehicle fleet by 2040
• We are on track to meet this goal. In addition to electric vehicles (EVs), we
transitioned to hybrid and plug-in electric vehicles (PHEVs), which now account for
more than 63% of our commercial fleet vehicles in Asia, and 28% of our global fleet

in commitments to
Health Equity andInclusion & Diversity

Provide 250 medical students interested in diversity
in clinical trials a six-week summer immersion
training experience in community-based clinical trial
recruitment by 2027

Achieve Net Zero emissions in Scopes 1, 2 and 3 by 2050
• In 2022, we implemented 44 GHG reduction projects across the enterprise thatare expected to save an estimated 8,500 metric tons CO2e/year• The Foundation is on-track with this commitment,with 44 medical students having completed the training

Reach target of zero waste-to-landfill by 2040
• We are on track to meet this goal

• In addition, the Foundation has also mobilized
approximately $1 million in employee donations
supporting social justice organizations• We are planning or have initiated several landfill diversion initiatives and will bepartnering with multiple suppliers to achieve this goal
• Through year-end 2022, we have diverted ~83.5% total waste-to-landfill

The BMS Foundation is a separate 501(c)(3) nonprofit entity; Bristol Myers Squibb is theprimary donor to the Bristol Myers Squibb Foundation, an independent charitable entity.

1| 2022 ESG REPORT

13

Health Equity& Access to
Healthcare
IN THIS SECTION

15

Health Equity & Access to Healthcare

19

Inclusion & Diversity and Clinical
Trial Efficacy

21

Access to Healthcare

23

How We Create Access

25

Innovation and AccessIntroduction

Health Equity &Access to Healthcare

Scientific Innovation

Our People

Inclusion & Diversity

Health Equity &Access to Healthcare

Expanding Access to Our Medicines

Our vision for health equity and access tohealthcare is for all people and communities
across the globe to attain innovative
medicines—regardless of where they live.

We estimate that in 2022, we donated more thanEnvironmental
Responsibility$3B>156,000

Appendix

worth of medicines to assist
patients in the U.S. at no
cost to these individuals

140

~26M

In addition to access to affordable healthcare services, many non-medical
factors determine health outcomes. These social determinants of health(SDoH) include economic stability, education access and quality, healthcare
access and quality, neighborhood and built environment and social andcommunity context.

BMS’ agreement with the Medicine
Patent Pool (MPP) for voluntary
licensing of atazanivir (ATV/r) allows
for the generic manufacturing in nearly
140 countries of this HIV product.

To date, MPP licenses haveenabled the sale of ~26M
packs of generic ATV/r across
96 countries.

Since the announcement of the BMS Health Equity Commitments in 2020,
we have undertaken numerous initiatives and evolved our business practices
across our organization to help understand how SDoH impact health outcomes
and how BMS can help make a difference. By making health equity a sharedpriority, we have expanded our ethos from one of philanthropy and external
partnerships to one of mutual responsibility.

Looking Ahead

BMS is committed to ensuring that underserved andsocioeconomically disadvantaged communities have accessto our innovative prescription medicines.

In pursuit of that vision, we identify, address and remove the systemic barriers
to health and wellbeing by leveraging our expertise, partners and passion for all
patients and communities. We are engaging team members across the breadthof our enterprise to integrate health equity into how we do business every day,recognizing its importance to our business moving forward.

Health Equity Commitments

Ethics, Integrity,
Quality & GovernanceCountries

Packs“Too many people face barriers that prevent or limit accessto needed healthcare services, which may increase the risk ofpoor health outcomes and perpetuate health disparities. We
are committed to helping patients and impacted communities
overcome their healthcare obstacles. I’m proud of the work
performed by my colleagues globally at BMS and the support thecompany provides to independent charitable organizations to help
patients navigate complex treatments and healthcare journeys.”
John Damonti

Vice President of Corporate Philanthropy and Patient Assistanceat Bristol Myers Squibb| 2022 ESG REPORT

15

Introduction

Health Equity &Access to Healthcare

Scientific Innovation

BMS committed to spending $150 million by2025 to accelerate health equity initiatives.
In 2022, BMS provided over $37 million to fund 225 grants and partnerships
aimed at scaling effective health equity solutions, increasing education andawareness, and supporting specific programs to help eliminate access barriers
for patients. These included 17 grants for proposals focused on SDoH screening
and the integration of medical and social care. Since the announcement of theinitiative in 2020, BMS has provided nearly $100M across 481 grants.

Grant funding is aligned with areas of unmet needs intherapeutic areas aligned with BMS’ priorities:

Oncology
Hematology

Our People

Inclusion & Diversity

Environmental
Responsibility

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

2020-2022 BMS Health Equity Key Statistics

2022 BMS Corporate Giving
Health Equity Commitments$37M+

funds committed

459

225

grants10,804,606

16,619$100M
across 481 grants

745

people reachedthrough programs
and services
Nearlyeducational resources and platforms created
to expand disease awareness and education

people participatedin training eventsand programs

educational eventsand convenings

Cardiovascular
Immunology

Focus for the Grants
Trusted disease awareness and education programs
Equitable access to quality specialty care
Health equity policy and advocacy support
Patient supportive services/social determinants of healthDiversity in clinical trials“What does it mean for Bristol Myers Squibb toembed health equity in everything it does? Number
one is changing ourselves so that we discover, develop
and deliver medicines—and we put inclusivity at the
beginning. Number two is going beyond therapies
because you can distribute the medicine, but it
doesn’t mean the patient will access it.”Patricia Doykos

Executive Director, Global Health & Health Equity
at Bristol Myers Squibb

Health disparities research| 2022 ESG REPORT

16

Introduction

Health Equity &Access to Healthcare

Scientific Innovation

Our People

Inclusion & Diversity

Environmental
Responsibility

Global disparities in cancer
U.S. disparities• Cancer

Looking Ahead

Appendix

Progress to Date on Clinical Trial Diversity

Focus for the Grants• Cardiovascular disease

Ethics, Integrity,
Quality & Governance• Immunologic diseases

In 2022, the BMS Foundation’s Robert Winn Diversity in Clinical Trials Award
Program trained 114 early-stage investigator physicians and provided an
immersive experience in community-based clinical research for 44 qualifying
medical students. Our program is on track to reach our initial commitmentof 250 early-stage investigators and 250 medical students. We have secured
additional support from industry partners, which allows us to expand
our reach and set a new goal of training 308 early-stage investigators
committed to diversity in clinical trials and 308 medical students interested
in community-based clinical research.

Clinical trial diversity

Alongside BMS, the Bristol Myers Squibb
Foundation similarly made a $150 million
commitment in 2020 to address U.S.
health inequities and increase clinical trial
diversity by 2025.
As an independent charitable organization, the BMS Foundation has been focusedon promoting health equity and improving the health of marginalized communities
burdened by serious diseases for nearly 25 years.

Bristol Myers Squibb Foundation 2022 Grant Funding$69.3M+
Funds Committed| 2022 ESG REPORT

25

Grants17

Introduction

Health Equity &Access to Healthcare

Scientific Innovation

Our People

Inclusion & Diversity

Environmental
Responsibility

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

SPOTLIGHT

Addressing Gaps in Healthcare Equity
A number of our clinical trial programs
that are addressing health equity
around the world:• Conducting a Pediatric Crohn’s disease study• Addressing imbalances in clinical trials in Argentina throughthe Essence Project• Elevating the diversity of clinical trials in Australia to include
Aboriginal and Torres Strait Islander peoples• Working with PRIDE and DAWN groups through People andBusiness Resources Group (PBRG) connection• Conducting a survey of our global investigator sites tounderstand their perspectives on how one becomes a sponsor
of choiceSupporting Hispanic Patients Livingwith Autoimmune Disorders
Bristol Myers Squibb is committed to supporting patient communities livingwith autoimmune and immune-mediated conditions by expanding our
impact through patient advocacy and a commitment to health equity.
In 2022, Bristol Myers Squibb supported Global Healthy Living Foundation(GHLF), a 501(c)(3) nonprofit advocacy organization, with the mission to
improve the quality of life for people with chronic illnesses. Our support,
through grant funding, aimed to improve patient-physician communication
among Hispanic patients with Rheumatoid Arthritis (RA) by increasingawareness and understanding of social determinants of health (SDoH),| 2022 ESG REPORT

specifically focused on healthcare access and quality. Through the creationof evidence-based education on access to healthcare literacy, GHLF will
increase health literacy for this underserved community about SDoH and
improve communication between Hispanic patients with RA and theirhealthcare teams.
GHLF will also create patient education content on the SDoH subdomainsof healthcare access and health literacy and utilize a train-the-trainer
model to educate and develop patient leaders, known as Promotores.
GHLF will create a plan of action on how to best replicate this training
and disseminate the content to the larger Hispanic community. This
program also aims to develop and give Promotores access to informationthat can effectively improve patients’ quality of life (QOL). This will bemeasured through a tool GHLF creates based on established objective
and measurable outcomes of the U.S. Department of Health and Human
Services (HHS) Healthy People 2030 project.

A Focus on Pediatric and Adolescent HealthHistorically, there has been a lack of pediatric-focused clinical research;children and adolescents have generally been underserved in this regard.
BMS opened a Pediatric Center of Excellence in Drug Development toaddress these issues. Inclusion of pediatric patients in our research helps
address health equity and inclusion. In 2022, we received approval for
Vidaza (azacitidine IV) for the treatment of pediatric patients with newly
diagnosed juvenile myelomonocyte leukemia (JMML). We are also
engaged in an ongoing Phase 2 study of Reblozyl affecting B-Thalassemia,
a hereditary blood disorder in children.

Health Equity Challenges: Sexual
Orientation and Gender Identity
Due to a persistent lack of social and medical acceptance, the LGBTQ+
community has faced medical bias. Along with this bias, the unique
medical challenges faced by sexual and gender minorities are poorly
understood, as there has been a consistent lack of data collection on
sexual preference and gender identity. However, a limited—but growing—
body of evidence shows significant health disparities for LGBTQ+ people.
Furthermore, access to and utilization of healthcare resources also showsinequities for sexual and gender diverse (SGD) populations, leading todisparities in medical outcomes.
BMS is taking action to address both this lack of data and the potential
gaps in health equity and access. As part of our clinical trial studies, weare including, where appropriate, questions on sexual orientation andgender identity. We are seeking to create a baseline which will help
enable future insights on outcomes.
Our PRIDE alliance, which is one of our People and Business Resource
Groups (PBRGs), and the BMS Foundation have partnered with numerousorganizations on powerful campaigns to both gather data about LGBTQ+
health issues and raise awareness about diseases that disproportionallyaffect LGBTQ+ people as well as corresponding treatment options. We
are proud to support the extraordinary work of PRIDE Alliance and aredetermined to address the unique needs of the LGBTQ+ community.

In addition, we are conducting a single Phase 2/3 study to evaluate
the efficacy, safety and drug levels of Ozanimod in pediatric participants
with moderately- to severely-active Crohn’s Disease with an inadequate
response to conventional therapy.

18

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Health Equity &Access to Healthcare

Scientific Innovation

Our People

Inclusion & Diversity

Environmental
Responsibility

Inclusion & Diversity andClinical Trial Efficacy

is expanding with extensive ongoing assessments of the need to evolve our
focus beyond the U.S. and to ensure that patients who are neurodiverse,
LGBTQ+, sexual and gender diverse or who experience physical mobility
challenges are also included in clinical trials.

BMS recognizes the urgent need to narrow the gaps
in care among underserved communities, both toachieve our health equity goals and to support our
mission to develop medicines that improve lives.

Clinical trials are an essential stage of pharmaceutical research, generating datathat helps us evaluate the efficacy and safety of new medicines and treatment
options—and ensuring they meet regulations and health authority standards. We
leveraged learnings from conducting clinical trials during the COVID-19 pandemic,
and we are now more widely adopting remote clinical trial tools of third parties.

It is crucial to have inclusion and diversity in clinical trials to reduce biases
that result in healthcare disparities and promote health equity.
To ensure our patient population is reflective of the real world and alignedwith the disease epidemiology we study, we constantly track our performance.
In the U.S., we already have trial sites in highly diverse geographic regions
and work with study team partners to design clinical trials that build on ourefforts to be more inclusive. The scope of our inclusion and diversity efforts

Clinical Trials and Health Equity

Selecting representative locations to host a clinical trial is an essential partof achieving diversity in clinical trials.

In less than two years, we met our goal bylocating 58% of our clinical trial sites in highly
diverse regions of the U.S.—surpassing our initial
goal of 25% three years earlier than expected.

A Clinical Study Report (CSR) is developed for all
interventional studies and provides a summaryof the safety and efficacy or the data collected
and analyzed for the individual clinical trial.

• Providing forward-looking development and regulatory guidance based on
the evolving pediatric landscape, in concert with adult drug development​

In addition to a CSR, patient lay summaries are created to communicate
results of the study to participants in the clinical trial.

• Becoming a leader in the wider pediatric community, representing the BMS
corporate mission​and embedding pediatrics into the discovery, development
and delivery of medicines to help all patients prevail over serious diseases

BMS has demonstrated its commitment to pediatrics by establishing
the Pediatrics Center of Excellence with the objectives of:• Serving as the cornerstone for internal pediatric capabilities and external
pediatric activity and providing inclusive cross-functional, cross-TA guidanceon pediatric strategy ​• Advancing pediatric drug development by maximizing efficiencies,
championing innovation and ensuring pediatric considerations areembedded early and throughout the overall drug development process| 2022 ESG REPORT

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

Relocating trials makes it easier for everyone to participate in the developmentof therapies and should improve the efficacy of therapies for all patients,
including underserved communities.

BMS follows six formal workstreams to promote
diversity in clinical trials:
Protocol design

Patient support

Site and investigator
supportInternal andexternal training

Communicationand engagement
Metrics andmeasurements• Helping development program teams more efficiently fulfill requirements
and maximize opportunity for pediatric and adult development, including
exclusivity extensions and other business opportunities ​Additionally, BMS maintains a detailed Clinical Trial Risk Management
approach, which supports clinical trial execution through definition andimplementation of a strategy that will identify, assess, control, review andcommunicate risks to minimize the potential impact on participant rights/
wellbeing and clinical trial data integrity. We also have a risk assessment
and categorization tool, which stipulates patient populations as a risk category
for consideration and emphasizes the criticality of protecting the vulnerable
population by deploying various risk mitigation strategies.

Our efforts to improve clinical trial diversity
were recognized in 2022 with aGold Badge Ratingon the Bioethics International Scorecard.

19

Introduction

Health Equity &Access to Healthcare

Scientific Innovation

Supporting Government Public Policy
to Address Health Disparities
Health equity and access contribute to societal stability and economic
development, and there is a correlation between the economic wealth ofa society and its health. For example, 87% of premature deaths due tononcommunicable diseases (NCDs) occur in low- and middle-income
countries (LMICs). In low-resource environments, healthcare costs for NCDs
can quickly drain household resources, driving families into poverty andstifling economic development.1
Addressing health equity and access requires comprehensive strategies
that encompass policy changes, healthcare system reforms and community
engagement and education. It involves removing financial barriers, improving
healthcare in underserved areas, promoting cultural competency among
healthcare providers and extending the availability of essential services toall individuals, regardless of their background.

Our People

Inclusion & Diversity

Environmental
Responsibility

As one of the world’s largest biopharma companies, we have a responsibility
to help inform and influence health equity public policies
around the world and do what we can to make them effective.

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

SPOTLIGHT

Voice of the Patient
To listen to and enact positive change for patient advocates and community
partners, we run multilingual and culturally-informed disease education andquality of care programs, as well as initiatives that help our partners informand direct efforts to make a positive impact on people’s lives. Following close
cooperation with BMS’ Global Patient Advocacy organization, 94% of ourfull development trials now include the voice of the patient. Our innovative
Patient Expert Engagement Resource (PEER) group ensures that the patientperspective is heard and considered at every step of the drug discovery anddevelopment process. This formalized approach builds on and integrates
efforts already underway across the organization to bring patient perspectives
into our company’s work.

Global Patient Week
Now in its eighth year, Global Patient Week is an essential part of ourculture—it unifies us and reignites our passion to do more for our patients.
As the first biopharma company to set aside time solely focused on thepeople we serve every day, Global Patient Week is the pinnacle of ouryear-round vision to transform patients’ lives through science.

Public Health Equity Policy Support
in the U.S.
As part of our commitment to tackling health inequities in the U.S., we advise
and inform on health equity policies. We support the Health Equity andAccountability Act (HEAA), which aims to eliminate racial and ethnic healthinequities and expand access to high-quality and affordable healthcare.
It was introduced by the Congressional Tri-Caucus, comprised of theCongressional Black Caucus, Congressional Asian Pacific American Caucus
and Congressional Hispanic Caucus.
1

World Health Organization.

| 2022 ESG REPORT

20

Introduction

Health Equity &Access to Healthcare

Scientific Innovation

Access to Healthcare
Broadening the ability for more people tobenefit from pharmaceutical products is amajor challenge, with at least half the world’s
population still lacking coverage of essential
health services.1
We strive to enable timely access to our medicines for the patients whoneed them through marketing authorization, value assessment andreimbursement, and other mechanisms such as World Health Organization(WHO) prequalification. Our aim is to adapt to the health system and local
country context by deploying a range of approaches to optimize supply
chain and distribution, as well as bring affordability for the greatest numberof patients. Considerations include value-based pricing, patient supportand reimbursement programs, product donations, tiered pricing, voluntary
licensing and direct imports.

Our People

Inclusion & Diversity

Environmental
Responsibility

On a regular basis, BMS identifies our activities—and those of our partners—that are advancing global healthcare access and health equity. Details ofthese disclosures contain commitments, measurable goals, objectives andsustainability targets, including our aim of enhancing patient access to
medicines. Putting these out into the public domain facilitates accountability
and transparency.

Low- and Middle-Income Countries (LMICs)
Governance Committee
We believe that all patients should have access to transformational medicines,
regardless of where they live. Our approach to LMICs presents an opportunity
to advance our global health equity goals. Expansion into LMICs, which
account for >80% of the global population, will help us address global healthinequity by enabling broader access to BMS’ innovative medicines.

In 2022, we launched a LMIC Governance Committee
comprised of a cross-functional team to focus onaddressing the unique issues in LMIC markets, suchas underdeveloped healthcare infrastructure, logisticalchallenges for distribution and supply, regulatory hurdles
and affordability. We are developing tailored LMIC accesssolutions to expand patient access and to address thesechallenges that are specific to each country.

Products are evaluated with a market access strategic review that culminates
in an intensive and in-depth cross-market assessment, with the BMS Board
Chairman and CEO responsible for the final decision. Typically, this process
begins early in the development of new products during the design phase of
the registration trials.

Patient Access

Partnering to Strengthen Health Systems

Although we want our medicines to reach the patients who need them,
healthcare capacity and infrastructure is a critical enabler requiring sustained,cross-functional efforts that involve a range of stakeholders across sectors.
As with other dimensions of access, the delivery of innovative medicines is
impacted by a multitude of other, often interrelated, factors including financial
capacity, regulatory and reimbursement processes, the degree of healthcoverage and the magnitude of out-of-pocket expenditures. Our approach is
flexible and designed to work in each specific geographic context and withexisting infrastructure—meeting health systems where they are.

Wide-reaching, local stakeholder engagement and strengthening healthsystems are necessary to facilitate access to medicines, especially incountries with health systems that have been historically oriented toward
fighting communicable and acute diseases and lack critical capacity andinfrastructure. BMS collaborates with relevant stakeholders who share ourcommitment to strengthening health systems and enabling greater accessto patient care.

| 2022 ESG REPORT

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

Access Accelerated
One of those collaborations is our membership in
Access Accelerated. With a number of companies,
it is the largest global collective industry effort
to address inequities in chronic NCD care in LMICs. By uniting biopharmacompanies and significant partners including the World Bank, City Cancer
Challenge Foundation, PATH, NCD Alliance and World Heart Federation,
Access Accelerated is implementing important scalable and sustainable NCD
solutions in LMICs.
BMS joined Access Accelerated at its inception in 2017 and today has aleadership role in the initiative. The vision for Access Accelerated is a future
where no one dies prematurely from treatable, preventable diseases and where
all people living with or at-risk of NCDs have access to appropriate, quality andaffordable prevention, treatment and care. As part of that initiative, not only do
BMS and member companies provide funding and resources, but also mobilize
technical expertise and on-the-ground partners to design and implement NCD
care solutions including health literacy, screening and linkage to care, supply
chain, forecasting and digital health.
The collective effort is resulting in government prioritization of NCDs, policychange and mobilization of funding to scale up proven solutions. Since 2020,
the Access Accelerated and World Bank partnership has unlocked $3.7 billion in
financing for NCD solutions and the initiative has resulted in new partnerships,
public investment and policy reform for NCD prevention and care in 15
countries around the world.2

WHO website (2020). World Bank and WHO: Half the world lacks access to essential health services,
https://www.who.int/about/accountability/results/who-results-report-2020-mtr/outcome/2020/1.1-improved-access-toquality-essential-health-services-results-report-achievements.
2
Access Accelerated 6-year report, published May 2023.
1

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Introduction

Health Equity &Access to Healthcare

Scientific Innovation

Our People

Inclusion & Diversity

Environmental
Responsibility

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

SPOTLIGHT

Partnerships to Accelerate Access in Africa
Strengthening Pediatric Oncology Skills in Ghana
and Cameroon

Building African Oncology Pharmacy Capacity
Through Digital and Onsite Training

In Ghana and Cameroon, we are helping fill gaps in pediatric oncology
training by supporting World Child Cancer. Our focus includes training
frontline healthcare workers to recognize early warning signs andsymptoms (EWSS) of childhood cancer, training oncology nurses inpediatric oncology and training healthcare professionals in palliative
care for children with cancer.

In Cameroon, Côte d’Ivoire, Kenya and Nigeria, BIO Ventures for Global
Health (BVGH), supported by BMS, created an oncology pharmacy
training program that targets pharmacy practitioners, oncology
nurses and oncologists. Their training program includes post-course
assessments and certificates of completion for participants.

1,822

have been trained in the EWSSof childhood cancer, enablingthem to recognize and quickly referhealthcare providers
suspected cases to specialists

Patient data collected across six of our partner
hospitals in Ghana showed that childhood
cancer diagnosis rates have increased from 417
in 2021 to 440 in 2022 across the six centers.
This increase reflects not an overall increase incancer incidence, but rather a greater capacity torecognize and diagnose cancers earlier.

1,649

participants have been
trained by BVGH to date

The virtual mentorshipplatform has been
implemented
successfully, with over

1,600

members

Onsite oncology pharmacy training will take place atfour selected sites in

Cameroon, Côte d’Ivoire, Kenya and Nigeria
between July and September 2023

During the program, mentors provide key guidance to participants,
including responding to questions during lessons and regularly engaging
with participants via the platform.

| 2022 ESG REPORT

22

Introduction

Health Equity &Access to Healthcare

Scientific Innovation

How We Create Access
Advancing Healthcare Capacity andInfrastructure Highlights
BMS is committed to investing in building healthcare system capacity in order
to meaningfully impact population groups that are currently underserved.
Recipients of grants pursue a variety of strategies to help improve access. Manylook to remove barriers to accessing care both inside and outside clinics. Someaim to harness trusted community organizations who assist with healthcare,outreach and education. There are also programs that seek to enhance andbroaden training delivery programs.

The Advocacy Exchange
A global program launched by BMS and Gryt Health in 2020, the Advocacy
Exchange (Exchange) is a cross-disease, cross-cultural exchange platformthat seeks to build healthcare capacity and infrastructure by fostering candid
conversations on complex topics. Since its inception, the Exchange has produced
25 live sessions on a variety of topics and has included multiple stakeholder
perspectives. Its emphasis on heath equity and mental health aligns well with
BMS’ commitment to addressing health disparities and whole-person health.

To drive outcomes at the enterprise level, we conducted a listening
tour with key internal and external partners. Through this exercise,we were able to establish key advocacy priorities, including:1

Improving representation in clinical trials and research

2Enhancing access to care across the patient journey

3

Implementing storytelling to highlight patients’ lived experiences

By harnessing the lived experience and expertise of its members, the Exchange
is now developing a resource program for individuals who have experienced
discrimination in healthcare, with the aim of creating structural change in thehealthcare industry.
| 2022 ESG REPORTOur People

Inclusion & Diversity

Environmental
Responsibility

Ethics, Integrity,
Quality & GovernanceLooking Ahead

AppendixStanding in the Gaap Initiative
The Standing in the Gaap initiative increases awareness about thedisproportionate impact multiple myeloma has on African Americans.
According to the Cancer Institute, African Americans have twice the riskof developing multiple myeloma (when compared to white Americans).
This group is also more likely to be diagnosed at a younger age.

Since its inception in 2016, Standing in the Gaap has:
Shared its message during the Central Intercollegiate
Athletic Association’s (CIAA) 2022 basketball
tournament through announcements, live interviews
and signage, reaching nearly:

66,300in-person
attendees

130,000

viewers via ESPN and
ESPNU broadcasts

Reached more than

500,000 people
through educational
initiatives andcommunity
engagement events,
such as the Healthy
Churches 2030
conference

Garnered more than

1,287,000

impressions throughthe CIAA website
and its social media
channels (e.g., Facebook
and Instagram)

Currently, approximately 2,000 healthcare professionals support
Standing in the Gaap. The initiative’s Facebook page, the first dedicatedto African Americans affected by multiple myeloma, now has more than
59,000 followers.

23

Health Equity &Access to Healthcare

Introduction

Scientific Innovation

Our People

Inclusion & Diversity

Environmental
Responsibility

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

CASE STUDY

Initiatives Promoting Access to Oncology Education Around the World
Funded in part by BMS, eCancer Global
Foundation has provided offline and online
oncology educational resources to promote
best practices in oncology, focusing on the
global Choosing Wisely initiative

4,655

So far,multidisciplinary healthcare
partners (HCPs) haveattended the training events(1,046 in person and 3,609
virtually) with 94% of learners
reporting improvement intheir clinical performance amonth after the event
Videos of 116 sessions from the events
have been posted on eCancer.org.
The webcasts have been viewed
25,973 times, and 84% of the viewers
indicated that they are likely to
improve their clinical practice byscoring 4 or 5 stars out of 5 in thelearner evaluation system. eCancer’s
webcasts will be hosted for atleast two years.

| 2022 ESG REPORTeCancer has also developed andpublished four e-learning courses
focusing on the needs of oncology
professionals in Africa, South Asia,
Southeast Asia and Latin America,
which are available to access for freethrough eCancer.org. 2,992 healthcare
professionals have taken the courses
published as part of this project.
Approximately 89% of learners
reported improvement in their clinicalperformance a month after the event.
Finally, eCancer has published acomprehensive library of educational
videos with leading multidisciplinary
experts discussing the factors
impacting the key clinical decisions
when managing patients with cancer.
The interviews focus on practical advice
based on patient scenarios. Thus far,87 expert interviews have been posted
with additional videos in development.

The interviews have been viewed 60,670
times by 20,473 individuals.

82% of the interview

viewers who responded tosurveys indicated that they
are likely to improve theirclinical practice by scoring
4 or 5 stars out of 5 in thelearner evaluation system
eCancer is currently working on asimilar initiative to deliver a series of
educational events, three additional
state-of-the-art e-learning courses andinterviews with leading experts inthe field covering the treatment ofpatients with multiple myeloma
globally. The resources will be
developed in partnership withleading organizations and will feature
multidisciplinary experts discussing
key clinical decision-making.  

The King Baudouin Foundationand WECHA

In 2022, BMS also supported efforts by We Change
Health for All (WECHA) to create and deliver an
oncology training program for specialist and nonspecialist cadres of healthcare professionals (HCPs)
in Africa and India.1 Using a software platform
called Medical Learning Hub (MLH), WECHA ran 54
live online, onsite and hybrid educational activities.

12,890 HCPs attended, and afurther 11,017 registered toaccess them later as self-paced learning

Designed to improve HCP knowledge, skills andpractices, the program covered detection, diagnosis
and treatment of breast and prostate cancer toimprove service quality and patient access. Poll
results show high self-reported improvementin knowledge and confidence (>96% across all
geographies and both cancer types).

Poll results showhigh self-reported
improvementin knowledge
and confidence;>96% across all

In post-event polls fromgeographies and
Kenya, 93% of attendees
both cancer types
planned to apply course
knowledge to their clinicalpractice within one month,while 71% expected to do so within one week. Resultsfrom India and Nigeria were similar.

In a survey one month after the program’s

59%

completion,of respondents noted
an increase in their referrals to specialists
as a result of their participation
WECHA is a
registered Belgian
nonprofit represented
in the United Statesby King Baudouin
Foundation U.S.
1

24

Introduction

Health Equity &Access to Healthcare

Scientific Innovation

Innovation and Access

Our People

Inclusion & Diversity

Environmental
Responsibility

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

CASE STUDY

Bringing Our Ingenuity to—and Beyond—Our Industry
Aspiration
Increase access to medicines for those in developing countries and/or
underserved regions using innovative business models to build local capabilities.

Approach
We take a differentiated approach to pricing in low- and middle-income
countries (LMICs), accounting for the disparities in the ability to pay and thelack of economic development. This means we must meet country healthsystems where they are with resources, capacity and infrastructure. We
adapt our approach to pricing with patient affordability in mind to increase
access to our medicines in LMICs. We build partnerships with local healthcare
stakeholders as we strive for effective and appropriate delivery of medicines.
We provide additional support in LMICs with pilot programs to supply
medicines, help evaluate health systems’ capacity and to support the safe andeffective use of our medicines. Working with global partners andin-country stakeholders, we support such demonstration and scaling projects
through medicine donation, funding and technical expertise.
One such pilot program is the Innovative Cancer Medicines partnership. BMS,
along with the Parker Institute for Cancer Immunotherapy, the Clinton HealthAccess Initiative and another pharmaceutical company, aim to develop an
approach that enables sustainable and effective administration of innovative
therapies for the treatment of cancer in LMICs. Demonstration projects focusedon operational excellence are planned in sub-Saharan Africa, with initial
pilots in Uganda and Nigeria. Local stakeholders have selected the respective
indications based on local population needs. We are committed to providing
funding, medication free of charge as needed per indication, and otherassistance, such as BMS product safety training.

| 2022 ESG REPORT

Project ECHOApproximately 90% of beta-thalassemia patients live in LMICs, where
there is a lack of safe transfusions, clinical expertise and support facilities.
To help patients who need treatment for beta-thalassemia in LMICs, wepartnered with the Thalassemia International Federation’s (TIF) Access
Initiative to develop a Readiness Assessment Framework that informs
stakeholders of the infrastructure readiness of specific clinics within a pilot
country. The information generated will help inform capability-building
over the long-term through political and institutional support, physician
and patient education and dedicated care centers and personnel.
Using the framework, in 2022, TIF identified six LMICs for a pilot and BMS
awarded an independent, philanthropic grant to the ECHO Institute at
the University of New Mexico for their proposal to develop and execute anational capacity-building training program for healthcare workers on theprevention and control of beta-thalassemia and other hemoglobinopathies
in India. Project ECHO leverages teleECHO clinics to connect “hubs” ofexperts and “spokes” of community-based healthcare professionals,
enabling a cascade of standard of care knowledge, best practices,
case-based learning, real-time mentoring and guided practice. We lookforward to reporting the outcomes of this pilot program in the years to come.

25

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Health Equity &Access to Healthcare

Scientific Innovation

Innovation to Address Disparities in Access:Collaboration and Partnerships
We recognize that to solve disparities in healthcare and pharmaceutical access,we can’t do it alone. Therefore, we partner with and support stakeholders andorganizations around the world to identify and address the underlying issues
that lead to disparities in access. We innovate to improve systems capacity
and infrastructure for specialty care so that our new technologies and solutions
reach patients who need them the most, regardless of their background,location or socioeconomic status.

Our People

Environmental
Responsibility

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

BMS Supports Advocacy Organizations Around the World, Including in the U.S.
Some examples of partners and organizations we have worked with or supported include:

Therapeutic Area

Cardiovascular

Hematology

Immunology

Oncology| 2022 ESG REPORT

Inclusion & Diversity

Organization

Project(s)American Heart Association

Removing Barriers to Equitable Health

The Balm in Gilead, Inc.

Healthy Hearts Healthy Lives Faith-based Initiative

Preventive Cardiovascular Nurses Association

Cardiovascular Nursing, Addressing Health Equity and Knowledge Based
Self-Assessment Tool

The Mended Hearts, Inc.

Empowering Communities for Cardiovascular Health: Peer Support Leadership
Program

The Multiple Myeloma Research Foundation (MMRF)

Addressing Education and Health Disparities in the Multiple Myeloma Community

MDS Foundation, Inc.

Community-based Health Technologies

The Leukemia & Lymphoma Society, Inc

The Leukemia & Lymphoma Society, Inc. and the Veterans Administration:
Collaborative Projects to Increase Access to Care among Veterans with Blood Cancer

American Society of Gene & Cell Therapy

ASGCT’s Biotech Discovery Labs: Teaching Training and Experience

Rheumatology Nurses Society

Context is Key: Addressing Social Determinants of HealthNational Multiple Sclerosis Society

Neurology Desert Mapping: Identifying Care Deserts to Reduce Health Disparities
and Address Social Determinants of Health in MS

Global Healthy Living Foundation

Promotores Trainer and Patient Navigator Tool to Improve Social Determinants ofHealth & Disease Outcomes in Hispanic Patients

Color of Crohn’s & Chronic Illness

COCCI Changing Course: Count Me In(cluded) and Care Connection

American Cancer Society, Inc.

Driving Equitable Cancer Patient Outcomes by Addressing the Social Determinantsof Health

Association of Community Cancer Centers

Addressing Social Determinants of Health Inequities to Improve Access to Cancer
Care and to Expand Clinical Trial Diversity

American Lung Association

Addressing Lung Cancer and Access to Healthcare Inequities among Hispanic/Latino
and Black/African American Communities in San Diego, CA

American Association for Cancer Research

Using Social Determinants of Health to Break Down Barriers between Cancer
Research and Underserved Patient Populations

Crossroads4Hope, A Network of Cancer Support

Integrating Digital and In-Person Psychosocial Support into Healthcare Institutions to
Reduce Socioeconomic Disparities
26

Scientific
Innovation

IN THIS SECTION

28

Scientific Innovation

29

Innovation and Our Product Portfolio Goals

32

Development Portfolio by Therapeutic Area

Introduction

Health Equity &Access to Healthcare

Scientific Innovation

Scientific Innovation
Bristol Myers Squibb is in the businessof breakthroughs.
2022 was a truly transformational year as we leveraged our expertiseto accelerate drug discovery and development to help patients manage
their diseases.
Among our achievements, we launched three first-in-class medicines andadvanced our pipeline with clinical and regulatory milestones. We also
accelerated our innovation, renewing our product portfolio as we continue
to build one of the most diversified product offerings in the pharmaceuticalindustry. In 2022, we:Strengthened our portfolio and maintained our position asinternational leaders in oncology, hematology, cardiovascular and immunology

Obtained 18 approvals for new medicines and additional indications

and formulations of marketed medicines in major markets

Launched three first-in-class medicines, addressing serious unmet
medical needs for patients

Achieved pivotal, positive clinical trial results, including thePhase 3 KarMMa-3 trial evaluating Abecma in patients with relapsed or
refractory multiple myeloma and the Phase 2 PAISLEY study for deucravacitinib
in systemic lupus erythematosus

Bolstered our innovation engine through businessdevelopment, including the acquisition of Turning Point Therapeutics andtransactions with Evotec, Immatics and Owkin, among others

Advanced multiple mid- to late-stage registrational assets,
including milvexian and LPA-1| 2022 ESG REPORTOur People

Inclusion & Diversity

Environmental
Responsibility

Ethics, Integrity,
Quality & GovernanceLooking Ahead

AppendixInnovation for a Powerful Purpose

As rapid technologicaladvancements continue, innovations
in computing, machine learningand artificial intelligence (AI) arepart of our science. Applied toour data, these innovations will
be foundational to discovering,developing and delivering
breakthrough medicines that help
patients prevail over serious diseases.

Bristol Myers Squibb’s
commitment to beingat the forefront ofrevolutionizing drug
development through suchinnovation is evidenced
by our commitment
to providing talented
researchers and innovators
the flexibility to drive
research and development(R&D) forward—wherever
the science takes them.

28Introduction

Health Equity &Access to Healthcare

Scientific Innovation

Our People

Inclusion & Diversity

Environmental
Responsibility

Ethics, Integrity,
Quality & GovernanceLooking Ahead

AppendixInnovation and Our Product Portfolio Goals
Our investment in R&D remains
among the highest in the industry.
Our pipeline is focused on therapeutic areas we believe offer thebest opportunity to deliver transformational medicines. These
areas include modalities in small, chemically-manufactured
molecules, large protein molecules (also known as biologics),
millamolecules, antibody drug conjugates and cellular therapies.
In addition to discovering and developing new molecular
entities, we seek to expand the value of our products throughnew indications and formulations that will help patients.

Continued Pipeline Progress

3First-in-class assets
approved in 2022

The long-term goal for our new product portfolio is $10 to$13 billion of risk-adjusted sales in 2025 and $25+ billion of
non-risk adjusted sales in 2030.1

Oversight for Innovation
As a biopharma leader, a key to our success is our emphasison scientific innovation coupled with appropriate oversightand guidance. Our Board’s Science and Technology Committee
regularly reviews our product pipeline and potential businessdevelopment opportunities to assess our progress in achieving
our near- and long-term strategic R&D goals and objectives.
This committee strives to assure we make well-informed andresponsible decisions in the investment of our resources,
among other areas.
We also believe our success is due to our ability to movewith the nimbleness of a startup, coupled with the scale andresources of an established pharmaceutical company.

18

Approvals in the
U.S., E.U. & Japan
Completed Key
Business Development
Transactions

including the acquisition ofTurning Point Therapeutics
1

Non-risk adjusted sales are subject to positive registrational trials and health authority approval.
Financial projections may contain non-promoted sales. BMS promotes only according to label.

| 2022 ESG REPORT

29

Introduction

Health Equity &Access to Healthcare

Scientific Innovation

We are investing in digital tools and data
analytics to help accelerate our R&D andgo-to-market strategies.

Our People

Inclusion & Diversity

Environmental
Responsibility

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

Robust Early-Stage Pipeline Provides Potential for Future GrowthInnovation Engine

While we understand these tools are still in their infancy, we are educatingand empowering our workforce to experiment with these emerging
technologies carefully—understanding the limitations and adhering to thelaws, regulations and policies that govern our company and industry as wellas protect our interests.

Deep internal pipeline

Sustaining this productive pipeline requires arigorous new product development processfrom initial ideas to market.

50+ Assets in Phase 1 or 21

Solid Tumors

24

Hematology

12

Immunology

10

Cardiovascular4

Neuroscience

4

Results Expected in the
Next 18-24 Months2>15potential decisions toadvance to late-stage
development

External collaborations
and partnerships

Continued Pipeline Replenishment with

30+ Investigational New Drug Applications (IND) Planned from 2023-2025

Leading Drug Discovery Platform
Small Molecule | Complex Biotherapeutics | Protein Homeostasis | Cell Therapy
12| 2022 ESG REPORT

Source: BMS Pipeline as of Q3 2022.
As of January 2023.

30

Introduction

Health Equity &Access to Healthcare

Scientific Innovation

Our People

Environmental
Responsibility

Inclusion & Diversity

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

Building a Supply Chain that Shares our Values

SPOTLIGHT

The BMS global supply chain drives our innovative portfolio of products and our delivery of life-saving medicines. Our pledge to our patients is to deliver these
medicines whenever and wherever they are needed.
We source hundreds of direct and indirect goods and services around the world for our teams, including R&D, packaging and a multitude of professional services.
To build and maintain a strong supply chain that aligns with our ESG strategy, we need a collective effort and seek to establish partnerships with world-class
suppliers who share our ideals and transparency. Please read about our supply chain in the Ethics, Integrity, Quality & Governance section of this report.

Leveraging AI to Accelerate
Breakthroughs with Owkin

Our Purpose-driven Supply Chain Pillars

As artificial intelligence (AI) programs achieve exponential gains in
power and sophistication, BMS is exploring ways to leverage thesetechnologies at many stages of the drug-development process. To
that end, the company is partnering with Owkin, an AI biotechnology
company that de-risks and accelerates clinical trials.
“Owkin will use AI to enhance the design and execution of our trials,”said Venkat Sethuraman, Senior Vice President of Global Biometrics
and Data Sciences at BMS. “In the future, this methodology could maketrials for rare diseases much more efficient than current approaches. It
could even be used to avoid having placebo arms in some trials.”
Owkin works with top academic centers and medical experts togenerate, curate and enrich multimodal AI-ready data. Their federated
approach to data access allows patient data to remain onsite,
prioritizing safety and privacy.
“By adding this sophisticated approach to research, we are using
new ways to accelerate potential breakthroughs for patients who are
waiting for medicines,” says Sethuraman. “Our hope is that AI will
eventually help us reduce the cycle time for drug development in all ourtherapeutic areas.”
To learn more about our use of AI and our partnership with
Owkin, visit the Our Science & Innovation section of our website.
| 2022 ESG REPORTPatient-centric
MindsetScience andTechnology
Leaders

Seamless
Interconnection

OperatingModel Agility

Culture of
Excellence

empowering andcreating an agile
supply chain network,so patients receive themedications theyneed, when and where
they need themleveraging data,
digital applications
and cutting-edge
systems for best
performance acrossservice, quality, capitaland cost

serving as an integrator
that brings together
the voices of clinical,
development andcommercial to optimize
our supply and logistics
networkcreating nimble
processes for a ﬂexible
supply chain to meetthe needs of patientswith both precisionand large-scale
medicines

growing our people byencouraging curiosity,
providing bestexperiences andfostering continuous
improvement tosupport our talent

1

2

3

4

5
31

Introduction

Health Equity &Access to Healthcare

Scientific Innovation

Development Portfolio
by Therapeutic Area
1

Listed to the right are our clinical studies and approved indications for ourmarketed products in the related therapeutic area as of February 2, 2023.
Whether any of the listed compounds ultimately becomes a marketed
product depends on the results of clinical studies, the competitive landscapeof the potential product’s market, reimbursement decisions by payers andthe manufacturing processes necessary to produce the potential producton a commercial scale, among other factors. There can be no assurance
that we will seek regulatory approval of any of these compounds or that, if
such approval is sought, it will be obtained. There is also no assurance thata compound which gets approved will be commercially successful. At thisstage of development, we cannot determine all intellectual property issues
or all the patent protection that may, or may not, be available for theseinvestigational compounds.

Our People

Hematology
Phase I
Additional Indications

3L+ Follicular Lymphoma

Large B-cell Lymphoma

Phase 3
Additional Indications
ABECMA1
3-5L Multiple Myeloma

Additional Indications
ABECMA1
1-4L+ Multiple Myeloma

1L TD MF Associated Anemia

Anti-SIRPα
Hematologic Malignancies
BCMA ADC
Relapsed/Refractory Multiple
Myeloma2

CD47xCD20
Non-Hodgkin’s Lymphoma
CK1α Degrader
Hematologic Malignancies
GPRC5D CAR-T
Relapsed/Refractory Multiple
Myeloma
GSPT1 CELMoD (CC-90009)2
Relapsed/Refractory Multiple
Myeloma

Investigational Compounds

3L+ Follicular Lymphoma

iberdomide
2L+ Multiple Myeloma
mezigdomide (CC-92480)

3L+ Marginal Zone Lymphoma

2L+ Multiple Myeloma

3L+ Mantle Cell Lymphoma
ONUREG
Low-to-Intermediate Risk MDSOPDIVO1 + EMPLICITI1
Relapsed/Refractory Multiple
Myeloma
REBLOZYL1
A-Thalassemia SubQ
IDHIFA
1L Acute Myeloid Leukemia

Investigational Compounds
A/I CELMoD (CC-99282)2
Relapsed/Refractory Non-Hodgkin
Lymphoma
BET Inhibitor (BMS-986158
Hematologic Malignancies
iberdomide
Newly-diagnosed Multiple Myeloma

IDHIFA
Relapsed/Refractory Acute
Myeloid Leukemia
INREBIC
Myelofibrosis

OPDIVO1
Advanced Hodgkin Lymphoma

Investigational Compounds

BREYANZI
3L+ Chronic Lymphocytic Leukemia

Appendix

ONUREG
Post-Induction Acute Myeloid

REBLOZYL1
1L TD MDS Associated Anemia

alnuctamab BCMA TCE
Relapsed/Refractory Multiple
Myeloma

Looking Ahead

INREBICMF Previously Treated with
Ruxolitinib

Phase 2

CD33 NKE
Relapsed/Refractory Multiple
Myeloma| 2022 ESG REPORT

iberdomide2
1L Diffuse Large B-cell Lymphoma

Ethics, Integrity,
Quality & Governance

OPDIVO
Hematologic Malignancies

BET Inhibitor (CC-90010)2
Hematologic Malignancies

Product development status as of year-end 2022.

Environmental
Responsibility

Relapsed/Refractory Non-Hodgkin
Lymphoma

BCMA NKE
Relapsed/Refractory Multiple
Myeloma1

Inclusion & Diversity

Approved Indications
ABECMA1
5L+ Relapsed/Refractory Multiple
Myeloma

Leukemia Maintenance

POMALYST/IMNOVID
Multiple Myeloma
Relapsed/Refractory Multiple
Myeloma
AIDS-related Kaposi Sarcoma
HIV-negative Kaposi Sarcoma
REBLOZYL1
Transfusion-Dependent BetaThalassemia
MDS Previously Treated with ESA

4L+ Relapsed/Refractory Multiple
MyelomaREVLIMID
1L Multiple Myeloma

BREYANZI
2L Large B-cell Lymphoma

MDS

Mantle Cell Lymphoma

3L+ Large B-cell Lymphoma

Multiple Myeloma

EMPLICITI1 + POMALYST/IMNOVID
Relapsed/Refractory Multiple
Myeloma

Relapsed/Refractory Adult T-cell

EMPLICITI1 + REVLIMID
Relapsed/Refractory Multiple
MyelomaPreviously Treated Follicular
Lymphoma
Leukemia/Lymphoma
SPRYCEL
1L CML
Pediatric ALL
Refractory CML

32

Introduction

Health Equity &Access to Healthcare

Scientific Innovation

MAGE A4/8 TCER1
Solid Tumors

Oncology
Phase IOPDIVO
Solid Tumors
OPDIVO1 + YERVOY1Solid Tumors

Inclusion & Diversity

BET Inhibitor (CC-90010)2
Solid Tumors

TGFβ Inhibitor
Solid Tumors

farletuzumab-ecteribulin
Solid Tumors

TIGIT Bispecific1
Solid Tumors

repotrectinib
ROS1 NSCLC1NTRK Pan Tumor

Phase 2

Environmental
Responsibility

Investigational Compounds

Anti-TIGIT2
Solid Tumors

SHP2 Inhibitor1,2
Solid Tumors
2

Additional Indications

Our People

subcutaneous nivolumab +rHuPH201
2L RCC
Adjuvant Melanoma

Approved Indications
ABRAXANE
BreastPreviously Treated Metastatic
MSI-High CRC
Previously Treated Metastatic
Non-squamous NSCLC
Previously Treated Metastatic
Squamous NSCLC
Previously Treated Metastatic
Urothelial Cancer
Previously Treated Esophageal
CancerMetastatic Breast Cancer
NSCLC

OPDIVO1 + YERVOY1
1L Metastatic Melanoma

Pancreatic

1L Mesothelioma

IL2-CD25
Autoimmune Disease

Anti-CCR82
Solid Tumors

2L CRCPan Tumor TMB HighOPDIVO1
Peri-adjuvant Muscle Invasive
Urothelial Carcinoma

OPDIVO1 + YERVOY1Solid Tumors

Unresectable Pancreatic

1L NSCLC

Anti-ILT41,2
Solid Tumors

Adjuvant Gastric Cancer
Adjuvant HCC

1L RCCAR-LDD
Solid Tumors

2L Metastatic CastrationResistant

OPDIVO1
1L Metastatic Melanoma

Prostate Cancer

Anti-NKG2A
Solid Tumors

2

Claudin 18.2 ADC1
Advance Solid Tumors
CD3xPSCA Bispecific
Solid Tumors
DGK Inhibitor
Solid Tumors
JNK Inhibitor
Solid Tumors
LSD1 Inhibitor
Solid Tumors

OPDIVO1 + CDK4/6 Inhibitor
Neoadjuvant ER+/HER2-Breast
nivolumab + relatlimab
1L Stage IV NSCLC
1L/2L Hepatocellular Carcinoma| 2022 ESG REPORT

Esophageal Squamous Cell
Carcinoma

Previously Treated HCC

TYK2 Inhibitor
Autoimmune Disease

Phase 2

1L Esophageal

1L Gastric

Additional Indications

OPDIVO1 + YERVOY1
1L Bladder Cancer

Adjuvant Melanoma

SOTYKTU (deucravacitinib)
Crohn’s Disease

1L HCC

Adjuvant Esophageal/
Gastroesophageal

OPDUALAG(fixed dose nivolumab +relatlimab)
1L Melanoma
YERVOY1
Adjuvant Melanoma

Discoid Lupus Erythematosus

Peri-adjuvant NSCLC Stage IB-IIIA
Adjuvant NSCLC3

1L+ MSI-High CRC h
Adjuvant RCC

Anti-CTLA-4 NF Probody
Therapeutic
Solid Tumors

Stage III Unresectable NSCLC

Anti-IL82
Solid Tumors

1L GastricPreviously Treated Metastatic
MSI-High CRC

PKCθ Inhibitor
Autoimmune Disease

1L Esophageal

Investigational Compounds

Anti-Fucosyl GM12
Solid Tumors

2

1L Metastatic Castration-Resistant
Prostate Cancer

afimetoran (TLR7/8 Inhibitor)
Cutaneous Lupus Erythematosus

RIPK1 Inhibitor1
Autoimmune Disease

OPDIVO1
Solid Tumors

Adjuvant Melanoma

Investigational Compounds

OPDIVO1 + cabozantinib1
Metastatic RCC

AHR Antagonist2
Solid Tumors

2

Phase I

Locally Advanced or Metastatic
NSCLC

Additional Indications

Appendix

Immunology

Anti-CD40
Autoimmune Disease

Investigational Compounds

Additional Indications

Looking Ahead

Neoadjuvant NSCLC

Gastric

Phase 3

Ethics, Integrity,
Quality & Governance

OPDUALAG (fixed dose nivolumab+ relatlimab)1
Adjuvant Melanoma
2L+ Microsatellite Stable
Metastatic CRC
1L Melanoma SubQ

Adjuvant Bladder

Mesothelioma
Previously Treated Advanced RCC
Previously Treated Gastric Cancer(Japan, China)
Previously Treated Metastatic
Head & Neck
Previously Treated Metastatic
Melanoma

Metastatic Melanoma

Alopecia Areata
Ulcerative Colitis

Investigational Compounds
Afimetoran
Systemic Lupus Erythematosus
HSP471
Non-Alcoholic Steatohepatitis
LPA1 Antagonist
Pulmonary Fibrosis
33

Introduction

Health Equity &Access to Healthcare

Scientific Innovation

Cardiovascular

Phase 3
Additional Indications
SOTYKTU (deucravacitinib)
Psoriatic Arthritis
Systemic Lupus Erythematosus
ZEPOSIA
Crohn’s Disease

Investigational Compounds
Cendakimab
Eosinophilic Esophagitis

Approved Indications
ORENCIA
Active Polyarticular JIA
Early Rheumatoid Arthritis
JIA Intravenous
JIA Subcutaneous
Psoriatic Arthritis
RA Auto injector
RA Intravenous
RA Subcutaneous

Phase I
Investigational Compounds
Factor XIa Inhibitor1
Thrombotic Disorders

Phase 2Moderate-to-Severe Ulcerative
Colitis| 2022 ESG REPORT

Phase 1
Investigational Compounds
Anti-Tau1
Neuroscience
BTK Inhibitor
Neuroscience

Phase 3

eIF2b Activator1
Neuroscience

CAMZYOS (mavacamten)
Non-obstructive Hypertrophic
Cardiomyopathy

Appendix

Orthopedic Surgery

danicamtiv
Genetic Dilated Cardiomyopathy

SOTYKTU (deucravacitinib)
Moderate-to-Severe Psoriasis

Looking Ahead

Venous Thromboembolism
Prevention

Neuroscience

Additional Indications

Ethics, Integrity,
Quality & Governance

ELIQUIS1
Stroke Prevention in Atrial
Fibrillation

CAMZYOS (mavacamten)
Heart Failure with Preserved
Ejection Fraction (HFpEF)

Cardiac Myosin Inhibitor (MYK224)
Obstructive Hypertrophic
Cardiomyopathy

Environmental
Responsibility

CAMZYOS (mavacamten)
Symptomatic Obstructive
Hypertrophic Cardiomyopathy

Additional Indications

Investigational Compounds

Inclusion & Diversity

Approved Indications

Venous Thromboembolism
Treatment

Acute Graft Versus Host Disease

ZEPOSIA
Relapsing Multiple Sclerosis

Our People

FAAH/MGLL Dual Inhibitor
Neuroscience

Note: Above pipeline excludes clinical collaborations
1
Development Partnerships: ABECMA (ide-cel):2seventy bio; AHR: Ikena Oncology; Anti-Tau:
Prothena; CAMZYOS in China, Singapore, Thailand,
Macau, HK, Taiwan: LianBio; Claudin 18.2 ADC:
LaNova Medicines; CD3xPSCA: Avencell; eIF2b
Activator: Evotec; ELIQUIS: Pfizer; EMPLICITI:
AbbVie; farletuzumab ecteribulin: Eisai; HSP47:
Nitto Denko Corporation; rHuPH20: Halozyme;
IDHIFA: Servier; MAGEA4/8 TCER: Immatics;
milvexian: Janssen Pharmaceuticals, Inc.; OPDIVO,YERVOY, OPDUALAG: Ono; REBLOZYL: Merck;
SHP2 Inhibitor: BridgeBio Pharma; TIGIT Bispecific:
Agenus; PKCθ Inhibitor: Exscientia
2
Trial(s) exploring various combinations
3
Partner-run study

Investigational Compounds
milvexian1
Secondary Stroke Prevention(SSP)334

Our
PeopleIN THIS SECTION

36

Our People

37

Empowering Our People

41

Engaging Our People

43

Developing Our People

45

Safety and Our PeopleHealth Equity &Access to Healthcare

Introduction

Our People
Our Bristol Myers Squibb colleagues
represent one of the most talented,
diverse and inclusive workforces
dedicated to transforming patients’
lives through science.
We rely on the strength of our culture to ensure our colleagues
are at their best, so we can deliver for our patients. Our
values—Urgency, Accountability, Innovation, Passion andInclusion—are the foundation of our patient-centric culture.
They come to life each day through the ways we empower,
engage, develop and ensure the safety of our people.

Scientific Innovation

Our People

Inclusion & Diversity

Environmental
Responsibility

To define and encourage wellbeing at Bristol Myers Squibb for ourselves,
our families, our patients and our community.

The Living Life Better Strategy
The Living Life Better strategy is grounded in science and emphasizes
flexibility and inclusion, allowing our people to leverage the opportunities
and resources that best meet their individual needs.

Our Vision for Employee Wellbeing

Ann PowellWellbeing Champions – A network of global volunteers who are passionate about
reinforcing a culture of wellbeing and want to support their colleagues

34,520employees worldwide

members of our eight
People and BusinessResource Groups (PBRGs),
representing 44 countries| 2022 ESG REPORTAppendix

PhysicalNutrition
Exercise
Sleep
HealthSafetyAs part of our commitment to fostering our employees’ wellbeing and supporting
steps to a healthier life, our company offers a wellness strategy called Living
Life Better.

Living Life Better connects us with resources, opportunities and to support physical,
emotional and financial wellbeing. Every small change makes a difference, including
how we feel, how we interact with others and how we perform at work.

>13.8K

Looking Ahead

Our Mission for Employee Wellbeing“Inclusion and belonging unleash our ability
to drive innovation, ensuring our colleagues,
patients and communities’ unique perspectives
are heard and valued and that everyone hasan opportunity to contribute to our vision oftransforming patients’ lives through science.”
Executive Vice President, Chief Human Resources Officer
at Bristol Myers Squibb

Ethics, Integrity,
Quality & GovernanceEmotional

Mental HealthResilience
Mindfulness
Spirituality
StressManagement

Life & Work

LivingLife
BetterSocialPurposeWork
Environment
CareerCommunity

Financial
Planning
SavingSpending

BMS provides employees with a wide range of services and resources to help sustain
and elevate their wellbeing. These include:
Global Working Flexibility – Incorporating time for employees to balance priorities

Virgin Pulse Online Platform – BMS provides a number of health resources for our
employees, including online and telephonic health coaching, with the opportunity
to earn wellness incentives through healthy actions. Virgin Pulse reached 91% of ouremployees globally, a 22% increase from the prior year
Mental Health Allies – BMS employees who destigmatize and normalize theconversation around mental health and help their colleagues find the rightresources for support

Global Financial Wellbeing – BMS is committed to providing meaningful andapproachable financial education to empower our global diverse workforce
to achieve personal financial goals throughout their lives
Fitness Accessibility – Access to fitness centers at our larger campuses, discounted
or reimbursed fitness support, virtual workout classes, and events and coaching
Global Employee Assistance Program (EAP) – All BMS employees and their families
have access to programs to manage everything from finding child, elder and pet care
to more complex issues including addiction and recovery

36

Introduction

Health Equity &Access to Healthcare

Scientific Innovation

Our People

Inclusion & Diversity

Environmental
Responsibility

Empowering Our People
The wellbeing of the individual is an essential
foundation of our business. We are committed toprioritizing our people’s health and aim to createa safe, energizing environment where everyone
can thrive.

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

Health and Wellbeing1
We provide a range of services, resources and encouragement to help
employees achieve and sustain good health, including:“By supporting our people, we strengthen our
foundation—unleashing our ability to realize thepromise and power of science for all.”

Healthcare & Employee Health Services
At larger campuses, onsite employee health services, such as
annual health screenings, flu shots and job-related medical
surveillance are offered

Sharon Hanlon

Fitness Centers
Available for membership at our larger campuses. We expanded accessto Gympass, increasing membership from 36% to 47% globally

Senior Director, Clinical Trial
Engagement Enrollment at Bristol Myers Squibb

Pharmacy Benefits
Included when enrolled in one of our medical plans
Retiree Healthcare
Employees who retire from BMS can enroll in our medical
plan for retirees
Tobacco-Free Workplace
We offer a tobacco-free workplace to support a healthy work
environment and our commitment to cancer prevention

1| 2022 ESG REPORT

Outlined benefits are available in the U.S. and in some global markets.

37

Introduction

Health Equity &Access to Healthcare

Scientific Innovation

Our People

Inclusion & Diversity

Environmental
Responsibility

Providing Life, Work and Family Benefits for our Employees1
Family Care Leave
We offer 12 weeks of paid leave to care for a new child andeight weeks to care for a family member with a serious healthcondition. For birth parents, this is in addition to short-term
disability; additional unpaid time may also be available
Adoption Assistancein addition to eight weeks of paid leave, the adoption
reimbursement program helps employees with the financial costs
associated with adoption
On-Site Childcare and Childcare Discounts
Select campuses include full-time, part-time, back-up daycare
and summer camp programs
National Family Care Program
Employees can take advantage of a national network ofproviders for discounted child care, elder care and pet services
Resource and Referral Services
We partner with experienced and trained counselors to offer24-hour telephone or online confidential support, free ofcharge—regardless of location or situation
Elder Care
For employees with multi-generational caretaking
responsibilities, BMS offers assistance such as home safety
inspections for older adults, locating in-home care services andtips for paying for elder care medical needs

1

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

Supporting Mental Health
Lactation Services
We offer resources and referrals to help colleagues prepare forparenthood and private spaces for nursing parents when they
return to the office
Prenatal Program
In addition to self-study programs, medical practitioners offer
over-the-phone consultations
Domestic Partner Benefits
Our benefits extend to all employees’ spouses and children
Flexible Ways of Working
Our goal is to offer flexible options to better serve employees’
diverse needs and enhance bottom-line results
Work/Life Seminars
Mid-day seminars cover a range of topics from leadershipskills to parenting
Tuition Reimbursement Program
Up to 100% of qualifying tuition costs may be covered for
eligible employees who participate in accredited educational
programs, based upon manager discretion and budget

Mental health remains a priority at our company, which is why we spotlightit during Mental Health Awareness Month in May and for the World Mental
Health Day campaigns in October. We led a discussion with three key
executives on the importance of mental health in the workplace, and scheduledtraining through our global Employee Assistance Program (EAP) to continue
decreasing stigma around the topic and increasing psychological safety.
In the U.S., we recognized a gap in quick access to in-network mental healthcare
providers and launched a new partnership to expand our network. In six months,
889 sessions were scheduled. We also found a global partner to provide guided
mindfulness and resilience training and behavior analyst consultations for parentsof children with behavioral needs. It was launched in the U.S. and U.K., and wecontinue to expand this to additional global markets.
BMS’ Mental Health Allies, a volunteer-led program, continued in 2022.
The program aims to remove barriers and stigma around conversations on
mental health.
As part of the Mental Health First Aid program from Mental Health First Aid
International, allies are trained to identify and respond to mental distress,
illness and addiction. While allies are not trained therapists and do not diagnose
mental health illness, this support is nonetheless invaluable. BMS now has about
400 trained mental health allies in 13 cohorts. In three sites that launched in
2022, we saw the program’s exciting impact as it seemed to increase people’s
confidence in speaking about mental health at work and accessing the EAP.

In 2022, survey comments on our quarterly employee survey
showed managers are taking more time to check on colleagues’
wellbeing and are discussing work-life balance more openly.
To improve ease of access and awareness to resources, we expanded our
myBMS global wellbeing page to be a one-stop shop for resources. We also
developed a mental health resource guide to make resources that provide
mental health support more easily accessible and clear for employees. We
launched the U.S. version in September and continue to develop locally andculturally relevant versions for our employees around the world.

Outlined benefits are available in the U.S. and in some global markets.

| 2022 ESG REPORT

38

Introduction

Health Equity &Access to Healthcare

Our People

Scientific Innovation

Inclusion & Diversity

Environmental
Responsibility

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

Rewards and Recognition

Total Rewards

We celebrate those who embody our mission and values to reach aboveand beyond, driving our business forward. Our Rewards and Recognition
package includes:

We believe in a Total Rewards experience that offers benefits to help employees through every stage and milestone of life to foster a positive andengaging work experience.

Compensation
Our competitive compensation program aligns with a pay-forperformance culture, and provides competitive base salaries
and significant opportunities to earn variable compensationin bonuses and/or equity-based compensation

Overview

Bonuses
BMS has an annual bonus plan that rewards both individualand company performance
Recognition Awards
With our global Bravo platform, employees can recognize
colleagues and celebrate their behavior, efforts and achievements
Employee Referral Program
Employees are awarded cash bonuses when they refer talented
individuals who are then hired

Compensation& Recognition• Base Salary• Annual Incentives

GlobalPrograms

Anniversaries
Employees’ service milestones and commitment to our mission
are honored• Long-term
Incentives

Recharging &Giving Back

Health &Wellbeing• Financial Savings &Wellbeing Resources• Bereavement Leave• Living Life Better
Wellbeing Program• Tuition
Reimbursement• Financial & Income
Protections• Holiday Time Off• Employee Assistance
Program (EAP)• Family Planningand Care• Global Recognition
Program• Business Travel
Accident Insurance• Base Salary• Annual Incentives• Long-term
Incentives

Specific
to U.S.

Savings, Financial
Wellbeing& Protections• Global Recognition
Program• Vacation Days
• Year-end Company
Closure• Fitness Memberships• Paid Time Off toGive Back• Healthcare Benefits(vary by country)• 401(k) and NonQualified Savings
Plans• Military Leave• Medical & Pharmacy
Benefits• Health & Dependent
Care Savings andSpending Accounts• Family Care Leave• Supplemental
Personal Liability
Protection• Employee &Dependent Life
Insurance• Military Family
SupportManaging
Work & Life• Dental Benefits• Vision Benefits• Supplemental Health
Insurance• Commuter Benefits• Parental Leave Bridge
Back Parental Leave• Adoption/Surrogacy
Reimbursement• Fertility/Infertility
Benefits• Family Caregiver
Leave• Child Care, Elder Careand Pet Support• Disability Coverage| 2022 ESG REPORT

39

Introduction

Health Equity &Access to Healthcare

Financial and Savings Benefits
We recognize the value of saving early and as often as possible. We
proudly offer benefits that strive to ensure financial readiness for
employees in the U.S. and in specific markets where we have employees.
Our benefits, tailored to the employees’ needs, are frequently dictatedmarket to market by local employment law and regulation. Some of thebenefits may include:
401(k) Savings PlanBMS matches contributions dollar-for-dollar up to 6% ofeligible pay for U.S. employees who do not participate in acollective bargaining agreement. Eligible employees receive anannual additional company contribution as a percentage of
eligible pay based on age and service
Health and Insurance Benefits
Employees can choose from a variety of medical, dental andlife insurance options, including vision care, legal services andidentity theft protection
Disability Coverage
Company-funded short- and long-term disability benefits
ensure that either 100% or a portion of income continues
Tax-Advantaged Health Savings and Flexible
Spending Accounts
Depending on the medical plan selected, employees are given
the choice to save and/or reimburse eligible expenses on a
tax-advantaged basis
Business Travel Coverage
During business travel, employees receive international assistancein emergencies, from medical care to travel accident insurance| 2022 ESG REPORTOur People

Scientific Innovation

Inclusion & Diversity

Environmental
Responsibility

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

Scholarships for Employees’ Children
50 undergraduate scholarships are awarded annually tochildren of employees
Charitable Donations
We match dollar for dollar when a charitable donation ismade to an eligible organization

Time OffOur paid vacation and holidays provide employees the flexibility to taketime off to recharge and return refreshed:
Vacation
A minimum of three weeks of vacation are offered, withvacation time increasing to four weeks at five years of service,
five weeks at 15 years of service and six weeks at 25 or more
years of service
Holidays
We recognize nine fixed holidays and four optional holidays
Sick Time
Paid time off for illness and short-term and long-term disability
plans for an extended absence
Family Care Leave
For extended absences, paid and unpaid leaves offer extended
time away from work to help employees focus on what ismost important40

Introduction

Health Equity &Access to Healthcare

Scientific Innovation

Engaging Our People

Our People

Inclusion & Diversity

Environmental
Responsibility

Ethics, Integrity,
Quality & GovernanceLooking Ahead

SPOTLIGHT

SPOTLIGHTBMS Tours of Duty

Coast 2 Coast 4 Cancer Ride

Our “Tour of Duty” program allows employees to work in a different
function and/or department at BMS for 3-12 months. By immersing
themselves completely during their Tour, employees gain valuable
exposure to how a different part of the company operates. The Tour
allows employees to explore interests outside their specific roles anddelivers a greater understanding of how our various departments interact.

Riding 3,000 Miles to Raise $1.5 Million
for Cancer Research

Appendix

We truly believe our people are unique and havegreat potential to flourish. The public perceptionof BMS includes the belief that our people areinnovative, ambitious and possess a strong desire
to learn and grow.
We are committed to fostering continued growth by offering a wide varietyof learning and development opportunities. We know that doing this will leadto a happy, productive and engaged workforce, as well as increase the level of
employee satisfaction and retention.

Employee Engagement and Retention
Our collaborative, on-the-job learning experiences include digital classes,
stimulating work assignments and special projects as well as tours of duty
into different parts of the business and skills-based volunteering. These
initiatives help our people find their purpose in our organization. Only by
feeling involved and trusting that our company places stock in their personal
development can our people strengthen their skillsets and enhance ourbusiness performance.
Confidential surveys of our global workforce provide feedback on employee
satisfaction and engagement. This survey includes a breadth of topics,
including company culture and values, strategy execution, inclusion andindividual development.
Our executive officers review the results, after which we conduct an analysisof areas of progress as well as identify opportunities for improvement, bothat a company and a function level. The results and analysis are utilized bymanagers to implement actions and activities to increase the wellbeing of
our employees.
We believe the alignment between employee engagement initiatives, competitive
pay, benefit programs and robust career development opportunities help increase
employee satisfaction and tenure and reduce voluntary turnover.
| 2022 ESG REPORT

Employees can search for experiential opportunities through an internal
virtual marketplace called the Project Bank where individuals volunteer
to participate and the top matches are selected by project leaders.
For the company, Tours help develop well-rounded team members who
can provide added value with their broader perspectives.

In September 2022, more than 126 BMS employees put our ESG
principles into practice and set out to give back to the community.
Riders started in Cannon Beach, Oregon, for a relay ride to Long Branch,
New Jersey. Some of the BMS riders had been diagnosed with cancer,
while others were riding in honor of loved ones who have been impacted
by the disease.
This was our ninth consecutive Coast 2 Coast 4 Cancer ride, during whichriders covered 3,000 miles over 27 days. Including a $500,000 match
from BMS, the ride raised over $1.5 million for cancer research. The BMS
and the V Foundation Partnership for Cancer Research was named thewinner of a 2023 Silver Halo Award in the Best Employee Engagement
Category by Engage for Good.
We’ve also participated in similar rides in Europe, Japan and Latin America.

41

Introduction

Health Equity &Access to Healthcare

Our People

Scientific Innovation

Inclusion & Diversity

Environmental
Responsibility

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

Insights for Success

Our Insights for Success program is offered to talented employees across the globe to enhancetheir leadership skills as well as organizational and personal career success.
In 2022, 113 employees participated in the program, and BMS updated its program content to address unique leadership issues for employees who identify as
LGBTQ+. The data for 2022 program participants is being compared to the data for 2021 program participants to establish pre- versus post-training performance.

Program Participants Exhibit Higher Year-over-Year (YoY) Talent & Behavior Outcomes
Behavioral

Talent Outcomes

5% YoY

8% YoY

increase in total recognition
program points awarded

27,60027,40027,20027,00026,80026,60026,40026,20026,00025,80025,600| 2022 ESG REPORT

Voluntary attrition &lateral movement
were comparable YoY

higher promotion

2022

Happiness

2021

Promotion

2022
2021

2022

2021

0% 10 20 30 40 50 60 70 80
%
%
%
%
%
%
%
%

42

Introduction

Health Equity &Access to Healthcare

Developing
Our People
Just as we strive for continuous
innovation on behalf of ourpatients, our employees seek
opportunities to learn and grow,so that they may make as great
an impact as possible.
We support them by providing robust learning andprofessional development opportunities. Our extensive
library of resources, available in multiple languages toour 34,000 employees, covers a wide range of specialized
subjects. In 2022, over 6,800 employees enrolled into
our professional, manager and leadership development
programs.

Leadership Development
Our leadership development programs empower talented
individuals across the globe to enhance their leadershipskills as well as organizational and personal career
success. We enrolled more than 380 learners through ourleadership development programs in 2022. The enterprisemanager development program cultivates the growthof our managers and senior leaders. Participants new
to management join those with experience to build thecompetencies to excel as managers and senior leaders
through virtual and in-classroom learning opportunities.
In 2022, more than 2,800 managers took part in 185
enterprise manager development programs, with 77%
participation among the group of eligible managers.

| 2022 ESG REPORT

Scientific Innovation

Our People

Inclusion & Diversity

Learning and Development (L&D)
Providing the resources and programs to enable ourpeople to realize their potential through Learning andDevelopment (L&D) is an essential part of our ESG people
strategy. It is also a social imperative, since we know thatgaining new skills empowers people to have a higher levelof personal satisfaction, earn higher income and achieve
their career ambitions.
In 2022, we hired our first Chief Learning Officer, who
is focused on elevating the learning and development
experience at BMS. We are also leveraging advancements
in augmented and virtual reality to offer more interactive
and immersive L&D opportunities to our people.

Environmental
Responsibility

Ethics, Integrity,
Quality & Governanceby 18%, with a broader 29% increase in hours viewed.
BMS is in the 75th percentile for activated users in
LinkedIn Learning—this is considered best in classcompared to peer organizations. We provided more than
1,600 hours of virtual and instructor-led professional
development training targeting managers (LDP + Open
Enrollment offerings) and achieved a 26% year-overyear increase in digital learning adoption for LinkedIn
Learning in 2022.

Looking Ahead

1

Appendix

st Chief Learning Officer
hired in 2022

The number ofhours spent on
digital learning
consumption at
BMS increased by

10%

Course completionsin LinkedIn Learning
increased by

18%

with a broader

29% increasein hours viewed

The number of hours spent on digital learning
consumption at BMS increased by almost 10% in
2022. Course completions in LinkedIn Learning increased

2022 Employee Learning and Development Progress

10%

increase in digital learning
consumption via LinkedIn
Learning on an hourly basis

BMS is in the705

75th percentile
for activated users
in LinkedIn Learning.
This is consideredBest in Class whencompared to peerorganizations

hours
of leadershiptraining across oureight different
Leadership
Development
Programs in 2022

6,725

leaders andmanagers had
the opportunity
to attend
Unconscious
Bias Educationfrom 2021-2022
Nearly 1 in 4(23%) managers
completed thistraining

8%

increase in Leadership
Development Programenrollments in 2022 versus 2021,
fueled by additional offerings
Source: McKinsey MA, ELP.

100%

of ourLeadership Development
programs are inclusive andaddress topics relevant to womenand underrepresented ethnic
groups (UEGs)

43

Introduction

Health Equity &Access to Healthcare

Scientific Innovation

Our People

Inclusion & Diversity

Environmental
Responsibility

Looking Ahead

SPOTLIGHT

For more than 70 years, our global reputation as a leader in employee
inclusion and satisfaction has made us an employer of choice among top,
diverse talent in science, technology, engineering and math (STEM). While
we are proud of our past at BMS, we know we must continue to improve andinvest in the talent of tomorrow.

We have some of the most passionate,dedicated professionals in healthcare
around the world—people who havethe incredible potential to transform lives
through science—and we must give themevery chance to flourish. We do this throughmentoring, partnerships and programs tobring the best out of each employee at BMS.

Possibility Lives
Inclusion is the driving force behind Possibility Lives, a culture-change
program based on neuroscience and organizational change best practices.
Our internal research shows that employees who feel they work in
an inclusive environment show a 97% favorability score when asked
if they would recommend BMS as an employer. In addition, 95% of
our employees understand that diversity and inclusion drive businessperformance, and 83% believe they can explain its positive impact.
Possibility Lives demonstrates everyone at BMS has a part to play increating an inclusive workplace by practicing the right habits at
the right time.

| 2022 ESG REPORT

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

SPOTLIGHT

Our Programs to Identify andDevelop Talent
The BMS Connections
Our Connections Mentoring program encourages intra-company
global group mentoring opportunities to build relationships andlearn from the diverse perspectives of others. Launched in 2007,
Connections Mentoring has been a hallmark of how BMS develops
leadership capabilities for members of our PBRGs. The program
helps our colleagues to broaden their networks beyond their natural
immediate co-workers, and it provides a forum to learn topics beyond
their subject matter expertise. This cross-pollination of expertise andperspective enhances our culture of innovation.

One Young World (OYW)
A global nonprofit that unites young leaders, from every country
and sector, working to accelerate the change they want to see. As
a participating organization since 2012, BMS supports OYW as anopportunity to provide leadership development and demonstrate
our commitment to nurture and grow emerging leaders.

44Introduction

Health Equity &Access to Healthcare

Scientific Innovation

Our People

Safety and Our People
We are committed to protecting ourworkforce, communities and patients,
as well as ensuring the continued
supply of life-saving medicines.

internal network and key external partners, we have global
teams of experts who work across the business to embed
our practices and ensure performance. These include:

Our focus is on ensuring all employees, including temporary
contractors and visitors to our sites, can work safely. We
prioritized the health and safety of our employees during
the COVID-19 pandemic, while continuing to supply
medicines to our patients and driving strong businessperformance.

• Systems and Assurance Center of Excellence

Prioritizing employee health and safety not only protects
our people at all levels, but feeds and supports our ESG
strategy. The governance for our health and safety
programs is global, with performance monitored at
the senior-most levels of the company, while our Boardof Directors Committee on Directors and Corporate
Governance provides oversight.
Bristol Myers Squibb’s Environment, Health & Safety (EHS)
management system and occupational health manual
together outline the regulatory and company requirementsthat underpin our operations. We use common definitions
and criteria established by the U.S. Occupational Safety and
Health Administration for recording occupational accidents
and illnesses worldwide.
Adherence to our management system is through internal
controls as well as internal and external assessments. Audits
by internal and external experts are a key mechanism forindependent performance monitoring. In support of our| 2022 ESG REPORT

Environmental
Responsibility

Inclusion & Diversity

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

Environment, Health and Safety Management System

Our Commitment
EHS Policy
Framework• Safety Center of Excellence• Environmental Center of Excellence• Occupational Health and Wellbeing Center of Excellence• Sustainability Center of Excellence

Leadership& Strategy
(1-2)

Risk
Management(3-8)

Compliance
Assurance(9)

Continuous
Improvement(10)

These experts work with local teams to supportcompliance and our safety objectives.

Occupational Health
The BMS occupational health program supports ourcolleagues globally through occupational and medical
interventions by a team of doctors, nurse practitioners,
nurses and other healthcare providers.

The program provides a range of healthservices including:• Emergency medical care
• Risk-based medical surveillance• Travel health consultations• Treatment of work-related illness and injuries• Urgent medical care
• Wellness consultations• Work-site health evaluations• Medical accommodation case management• Worker’s compensation/disability casemanagement

Components
1

2

3

4

5

Management
Leadership &Accountability

EHS Strategy& Planning

EHS Risk
Identiﬁcation& Control

Business
Continuity &Emergency
Preparedness

ChangeManagement

6

7

8

9

10

Corrective &Preventative
Actions

Product
Stewardship

Supply Chain
PartnerManagement

ComplianceContinuous
Improvement& Learning

Continuous Improvement45Inclusion& Diversity

IN THIS SECTION

47

Inclusion & Diversity

48

Our I&D Strategic Pillars

Introduction

Health Equity &Access to Healthcare

Scientific Innovation

Our People

Inclusion & Diversity
At BMS, through our global
inclusion and diversity efforts, weare focused on creating a more
equitable and just society thatvalues and respects individuals
from all backgrounds and embraces
diversity across all dimensions.
Our commitment to inclusion and diversity reinforces
the human connection of our patient-centric culture to
discover, develop and deliver innovative medicines that
help patients prevail over serious diseases.

“At BMS, we lead with our value of Inclusion to
integrate inclusive practices into processes andpolicies to drive systemic change and equitable
access, opportunities and outcomes for all. Ourpatients, communities, colleagues and partners
around the world deserve our very best.”

Pamela Fisher

Chief Inclusion & Diversity Officer
at Bristol Myers Squibb
Harnessing the collective diversity of our 34,000 colleagues
helps us address the needs of our patients around the world.

Looking Ahead

Appendix

Bristol Myers Squibb

In 2023, BMS extended and expanded our aspirational
workforce representation goals to include executive
directors and above (ED+) to strengthen our internal
pipeline of talent and the next generation of leadershipat BMS.

U.S. Executive Representation
by Race/Ethnicity

Through these efforts, we are accelerating our integrationof inclusive practices into our processes, policies andsystems to ensure we drive sustainable and equitable
impact. We are proud of our meaningful progress to date
while recognizing there is more work to be done. Since
2020, we’ve successfully:

Global Executive
Gender Parity

Diversity in
Clinical Trialsof global executives
were women at
year-end 20221

of U.S. clinical trial sites
were located in highlydiverse communities
in 202248.7%
1• Increased diversity in clinical trials

6.1%

of U.S. executives
were Black/
African Americanat year-end 2022

58%

Excludes people on long-term
disability & interns.

Supplier Diversity Spending~$1B• Collaborated in our communities and beyond to improveeducation and access as well as ensuring our partners
can provide culturally appropriate care

6.1%

of U.S. executives
were Latino/
Hispanic at yearend 2022

Addressing Health Disparities in the U.S.

Nearly• Leveraged and strengthened the diversity of ourworkforce to better understand the needs of ourpatients and communities• Driven economic empowerment in the communities weserve by investing in diverse businesses to enhance theinnovation and agility in our supply chain

Ethics, Integrity,
Quality & GovernanceInclusion & Diversity Impact by the Numbersin spending with diverse
businesses in 2022

$100M

across 481 grants has been awarded tosupport the health disparity efforts ofnonprofit organizations and external
partners since 2020

The Bristol Myers Squibb Foundation1

114

Bristol Myers Squibb
Foundation Employee
Giving Program

We also sustain a working environment that allows ourcolleagues to bring their best selves to work by offering
programs that encourage holistic wellbeing and foster asense of belonging. These efforts enable BMS to retain
our world-class talent, attract the best emerging leadersand fulfill our vision of transforming patients’ lives
through science.

~$1M

awarded to social justiceorganizations (September
2020 – December 2022)

Our Global Inclusion and Diversity (GI&D) strategy
prioritizes our five-year inclusion and diversity goals andhealth equity commitments launched in 2020.
1| 2022 ESG REPORT

Environmental
Responsibility

Inclusion & Diversity

Bristol Myers Squibb
Foundation Diversity
in Clinical Trials Award
Programscholars selected
through the Bristol
Myers Squibb
Foundation’s Robert
A. Winn Diversity in
Clinical Trials Award
Program72.8%

of Robert A. Winn
Diversity in Clinical
Trial scholars
come from groups
underrepresented
in medicine

The BMS Foundation is a separate 501(c)(3) nonprofit entity; Bristol Myers Squibb is the primary donor to the Bristol Myers Squibb Foundation, an independent charitable entity

47

Introduction

Health Equity &Access to Healthcare

Scientific Innovation

Our People

Inclusion & Diversity

Environmental
Responsibility

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

Our I&D Strategic Pillars

Colleagues
Lead with our value of Inclusion to advancea workplace where our colleagues feel they
belong, and their unique perspectives arevalued and rewarded, while building a global
workforce that reflects the diverse cultures,backgrounds and experiences of our patientsand communities globally.
We rely on our inclusive culture to engage andharness the collective power of our colleagues
around the world. We continue to strengthen
inclusive leadership competencies across levels,
business and markets to attract, develop andretain a globally diverse workforce, as wellas drive greater transparency and stronger
accountability for leaders.

| 2022 ESG REPORTPatients and Communities

Business and Industry

Drive innovation and growth to address
the unmet needs of our increasingly diverse
patients and communities around the world.

Reimagine and transform business andindustry practices, processes and policies
to achieve equitable advancement andoutcomes for all.

We relentlessly invest in and drive innovationand growth to better understand and serve
the unmet and evolving needs of our patientsand communities around the world. We knowthat we must care comprehensively for ourpatients and communities by addressing thesocial determinants of health as well as healthdisparities. We continue to drive this effort
through our health equity commitments—
clinical trial diversity, global public healthand supplier diversity.

We continue to challenge ourselves
and our industry to lead boldly—totransform our business practices and drive
sustainable, systemic change. To learn
more, please visit the Global Inclusion &Diversity page on our website.

I&D is integral to our enterprise strategy and is embedded across ourbusinesses globally.
You will find additional details on our global I&D efforts and healthcommitments to diversify clinical trials and address the needs ofhistorically underserved communities by building critical healthcare
infrastructure in low- and middle-income countries (LMICs) in the
Health Equity and Access to Healthcare section of this report, as well as
details on diversifying our supply chain in the Ethics, Integrity, Quality
and Governance section.

48

Introduction

Health Equity &Access to Healthcare

Scientific Innovation

Inclusion & Diversity

Our People

Environmental
Responsibility

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

BMS Executives by Gender and Race/Ethnicity

Colleagues
Our Colleagues pillar within our GI&D strategy advances a workplace where
everyone feels they belong, their unique perspectives are valued and they canfully contribute to our mission to serve our patients. It leads with our value of
inclusion to drive equitable outcomes for our global workforce by strengthening
inclusive leadership behaviors, diversifying our workforce representation andenhancing our culture of belonging with a regionally- and culturally-relevant
approach. A global workforce with diverse experiences, perspectives andbackgrounds helps us to better understand and anticipate the needs of thepatients and communities we serve and drives the innovation that is criticalto our success. Our value of inclusion informs everything we do and is integral
to fostering a deep sense of belonging. It creates a workspace and culture
where people are encouraged to speak their minds and where their uniqueperspectives are valued and rewarded.

We increased the number ofglobal female executives(VP+) toWe doubled our Black/
African American executives(VP+) torepresenting a 10%
increase in just two years1

just ahead of our goalof 6% by 2022

We increased the number of
Hispanic/Latino executives(VP+) in the U.S. from

Representation of Asian
Americans has

48.7%

3.7% to 6.1%

2

To attract, develop and retain a diverse workforce across all levels of theenterprise, we continuously:

6.1%

increasedat all levels for the past
several years

Executive
Gender Parity

Black
Executives

6.1%

3.2%

LatinoExecutives

from 2021

Asian
Executives

6.1%

18.3%

1.1% from2021

0.6% from2021

1.6% from2021• Identify, assess and strengthen inclusive leadership competencies acrosslevels, businesses and markets

We achieved gender parity in our overall workforce
population in 2015 and are close to achieving gender parity
at executive levels.

• Drive greater transparency and stronger accountability with people leaders• Leverage best practices in talent management, accelerated leadershipdevelopment and inclusive leadership to create a positive work environment
Diversity is one of our greatest strengths as an organization and enables us toremain competitive in a global economy. We remain committed to attracting
and retaining top talent with diverse backgrounds.
We aspire to make BMS a place where every individual can fulfill their potential,
express their unique talents and develop the skills that will add to their sense offulfillment and help our company achieve its mission to improve lives.
We remain committed to achieving our workforce representation
aspiration goals.

Disability:IN
identified BMS asa top company
for people withdisabilities,
recognizing ourefforts to provide anaccessible workplacefor our colleagues.

This year, we extended our workforce representation aspirational goals to2025 and expanded the scope to address areas of greatest opportunity. This
expansion includes executive directors and above which will strengthen ourinternal pipeline of talent for the next generation of leaders.
1
2| 2022 ESG REPORTThis is slightly below our goal of 50% by 2022.
This is slightly below our goal of 7.4% by 2022.

49

Introduction

Health Equity &Access to Healthcare

Scientific Innovation

Inclusion & Diversity

Our People

Environmental
Responsibility

Ethics, Integrity,
Quality & GovernanceLooking Ahead

AppendixGlobal Gender by Management Level1
2022

51.3%

48.7%

n=435

2021
2020

54.5%

45.5%

n=398

57.2%

42.8%

n=345

2022

48.0%

52.0%

n=16,380

2021
2020

48.2%

51.8%

n=15,489

49.3%

50.7%

n=14,429

2022

42.6%

57.4%

n=13,694

2021
2020

42.6%

57.4%

n=13,104

43.1%

56.9%

n=12,1841

Executive

LegendMale
FemaleManager

Professional

excludes people on long-term disability & interns.

U.S. Ethnicity by Management Level
2022

69.2%

18.3%

6.1% 6.1%

n=360

Executive

0.3%

2021

70.4%

17.7%

7.2% 4.5%

n=334

0.3%

2020

16.7%

76.4%

4.2%

n=288

2.4% 0.3%

2022

55.3%

31.2%

6.0% 5.6%

n=10,458

Manager

0.2% 1.5% 0.1%

2021

61.7%

4.3% 4.1%

28.6%

n=9,888

0.2% 1.1% 0.1%

2020

61.7%

4.3% 4.1%

28.6%

n=9,235

0.2% 1.1% 0.1%

2022

22.6%

56.7%

10.3%

7.3%

n=6,747

0.3% 2.7% 0.2%

2021

59.5%

21.2%

9.4%

7.0%

n=6,033

Professional

LegendWhite
AsianAmericanLatino/Hispanic
Black/African
AmericanNativeHawaiian or
Other PacificIslanderTwo or moreraces
AmericanIndianor Alaska
Native0.2% 2.4% 0.2%

2020

62.8%

19%

8.0%

7.2%
0.3% 2.3% 0.4%

| 2022 ESG REPORT

n=5,29850

Introduction

Health Equity &Access to Healthcare

Scientific Innovation

Our People

Inclusion & Diversity

Environmental
Responsibility

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

SPOTLIGHT

Q&A with Chief Inclusion and Diversity Officer, Pamela Fisher
From your perspective,
what are the main
challenges andopportunities forpharma companies
when it comes tohealth inclusion anddiversity, and how is
BMS addressing them?
Companies must approach
inclusion and diversity as theywould any other issue affecting
the business. Many times,
inclusion and diversity efforts are
not viewed in correlation to business impact. Addressing the unmet needsof our patients is at the core of the mission and vision of the biopharma
industry. For BMS, that means recognizing and understanding the diverse
characteristics and needs of patients so everyone can achieve the best
health outcomes regardless of their background.
We recognize there are demographic disparities in healthcare that
disproportionately affect people who have historically been subject to
exclusion and discrimination. As a purpose-driven company, we must
address these disparities in a significant and sustainable way for thepatients and communities we serve. We are addressing these needs byprioritizing our health equity commitments, increasing diversity in ourclinical trials and making our medicines more accessible around theworld. We are also collaborating with patient advocacy organizations,community organizations and academic institutions to accelerate diseaseawareness and education, improve equitable access to quality care and| 2022 ESG REPORT

Since 2020, we have madesignificant progress against ourcommitment to award

advance health equity forunderserved communities.

Leading with our value of
Inclusion means that we arecontinuously seeking ways
to eliminate barriers andby 2025
biases within our processes
to address health disparities,
and practices to sustain
granting nearly
equitable systems for ourcolleagues, patients andcommunities. Whether it
is building a more diverse
between 2020 and the end
supply chain by eliminating
barriers and biases orof 2022
making a company facility
more accessible, addressing
issues of inclusion and diversity is part of the fabric of everything we do.  

$150M

To be effective in addressing the unmet needs of diverse patient communities,
our global workforce must understand the cultures, backgrounds andexperiences of our patients. We must also nurture a culture where ourcolleagues feel their unique perspectives are valued and encouraged toaccomplish the breakthroughs in medicine we pursue.

$100M

How has BMS’ commitment to inclusion and diversity
positively impacted the experiences of our colleagues?
Our long-standing commitment to advance a culture of inclusion andbelonging drives innovation and strengthens our company’s ability
to remain competitive. Our Executive Leadership Team’s unwavering
dedication and investment ensure that inclusion and diversity remain
imperative with joint ownership and accountability across our organization
to drive equitable health outcomes for patients around the world.
While keeping patients at the center of everything we do is paramount to
BMS, we are also focused on making sure that we provide an inclusive work
environment and a sense of belonging for our colleagues.

51

Introduction

Health Equity &Access to Healthcare

Scientific Innovation

CASE STUDYOur People

Inclusion & Diversity

Environmental
Responsibility

Disability Status and LGBTQ+ Disclosure
Self-identification is a valuable tool to drive our inclusion and diversity
goals to ensure our programs support the diverse needs of our workforce.
Disclosure of disability status rose from 44.4% in 2021 to 51.1% in 2022,
representing an increase of 6.7%. Disclosure of sexual orientation status rosefrom 14.8% to 21.9% over the same period, an increase of 7.1%. We believethese results indicate we have successfully created an environment of respect,
trust and safety, where our colleagues feel comfortable bringing their wholeselves to work.

Pay Equity

Everybody Counts
The Challenge
We can only live and work to our full potential when we feel valued andincluded. In the U.S. and Puerto Rico, before we launched Everybody
Counts, we felt our participation rates in our voluntary self-identification
process among veterans, LGBTQ+ people and people with disabilities
were not where they needed to be, suggesting we had yet to create atruly inclusive environment.

The Journey
We introduced Everybody Counts, a self-identification program toempower communities who, historically, have been underserved,
marginalized and misunderstood. It gives our people in those groups
the option to disclose their status in our Human Resources system ofrecord with a view to improved measurement and better-informed policy
interventions to benefit all BMS employees.

The Future
Everybody Counts will continue helping us better understand the diversityof our workforce, identify potential roadblocks to self-identification andtake action to ensure that BMS is providing meaningful services andbenefits to employees within these communities.

| 2022 ESG REPORT

We support the right of individuals to fair compensation for their workand aim to provide competitive compensation and valuable benefits for
employees at all levels. As a company, we reward employees in a way thatrecognizes their contributions to our business and is consistent worldwide. We
are committed to pay equity, including gender and racial/ethnic group pay
equity, and seek to ensure through our practices that pay decisions are basedon merit and that we are compensating employees the same when they
perform the same or similar jobs with similar experience and skills, regardlessof an employee’s race or gender.

Enhanced Gender Transition Benefits
U.S. medical plans administered by Aetna and UHC
include coverage for medically-necessary transition services
related to a diagnosis of gender dysphoria and basedon guidelines set forth following the World Professional
Association for Transgender Health Standards of Care
(WPATH-SOC), including:• Hormone therapy and testing• Mental health counseling• Genital surgery

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

CASE STUDY

A Journey from
Uruguay to
Baltimore to BMS
Lucia came to the U.S. from Uruguay andearned bachelor’s and master’s degrees
in chemical engineering from Johns
Hopkins University. “When I was looking
for jobs, there were very few outlets
where I could meet companies,” she said. Lucia Sablich,
Senior Associate Scientist“I was interested in pharma, and I heard
good things about BMS.” Lucia visited the BMS booth at a conference
where she met a member of the Chemical Process Development team.
“We started talking about my background and at
one point he asked, ‘How do you feel about an impromptu interview
right now?’ I said, ‘Let’s do it.’”After some technical questions, the interviewer thought Lucia would be agood fit and afterward reached out to Jean Tom, Executive Director of theDevelopment Engineering Group within Chemical Process Development,
about Lucia.
For Jean, having engineers from diverse and varied backgrounds can havea positive impact and with real world applications. “Having a team thathas different styles of working, perspectives, even programs from different
schools, enhances the problem solving of a team and the ability to think
more innovatively.”
Lucia is now a senior associate scientist at BMS and is involved inrecruitment efforts to attract more people from non-traditional
backgrounds to BMS. “It’s a matter of bridging that gap,” she said,“making it accessible to people who want to go into industry but
might not have been exposed to it yet.”  

52

Introduction

Health Equity &Access to Healthcare

Unconscious Bias Education
From 2021-2022,

6,725 leaders and managers

had the opportunity to attend unconscious
bias education

We also conducted

11 “Minus the Bias” training
sessions in 2022

How People and Business Resource Groups(PBRGs) Enable and Amplify the GI&D
Strategy to Drive Equitable Outcomes
PBRGs represent one key strategy we use to support
the business objectives, career advancement anddevelopment needs of our employees to drive equitableoutcomes for our patients and communities, colleagues
and within the industry.
Members network, learn skills, participate in learning
development events and contribute to our company’sbusiness objectives in a tangible way.
Designed to harness the passion, business insights andexperiences of our global workforce, PBRGs offer a wide
range of benefits, including opportunities to:• Drive business results• Enhance workforce engagement• Support external reputation and community
responsibility• Provide career development opportunities for members| 2022 ESG REPORT

Scientific Innovation

Our People

Our 8 PBRGs are:

B-NOW

Bristol Myers Squibb
Network of Women

BOLD

Black Organization
for Leadership andDevelopment

CLIMB

Cultivating Leadership andInnovation for Millennials
and Beyond

DAWN

Disability Advancement
Workplace Network

OLA

Organization for Latino
Achievement

PAN

Pan Asian Network

PRIDE

PRIDE Alliance

VCN

Veterans Community
Network

Inclusion & Diversity

Environmental
Responsibility

Ethics, Integrity,
Quality & GovernanceMore than 40% of our employees
are members of at least one PBRG.
In 2022, the groups grew to include
13,800 members across more than
200 chapters in 44 countries.
Each PBRG is focused on a specific dimension of diversity.
Membership in any PBRG is not restricted to employees
who share in the dimension of diversity. All employees
are welcome to join any and all PBRGs. Their trusted
insights are brought into the business and are led by afull-time business leader who briefs the BMS Leadership
Team—a direct report to our Chairman and CEO—on the

Looking Ahead

Appendix

PBRG’s perspectives. This provides critical understandingof our workforce and the communities we serve so we
can better direct programs in support of patients and ourcommunities around the world.
PBRGs offer opportunities for cross-disciplined idea-sharing,such as the close collaboration between our Diversity in
Clinical Trials and Health Equity teams. They are a force forinclusion for their members as they empower people fromdiverse groups, contributing opportunities for professional
and personal development and giving them a pathway to
become business leaders of the future.
You can learn more about our PBRGs on our
Global Inclusion & Diversity site.

53

Introduction

Health Equity &Access to Healthcare

Scientific Innovation

Patients and Communities
Our Patients and Communities pillar drives innovation and growth to address
unmet needs and achieve better outcomes and opportunities for ourincreasingly diverse global patients and communities.

Supplier Diversity
Our supplier diversity initiative brings agility and innovation to BMS
while driving economic development and job creation for historicallyunderrepresented communities. We develop partnerships with apurpose—to address a critically important social determinant of health:economic empowerment. By investing in diverse suppliers, we are contributing
to the longevity of these businesses as well as addressing economic andhealthcare gaps in diverse communities at large.
One of the ways we encourage diversity among suppliers is through our supportof the Dartmouth Tuck School of Business residential program. In 2022, webecame a founding member of the program, providing 10 business school
scholarships, at a total cost of $50,000, for employees to attend programs at
the Tuck School of Business. In the U.K., we sponsor five suppliers each year
from our Minority Supplier Development program. This program helps minorityowned businesses grow and increase their capacity and capability, as well asaids the development of a peer-to-peer network where suppliers can enter into
joint partnerships. While helping grow their businesses, all of this also helps
increase the value they offer BMS. Participants learn how to lead their teams
through the digital age through a combination of personalized theory andinteractive skill-building as well as an overarching emphasis on viewing theirleadership style from new perspectives. They also work closely with their peers
to navigate the digital landscape and become adaptive leaders.

The Impact
Our Supplier Diversity program
brings agility and innovation to BMS
while driving economic development,
wealth, job creation and more forvulnerable communities.

| 2022 ESG REPORTOur People

Inclusion & Diversity

Environmental
Responsibility

To identify suppliers with the greatest need and potential, we partnerwith nongovernmental organizations (NGOs) and conduct our own
supplier assessments.

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

CASE STUDY

In 2022, BMS also led a series of educational workshops focused on
Sustainability and ESG with 50 Black/African American women-owned
businesses. Finally, we held a Supplier Sustainability Summit to bring together
our Strategic Sourcing & Procurement (SS&P) teams with our suppliers andinternal and external subject matter experts to discuss issues and identify
opportunities to partner on all matters related to Sustainability and ESG.

Our Supplier Diversity Goals

BMS established aspirational inclusion and diversity
goals and health equity commitments in 2020 toaddress health disparities by 2025. In connection
to these goals, BMS aspired to spend $1 billion withdiverse and minority-owned businesses and hasdelivered on this important milestone ahead ofits 2025 timeline. Sustaining and building on thisachievement will remain a priority.
Investing in diverse-owned suppliers brings agility and innovation to BMS,
while closing economic gaps as a social determinant of health in diverse
communities. BMS has contracted with more than 600 diverse suppliers owned
by underrepresented groups, women, veterans, LGBTQ+, people with disabilities
and other diverse populations—underscoring an unwavering dedication tocreating opportunities and driving economic impact.

Award-Winning Power 2 Impact
Community Program
P2I aims to lift communities and address a variety ofsocial determinants of health factors: poverty, housing,food insecurity, education and discrimination

Generational
WealthFood
Insecurity

Acceptance& Belonging

CAVU Securities: Capital Markets
and Community Service
BMS seeks to work with diverse partners who share our commitment to
ESG; CAVU Securities is one such partner. CAVU is a certified minorityand veteran-owned broker-dealer firm that provides BMS with a range ofcapital market services. CAVU’s “core mission and company ethos are built
on offering best-in-class products and services while making a meaningful
impact on underrepresented and veteran communities.”1
Through their impact pledge, CAVU supports nonprofit partners with 10%of their gross revenue from both their capital market deal fees and theirmoney-market fund share classes. They also provide additional support tocommunity partners on a discretionary basis.
CAVU supports organizations like Girls Who Code, Dog Tag and the Boysand Girls Club of America. We are proud to partner with CAVU and otherdiverse partners and suppliers who are committed to enriching theircommunities through financial support and volunteer action.
1

CAVU Securities, LLC 2022 Impact Report.

54

Introduction

Health Equity &Access to Healthcare

Scientific Innovation

We are proud of the meaningful progress we’ve
made and recognize there is more work to bedone for our patients, workforce, suppliers andcommunities to achieve their full potential.
We remain committed to advancing health equity, fostering a diverse andinclusive workplace, improving and expanding the diversity of our clinical
trials and expanding diversity among our suppliers. We aspire to do our partto promote equity by creating a culture of Inclusion, and we are confident
this will lead to better science, better medicines and better communities
around the world.

Our People

Inclusion & Diversity

Environmental
Responsibility

Looking Ahead

Appendix

SPOTLIGHT

The BMS Reconciliation Action Plan
to Drive Equitable Outcomes for• We held National Aboriginal and Islanders Day Observance Committee
events, curating a range of activities and recommendations toPatients and Communities in Australia Week
foster understanding. Over 90% of our employees said the activity sparked• We listened to First Nations communities and recognized Australia Day as a
Day of Mourning and introduced the First Nation culturally-sensitive leave policy.

The Challenge
Bristol Myers Squibb Australia (BMSA) is located on the traditional lands of theBoon Wurrung people of the Kulin Nation in Mulgrave, Melbourne. Aboriginal
and Torres Strait Islander people’s life expectancy is nearly nine years lessthan non-Indigenous Australians. We are committed to addressing healthinequalities as we discover, develop and deliver innovative medicines for all
Australians and recognize we must educate to help them understand thediverse needs of the patients and communities we serve. Our Reconciliation
Action Plan (RAP) is our promise to help ensure a better future by
acknowledging the past, for all Australians, including Aboriginal and Torres
Strait Islander peoples.

The Journey2022 was a year of reflection of listening, learning and laying foundations.
Our vision is for all of Australia’s First Nation peoples to achieve the samelevel of healthcare and outcomes as other Australians.
Among the actions taken in 2022, we:• Offered our employees Indigenous Cultural Awareness and Capability
cultural training. More than half of the BMSA workforce expanded theircultural awareness through attending the training, and our leadershipteam spent over eight hours with the Wurundjeri council.
• Encouraged an Acknowledgement of Country for all meetings over
10 people and a Welcome to Country led by a First Nations elder for large
off-site meetings.

| 2022 ESG REPORT

Ethics, Integrity,
Quality & Governanceconversations with family and friends, extending the impact beyond BMS.

The Future of the Program
The next steps on our journey include:
1

Embracing cultural awareness training for our employees

2

Improving the diversity of clinical trials

3

Increasing our suppliers to ensure Aboriginal and Torres
Strait Islander businesses are included

4

Ensuring our policies provide a workplace where
Aboriginal and Torres Strait Islander staff are safe to join
and proudly acknowledge their heritage

We recognize this journey of reconciliation has only just begun. While BMS has
operated in Australia for more than 80 years, RAP was initiated by our staff andsupported by executive leadership only relatively recently. We will continue tomature and grow the program over the next 12 months, listening to the healthneeds of Aboriginal and Torres Strait Islander peoples to ensure our businessembeds culturally responsive scientific approaches to achieve equitable outcomes.
As we build on these commitments, we welcome the challenges of deepening
our learning journey. We look forward to a future of brighter health outcomesfor Aboriginal and Torres Strait Islander peoples.

55

Environmental
Responsibility
IN THIS SECTION

57

Environmental Responsibility

58

Our Approach to Climate Risk

59

Our Energy Use and Emissions

60

Waste and Recycling

61

Water Stewardship and Wastewater

62

Pharmaceuticals in the Environment (PIE)63

Green and Sustainable Science64

Packaging and Transportation

65

Working with Responsible Partners

66

Sustainable Facility Design

68

Employee Engagement in Sustainability

Introduction

Health Equity &Access to Healthcare

Scientific Innovation

Environmental
Responsibility
Alongside our commitment to patients andcustomers, employees, suppliers, global
communities, shareholders and otherstakeholders, our commitment to environmental
sustainability is one of the foundational
elements of our corporate culture.
These principles have been central to who we are, what we do and how we doit. They guide us toward policies and practices that embody the responsibility,
integrity and transparency required of our enterprise.
The challenges facing our planet are vast, and it’s more critical than ever that
we take meaningful action to address them. Climate change, pollution andwater scarcity are just a few of the issues we face, and they require all of us
to come together to find solutions. As a company dedicated to helping people
overcome serious diseases, the harmful effects of environmental degradation
on public health are of great concern to BMS.
We recognize the effects our operations can have on the environment, andwe are committed to minimizing that impact. We are continually looking
for ways to reduce our carbon footprint, conserve resources and promotesustainable practices across our business. These efforts include everythingfrom reducing waste and energy consumption to sourcing materials
responsibly whenever possible.

Our People

Inclusion & Diversity

Environmental
Responsibility

Looking Ahead

Appendix“Understanding our environmental impact allows
us to assess the risks and opportunities in the areasthat matter most. This is critically important inensuring we are focused in the right places and driving
meaningful and sustainable change so that we cancontinue to provide patients with the life-saving
medications they need.”
Karin Shanahan

Executive Vice President, Global Product Development & Supply
at Bristol Myers Squibb

Incorporating Environmental Responsibility
in Our Business Model and Culture
Our long-term approach to value creation and business growth is influenced
by the recognition that we must develop and offer new, innovative solutions tothe climate and sustainability challenges we face. At BMS, we are committed
to adapting our business model to ensure we are best positioned to address
the shared challenges that society faces on climate change and environmental
issues—and to do so with a science-led, innovation-focused approach.
Our environmental commitments reflect our comprehensive approach toprotecting human and natural resources, now and in the future. For us,
sustainability is much more than meeting targets—it is integrated into ourculture and is part of our daily thought process. We work diligently to embedsustainability into the culture at BMS by providing employees with tools,
resources and training to help them incorporate responsible practices into
their everyday lives.
Furthermore, in 2022, we introduced select environmental goals from
our ESG commitments as a weighted metric for the measurement ofcompany performance as part of our executives’ annual bonus program.
We believe that creating joint executive accountability to achieve our ESG
commitments is consistent with our mission as a leading purpose-driven
biopharma company.

| 2022 ESG REPORT

Ethics, Integrity,
Quality & Governance

Our Environmental Goals
We manage our environmental footprint witha science-first approach, which has guided thedevelopment of our goals:

By 2024

Receive validation of our science-based
emissions reduction targets by SBTi

By 2030

100% of purchased electricity fromrenewable sources

By 2040

Reach the targets of equitable water use,zero waste-to-landfill and 100% electricvehicles in our commercial fleet

By 2050Net Zero emissions in Scopes 1, 2 and 3(value chain)

57

Introduction

Health Equity &Access to Healthcare

Scientific Innovation

Our People

Inclusion & Diversity

Environmental
Responsibility

Our Approach to Climate Risk
Our climate change strategy is driven by ourshared responsibility and desire to reduce ourenvironmental impact and be part of the solution
as we collectively tackle climate change aroundthe world.
We follow the science and apply technology and knowledge to help solve theproblems of diminishing resources, carbon emissions, energy consumption andwaste generation. We are firmly committed to using our scientific expertise tocombat the challenges we are facing and to continue to reduce our impact on
the planet.
In 2022, we conducted a quantitative and qualitative scenario analysis
to better understand the impact of the top climate-related risks andopportunities on our business. The analysis has helped integrate climatechange into our short-, medium- and long-term strategic and financial
decision-making. In our analysis, we selected two scenarios aligned with
Intergovernmental Panel on Climate Change (IPCC) Representative
Concentration Pathways (RCPs) and Shared Socioeconomic Pathways (SSPs)
to determine the range of potential impacts and how various socioeconomic

Looking Ahead

Appendix

CASE STUDY

drivers will influence future risks and opportunities for BMS. The models wefocused on were low-carbon economy and high emissions scenarios whichcorrespond to a below 2° Celsius and a 4.5° Celsius global warming pathway,
respectively.
Climate change is identified as a key risk within our Enterprise Risk
Management (ERM) matrix and is reviewed regularly through the ERM
process. Climate-related risks and opportunities are prioritized by theirrelative impact on BMS, the time frame in which they may present
themselves and our overall control to influence the situation. Through our
detailed scenario analysis, it is our goal to better understand how thesecurrent and projected risks can affect our business across the short-, mediumand long-term time horizons, which we define as 2024, 2030 and 2050,
respectively. For more on our approach and results of our scenario analysis,
please review our TCFD report later this year.

Environmental Responsibility:
Key Decisions of the Board and Leadership Team
Our Board’s Committee on Directors and Corporate Governance (CDCG) is
responsible for identifying and overseeing the monitoring and management ofrisks related to our company’s ESG strategy and reporting, as well as the impact
on our employees and shareholders. The Board of Directors’ responsibilities
are clearly defined in the ESG Governance Operating Model Charter. The BMS
Leadership Team is responsible for approving the ESG strategy and overseeing
the work of the ESG Council. Our cross-functional ESG Council is comprisedof subject-matter experts and represents cross-functional managementlevel members from our environmental practice areas and our facilities andengineering teams, as well as executives from functions across the organization
so that we can coordinate our efforts as an enterprise.
In 2022, the Governance Committee overseeing environment made a numberof strategic decisions to advance our environmental responsibility, including
authorization of our submission to the Science Based Targets Initiative (SBTi)for our Net Zero commitment.

| 2022 ESG REPORT

Ethics, Integrity,
Quality & Governance

Image source: EDP Renewables North America LLC

Advancing Our Use of Renewable
Energy with a 15-year Virtual Power
Purchase Agreement
In 2022, BMS executed a 15-year virtual power purchase agreement (VPPA)
for 60 megawatts (MW) at the 240-MW Cattlemen Solar Park in MilamCounty, located in central Texas.1 The VPPA marks a significant step towardachieving BMS’ goal of 100% of purchased electricity from renewable sources
and an important milestone in our sustainability journey.

Benefits of the Cattlemen Solar Park:• The site’s total generation will be equivalent to the average consumptionof more than 37,000 Texas homes2• The savings of more than 304 million gallons of water each year3• An estimated $55 million in taxes will be paid to support local schools
and community services4
https://www.bms.com/our-stories/esg/partnerships-towards-clean-energy.html.
Power generation calculated using a 25% capacity factor. Household consumption based on the 2020 EIA
Household Data monthly average consumption by state.
3
Assumes 0.58 gallons of water consumed per kWh of conventional electricity from Lee, Han & Elgowainy, 2016.
4
EDP Renewables North America’s Cattlemen Solar Park.
1
2

58

Introduction

Health Equity &Access to Healthcare

Scientific Innovation

Our People

Inclusion & Diversity

Our Energy Use and Emissions
To achieve emissions reductions in thenear term, we plan to continue improving
operational energy efficiency through theimplementation of fuel and electricity
conservation measures.

2021 to Present Sustainability Metrics - Energy / GHG1,2
2022% Change

Energy Use (Terajoules)3
Scope 1

3,612

3,754

3.9%

Scope 2

1,469

1,464

-0.4%

Total GHG from Operations—Scopes 1 & 2

5,082

5,217

2.7%

Scope 1—Direct GHG from Operations4

192,092

202,290

5.3%

Scope 2—Indirect GHG from Operations (Market-Based)

162,492

161,907-0.4%

Scope 3—Indirect GHG from Value Chain

1,889,554

1,696,100-10.2%

Category 1—Purchased Goods & Services5

1,641,931

1,354,700-17.5%

Category 2—Capital Goods6

18,05019,90010.2%

Category 3—Fuel & Energy-Related Activities7

82,56076,700-7.1%

Category 4—Upstream Transportation & Distribution8

76,969137,300

78.4%

Category 5—Waste Generated in Operations9

4,442

4,400

-0.9%

Category 6—Business Travel10

10,86244,800312.4%

Category 7—Employee Commuting11

54,74058,300

6.5%

711

876

23.2%

354,584

364,197

2.7%

2,244,138

2,060,297-8.2%

GHG Emissions (Metric Tons of CO2 equivalent)

Biogenic Carbon12
Total GHG from Operations—Scopes 1 & 2
Total GHG—Scopes 1, 2 & 3| 2022 ESG REPORT

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

For 2022, our total GHG emissions are comprised of ~82% Scope 3, with ~18% derived fromScope 1 & 2 sources. Our Scope 3 emissions emanated from seven categories (Categories 1–7),
which align with the same categories we reported for 2021. All energy and emissions data were
externally verified to align with the GHG Protocol.

Ongoing execution of our revised Sustainability Guidelines forEngineering ensures facility renovations and new facility builds
incorporate attributes that support decarbonization efforts toenable achievement of our long-term targets. Fuel and electricity
conservation measures will continue to be identified and strategically
implemented, as will potential fuel switching and implementation offacility electrification opportunities.

2021

Environmental
Responsibility

Our 2022 results, in consideration of Scope 1, 2 & 3 GHG emissions, demonstrated meaningfulprogress (-8.2%) compared to 2021. Overarchingly, this result is attributable to Scope 3
reductions (-10.2%), which more than compensated for an increase in Scope 1 & 2 emissions(2.7%). Our increase in GHG emissions from operations (Scopes 1 & 2) stems from increased
activities by our sales fleet, elevated natural gas consumption due to site expansions and higher
fugitive emissions from refrigerant releases.
Scope 3 reductions were nearly entirely driven by the Purchased Goods & Services (PG&S)
category (-17.5%), which overshadowed increases in the Upstream Transportation &Distribution (UT&D) and Business Travel categories (increases of 78% and 312%, respectively).
Favorability within PG&S stemmed from lower emissions factors (EEIO-based), depressed
total spend (when adjusted for inflation), and reassignment of identified suppliers to more
appropriate Scope 3 categories. This transfer was the core reason for the significant uptick
in UT&D emissions. Increased emissions from Business Travel were the result of a return tomore normal travel activities after the height of the pandemic. Refer to the data table in the
Appendix for additional details across energy and emissions categories.

Embracing Clean and Renewable Energy
BMS will continue to increase our sourcing of renewable electricity as part of our commitment
to obtain 100% of purchased electricity from renewable sources by 2030. Once achieved, theprocurement of electricity from renewable resources will be maintained.
For renewable, we are currently at 7.5% for 2022; the Cattlemen Solar Project is scheduled togo live in December 2023. As a result, the VPPA has not yet contributed to our goal but willin future years.
Syracuse has been removed from 2021 and 2022 data.
Our 2023 Proxy Statement includes preliminary data for reductions in GHG emissions and waste-to-landfill. The numbers reflected in this ESG Report
are the final, verified and assured 2022 numbers for these metrics.
3
Increase in Scope 1 consumption driven by Fleet (post-COVID return to normal), and Natural Gas usage (site growth @ Devens & NBR, additionalcogen @ LVL); decrease in Scope 2 consumption is minimal (driven by additional cogen @ LVL and efficiency improvements across the network).
4
Increased Scope 1 emissions due to increased energy consumption (see Note #2) coupled with higher fugitive emissions from refrigerants.
5
Major drivers for decreased PG&S emissions were: a) lower EEIO emissions factors (as published by U.S. EPA), b) lower overall spend (adjusted for
inflation); additional factors include: c) reassignment of a handful of suppliers to other appropriate Scope 3 categories (e.g., UT&D), d) accountingfor 100% of spend with appropriate EEIO factors, e) increased CDP response from suppliers.
6
Negligible absolute increase.
7
Decrease in FERA emissions from Well-to-Tank and T&D associated with reduced electric power consumption.
8
Major drivers for increased UT&D emissions: a) reassignment of additional suppliers to be included in UT&D, b) increased spend within the category(adjusted for inflation).
9
Negligible decrease.
10
Increased travel - post-pandemic.
11
Increase purely driven by increased number of employees, per 10-K statement.
12
Increased Biomass usage at Boudry.
1259

Introduction

Health Equity &Access to Healthcare

Scientific Innovation

Our People

Inclusion & Diversity

Waste and Recycling
recycling and reuse implementation helped to increase our overall
recycling/reuse rate. In 2022, BMS recycled/reused ~46% of the total
waste generated.

One of our environmental responsibility commitments is to achieve
zero waste-to-landfill by 2040 and we are on track to achieve thisgoal. Through 2022, BMS has diverted ~83.5% of our waste-tolandfill. While our waste volumes increased year over year due toa return to pre-pandemic levels and network expansion, additional

For example, we began a food compost/anaerobic digestion effort at
our Princeton Pike, New Jersey, facility in late 2022. Our team is also
partnering with many suppliers to continue to evolve and grow ourwaste diversion program.

2021

2022

% Change

Hazardous2

1,820

1,835

0.8%

Nonhazardous3

4,134

5,435

31.5%

Recycled/Reused4

5,366

6,185

15.3%

Total Waste Generated5

11,32013,45518.9%

Our 2023 Proxy Statement includes preliminary data for reductions in GHG emissions and waste-to-landfill. The numbers reflected in this ESG Report are the final, verified andassured 2022 numbers for these metrics.
2
Hazwaste generation rate has been consistent through the pandemic.
3
Non-Haz waste generation rate returns to pre-pandemic level (return to office work environment) and recent increase in employee population.
contributed to year-over-year increase.
4
Additional recycling/reuse options identified and implemented which increased overall recycling/reuse rate.
5
Total waste generation rate returns to pre-pandemic level (return to office) and recent increase in employee population contributed to year-over-year increase.
6
HPE Circular Economy Annual Report.
7
Not all recoverable materials will necessarily be actually recovered through recycling for a given end-of-life product; our estimates are based on the likely proportion of materials thatwould stem from a flow of IT equipment waste material sent to recycling using modeled assumptions about the material that will likely be returned into commerce instead of landfilled
or otherwise disposed of.

| 2022 ESG REPORT

Looking Ahead

Appendix

We diligently manage and track our waste, including e-waste from office and laboratory
equipment. For more than 10 years, we have partnered with the Hewlett Packard Enterprise(HPE) Circular Economy program to refurbish and/or recycle electronic office equipment.
This circular approach drives more effective use of energy and materials and allows for us to
manage our IT assets in a secure, compliant and environmentally responsible manner.
According to HPE, by refurbishing and recycling IT products, “we enhance productivity, capture
new value from retired assets and additionally, reduce environmental impact.” The projected
impacts for 2022 are shown below.

Recycling6,7
Through the HPE program, the recoverable raw materials contained in the products
we returned included:

2.5mt

2021 to Present Sustainability Metrics – Waste1 (Metric Tons CO2e)

1

Ethics, Integrity,
Quality & Governance

Reducing E-Waste, Lab and Landfill Waste

We continuously monitor and manage both hazardous andnonhazardous waste, while identifying ways to further reduce,
recover, reuse and recycle operational materials.

Topic

Environmental
Responsibility

plastic
This is the equivalent of
60,501 plastic bottles

1.0mt

non-ferrous metals
This is the equivalentof 0.5 commercial jet
engines

1.8mt

ferrous metals
This is the equivalent of
3.7 cars

The BMS Asset Disposition Program
The BMS Asset Disposition program, which removes equipment no longer needed in ourlabs and manufacturing areas, helps ensure that used equipment stays out of landfills. BMS
programs continue to seek out opportunities for the donation, reuse and recycling of lab andmanufacturing equipment.

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Scientific Innovation

Our People

Inclusion & Diversity

Environmental
Responsibility

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

Water Stewardship and Wastewater
Water is a precious resource that isnecessary to produce effective and safe
medicines for our patients. To this end,
we look for ways to reduce our water
consumption and find better mechanismsof water treatment.

BMS is also in the process of evaluating multiple water conservation
technologies (e.g., cooling tower water vapor capture, engineeringcooling tower makeup treatment, side stream chilled water treatment,
and optimization of water for injection generation systems) and
implementing two water efficiency projects: a condensed watercollection project of steam outsourcing and improved rainwatercollection. BMS also began a systematic review of the water metering
at our largest water-using sites to better understand and proactively
manage its water use.

Water Conservation

Projects contributing to these efforts in water conservation include arainwater collection and treatment system for irrigation in Shanghai,
China, and active water consumption monitoring in Ruel, France, which
provides alerts of overconsumption and reuse of sprinkler flush waters.

In 2022, BMS mobilized its
In 2022,
sites to continue driving water
BMS established theefficiency to help achieve its
first phase of our Water
water reduction goals. As a
Reduction Roadmap toresult, the business saw a 4.1%
baseline our current water usage.
decrease year over year in total
water withdrawal. Examplesof water efficiency projects that BMS implemented in 2022 include
prioritization and updating water balances at several facilities withthe largest water use and a pilot installation of smart water meteringsystems at our campus in Lawrenceville, New Jersey. These projects
are expected to increase understanding of water use and lead to
additional water savings.

Wastewater Treatment
To safeguard water, we follow stringent corporate standards andguidelines that meet or exceed local requirements regarding thetreatment and management of wastewater effluents. We design
clean and efficient pharmaceutical manufacturing processes
that minimize the impact on the environment. Additionally, thewastewater from Bristol Myers Squibb’s manufacturing facilities
undergoes a high degree of treatment before being discharged tothe environment. This treatment is provided by company-owned
and operated on-site infrastructure or off-site municipal wastewater
treatment systems, or a combination of both.

2021 to Present, Sustainability Metrics – Water (Megaliters)			
Topic
Total Water Withdrawal—
Municipal, Groundwater, Surface1
1

2021

2022
2,880

% Change
2,762

-4.1%

Decrease in water withdrawal due to water use efficiency improvements, with largest improvement at Summit West, New Jersey, Lawrenceville, New Jersey and Phoenix, Arizona.

| 2022 ESG REPORT

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Scientific Innovation

Pharmaceuticals in theEnvironment (PIE)
To help advance the science on pharmaceuticals
in the environment, BMS participates in the
Prioritization and Risk Evaluation of Medicines inthe Environment project as part of the Innovative
Medicines Initiative in Europe, a public-private
research partnership between the E.U. and theEuropean pharmaceutical industry.

Our People

Inclusion & Diversity

Environmental
Responsibility

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

Tracking Risk Post-Product Launch
In 2022, BMS initiated its Ecopharmacovigilance program to monitor our
products post-launch for environmental risks by tracking the scientific
literature for emerging data on exposure and effects. As part of thisprogram, we are committed to continuous improvement in this space.
We participate in MED-Project® (Medication Education & Disposal),
which independently collects, measures and verifies the amount of
unwanted household medications and sharps (i.e., injection needles).
During 2022, residents in California, Massachusetts, New York, Oregon
and Washington disposed of an estimated 566 tons of unwantedhousehold generated materials collected through MED-Project’s programs(approximately 121 tons via sharps programs and 445 tons via unwanted
medicine programs).1 For more information on our drug/sharps takeback
programs, please see page 80 of this report.

Sharing environmental data transparently is important for stakeholders andis a key outcome of this project. Additionally, this project also seeks to foster
greener pharmaceutical design processes.

We work to design pharmaceutical manufacturing
processes that are clean and efficient, with safe
discharge concentrations.
Shifts in our portfolio to certain biologics (for example, monoclonal
antibodies) have produced new medicines that more readily biodegrade in theenvironment, further reducing impacts. In addition, our team is committed to
identifying ways to minimize potential environmental or human health impacts
from discharge. For more details on how we encourage suppliers and third-party
manufacturers to adopt our commitment to sustainable practices, including
compliance, see the Sourcing Responsible Partners section of this report.

Disposed of

566 tonsof unwantedhousehold generated
materials collected
through its programs1| 2022 ESG REPORTMED-Project® Report, March 17, 2023.

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Scientific Innovation

Green and Sustainable
Science
We integrate our sustainability principles into thedevelopment of our cutting-edge medicines anduse predictive analytics and metrics throughout
our design and development process to drive
innovation and track our improvements.
This year, we rolled out a new knowledge storage architecture and database
to compile key performance indicators for clinical phase drug production.
We also created and published details of an Experimental Design by Bayesian
Optimization tool, which can aid the rapid development of efficient chemical
processes. These new tools accelerate our research and enhance our ability
to create more sustainable manufacturing processes by enabling teams torapidly recall and utilize historical experimental data. We can then use thatdata to develop accurate predictive models that understand performancestatistics through artificial intelligence, ultimately enhancing our scientists’research. When coupled with our established cost estimation and waste
tracking and prediction tools, we can holistically incorporate “greener by
design” principles to improve the sustainability of our small molecule
portfolio throughout development.

Our People

Inclusion & Diversity

Environmental
Responsibility

The Impact of our Greener by Design Approach

Looking Ahead

Appendix

SPOTLIGHT

In 2022, we achieved an average 43% reduction in
waste across the clinical deliveries in our small
molecule drug substance portfolio, avoiding thegeneration of approximately 620 MT of waste
across 10 projects

Enhancing Sustainability Through Innovation
We are committed to creating safe, economical and sustainable processes
to supply high-quality active ingredients for patient medicine. Innovationand collaboration are at the core of that mission. We continue to partnerwith external companies and academics to invent and develop new
capabilities both to accelerate our development and to improve oursustainability footprint.

Assessing the Environmental Impactof Clinical Trials

Most notably, we recently partnered with protein engineering experts
at Codexis to evolve two enzymes to enable the rapid and efficientmanufacture of a key intermediate en route to our LPA agonist
BMS-986278, an active pharmaceutical ingredient within our immunology
portfolio. This innovation led to dramatic reductions in waste (>80%), cost(>60%) and eliminated use of hazardous halogenated solvents (100%reduction). This work was recognized by the 2023 American Chemical
Society Green Chemistry Institute Peter J. Dunn Award forGreen Chemistry & Engineering.

Clinical trials are among the most important work we do, but across thepharmaceutical industry there hasn’t been much evaluation of the carbon
footprint of clinical trials.

In 2022, our collaboration with the Scripps Research Institute enabled
the discovery and development of a new and sustainable platform
technology to improve our ability to prepare different phosphorous linkages
in oligonucleotides, dramatically reducing the number of chemical steps,
reagents needed and cost to prepare these important classes of molecules
found within the BMS portfolio. This collaboration was recognized with theRoyal Society of Chemistry Robert Robinson Horizon Prize for significant novel
discoveries and advancements in the field of synthetic organic chemistry.

The project will first define what variables need to be measured in orderto understand the impact of clinical trials. Next, the project will develop
a methodology to calculate the carbon footprint of trials and establish
publicly-available, industry-standard benchmarks.

Learn more about what we are doing to innovate in the Scientific Innovation
section of this report.
| 2022 ESG REPORT

Ethics, Integrity,
Quality & GovernanceTo address these issues, BMS has joined with the Pistoia Alliance, anonprofit organization that promotes collaboration in life sciences
research, as well as several other industry players to launch the Clinical
Trial Environmental Impact Project.

We are confident this transparent process will enable us to understand,and in turn mitigate, the carbon footprint of our clinical trials, whether
they be centralized, hybrid or decentralized.

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Scientific Innovation

Our People

Inclusion & Diversity

Environmental
Responsibility

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

Packaging and Transportation
Our Distribution and Logistics teams
review their processes to reduce waste andcarbon emissions and to conserve energy.
As we outsource our logistics operations and use service providers forwarehousing and transportation, sustainability has become an evengreater consideration in our procurement and supplier management
process. Vendors are scored against environmental responsibility
criteria during the selection process. In addition, we work with selected
partners to improve the environmental footprint for the transportationof our products.
Different modes of transportation vary in their environmental impact
and levels of sustainability. When we can, we choose sea over air freight
to cut carbon emissions. For road transportation, we choose vendorsthat are able to provide fuel-efficient vehicles. We are expanding ouruse of electric vehicles (EVs) as part of our roadmap toward our 2040
target to have 100% electric vehicles in our commercial fleet. At thesame time, we are also transitioning to Hybrids and PHEVs, which now
account for more than 63% of our vehicles in the Asia-Pacific region and
28% of our global commercial fleet.
Our biology-based therapies require cold-chain transport and mustremain at a constant temperature (2-8 degrees Celsius) from leaving
the manufacturing facility to reaching the patient. Such therapies areshipped almost exclusively in reusable, battery-operated, refrigerated
pallet-sized containers. For parcel-sized shipments, we use passive
refrigeration in insulated shipper boxes with gel-pack inserts. Following
successful trials of parcel containers in Puerto Rico, Mexico and Canada,
we plan to expand their use in other markets where possible.

| 2022 ESG REPORT

We put considerable effort into supporting our supply chain’s
reliability, agility and sustainability, which are also key criteria
when appraising our vendors’ performance. Our rigorous Sourcing
Responsible Partners process ensures we work with partners whoshare our commitment to reducing our transportation-related
environmental impacts.
In 2022, we continued to deploy sustainable shipping containers in key
international shipping lanes by converting RKN lanes to RAP lanes. We
also improved truck optimization in the U.S. and Europe by right-sizing
trucks with the volume shipped—resulting in an approximate reductionof ~500 tons annually. Looking ahead, we are working on a number ofsustainability projects focused on delivering increased efficiency andreduced carbon emissions.

Enabling Electric Vehicle Use for Our Employees
Supporting our decarbonization strategy is the ongoing transition of
our Commercial fleet toward 100% of vehicles being zero emission by
2040. BMS manages an onsite EV charging network that includes 155
EV charging points and more than 500 subscribers across 10 U.S. sites.
In 2022, we experienced increased participation in our charging station
program for electric vehicles and hybrid plug-in cars. We will continue topromote employees’ use of EVs by making it easier for them to adopt
more sustainable transportation.

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Scientific Innovation

Working with
Responsible Partners
Our global supply chains present us with theopportunity to derive great value throughimprovement and optimization while mitigating
environmental risks associated with supply chain
activities. As part of our near-term Scope 3
supplier engagement target, we will expand our
supplier engagement program—encouraging
suppliers to set their own Science-Aligned orformal Science Based Targets.
Taking a comprehensive engagement approach is anticipated to translate intoscience-aligned emission reductions and we will continue to support suppliers intheir efforts to establish and achieve advanced decarbonization targets.
Our Strategic Sourcing and Procurement team has created a holistic risk andperformance benchmarking process that animates and informs initiatives
that aim to reduce negative environmental impacts across our supply chain.
This commitment is included in our sustainable procurement strategy,
which guides our approach to our supplier partnerships. See theSourcing Responsible Partners section on page 78 of this report.
Our intention is to create a clear line of site for our procurement teams
when making decisions on supplier selections or managing existing supplier
relationships. We are increasingly integrating sustainable practices andconsiderations in our supplier selection and relationships. Sustainability is
integrated into the supplier relationship and the products/services it
provides just as quality, logistics, price and other characteristics.

| 2022 ESG REPORTOur People

Inclusion & Diversity

Environmental
Responsibility

The CDP Supply Chain Initiative
We are a member of the CDP Supply Chain program,which helps companies understand, manage andmitigate the risks associated with global supply chainsand provides a platform to engage with suppliers toenhance efforts to minimize environmental impact. Using CDP’s questionnaires,
we request the disclosure of environmental information and data from a numberof our strategic suppliers to improve visibility of our Scope 3 emissions. In 2022,
we also added new factors to our supplier contracts to improve transparency.

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

SPOTLIGHT

Engaging Suppliers at Our First Supplier
Sustainability Summit
We invited our largest suppliers to join us at our inaugural Supplier
Sustainability Summit on November 10, 2022, to elicit their suggestions
regarding how BMS might accelerate our sustainability agenda. These
suppliers were selected based on the scope of their emissions anddemonstrated commitment to sustainability. As a result, we were able togenerate a robust list of initiatives for impact and actions to take as we
continue to enhance our supply chain practices.
The Summit also provided a venue for our suppliers to learn about thelatest measures that BMS is taking to reduce our environmental impact, andhow they might apply these innovative measures to their own businesses.
We believe that together with our supplier partners, we can make asignificant impact on our commitment to the environment and how
we serve our patients.

PSCI: Pharmaceutical Supply Chain Initiative
BMS maintains both representationon the Board and an overall leadership
position within our membership in the
Pharmaceutical Supply Chain Initiative(PSCI). PCSI is a consortium of pharmaceutical companies and their suppliers
collaborating to promote Principles for Responsible Supply Chain Management
and build capacity in developing countries.

Providing Renewable Energy
Education and Access to Our
Suppliers
A first-of-its-kind program launched at the United Nations
Conference of Parties (COP26) in November 2021, Energize is a
consortium of pharmaceutical companies that joined together
to offer renewable energy Education and Access to our respective
suppliers. Leveraging the expertise of Schneider Electric, BMS joinedin August 2022 and invited our suppliers to participate. Energize
provides a unique opportunity to engage our suppliers and leverage
the combined technical expertise of the organization’s members
to buy renewable energy in a cohort fashion and avoid “going it
alone” in the market. This supports both our suppliers’ and our own
decarbonization goals.

65Introduction

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Scientific Innovation

Sustainable
Facility Design
How we design our workspaces has ecological,
economic and social consequences. Sustainable
materials, regional sourcing, recycling and thequality of construction all have ecological impacts.
Saving energy, introducing efficiencies and improving alignment with demand all
improve our business while comfortable, ergonomic and safe interiors enhance
our people’s quality of life at work, supporting the inclusion of diverse needs andpotentially enhancing our employees’ performance. When we construct new
facilities or retrofit old ones, we do so with a long-term view—utilizing sustainable
construction practices and applying universal green design principles.
In 2021, BMS developed engineering standards to incorporate a sustainability
checklist that identifies design elements to enable project teams to embed

Our People

Inclusion & Diversity

Environmental
Responsibility

environmental considerations through each project’s life cycle. In 2022, we
integrated these standards into the planning and design of all new projects,
as well as retrospective reviews of in-flight projects whenever possible. In
addition to the sustainability design criteria, BMS’ Global Engineering andFacilities (GEF) employee group has undertaken over 70 projects specificallytargeted at near-term sustainability targets—all in support of our company’senvironmental goals.

Building Green Criteria and Goals• Optimize energy efficiency by participating in energy life cycle assessments
and identifying alternate fuel source potential• Minimize water use by creating use-modeling and water balance maps,
as well as identifying opportunities to reduce consumption through reuse,
repurpose or recycling• Eliminate waste-to-landfill through rerouting maintenance, demolitionand construction waste; adding waste management targets to third-party
supplier contracts; and auditing packaging to drive sustainable alternatives
to disposal including reuse, recovery and/or recycling• Encourage the use of zero-emission vehicles by expanding our EV charging
station program framework

Certifications at BMS’ Germany Site
Our Germany site is pushing environmental
sustainability in creative, impactful ways.

A key design feature is the geothermal heating and cooling system–thebuilding is heated 100% by geothermal energy.

We integrated energy-conserving principles into the construction of ouroffice building in Munich, Germany, to reduce our environmental impacts
and create a healthy workplace for our employees. Together with theinnovative German real estate company, Vivico, we utilized both state-ofthe-art technologies and a holistic approach in the design, construction
and use of the building.

• Certificate for efficient and healthy air humidification| 2022 ESG REPORT• DGNB1 Sustainability Certificate Silver certification for BMS office:conservation of resources, reduction of waste generation and long-term
cost reduction• Total end-use energy consumption for electricity and heatis significantly lower than comparable buildings/categories

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

CASE STUDYOur R&D Facility Buildingin the U.K. Exemplifies
Sustainability Innovation
Globally, our teams are working to reduce GHG emissions, increase energy
efficiency and reduce waste and water use. A synergy of these elements is
exemplified in our Moreton, U.K., facility.
Situated on our 12-acre R&D site located between Chester and Liverpool,just three years ago Building 5 had the dubious distinction of being
our most expensive site in terms of energy costs. The Facilities team in
Moreton set out to change that.
The goal was to significantly increase the building’s energy efficiency andreduce its net CO2e emissions to zero. The team retrofitted the building
with a fabric insulating wrap that made it as thermally efficient as
possible, and they installed high-efficiency, low-to-zero carbon heating,cooling and lighting. Next, solar photovoltaic panels were installed on
all available roof space.
As a result, Building 5 was recently named one of the top four buildings in
England and Wales for energy performance. Moreover, it is the only one ofthese top four that is occupied and air conditioned.
Our Moreton team, informed by the successful renovation of Building
5, is now planning a new, multi-million dollar building at the site, andoutstanding energy performance is just one aspect of sustainability
to be built into every facet. The new building is planned to be 60%
bigger than the one it will replace, and yet use 68% less energy.
While the building is planned to have zero greenhouse gas emissions
and reduce energy costs by as much as 82%, the surrounding site isplanned to save water, resist flooding and provide an environmentthat promotes wellness.

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Scientific Innovation

New Technology to Reduce ourEnvironmental Impact
BMS is exploring new technologies to help achieve ourenvironmental goals:• Heat pump applications are being pursued and installed at
multiple facilities to reduce Scope 1 emissions• At our Moreton, U.K., facility, an air-source heat pump has
been installed• At our Princeton Pike, New Jersey, facility, we are currently
evaluating the feasibility of ground-source heat pumptechnology to completely eliminate natural gas consumption• At our Aichi, Japan, site, we have installed an electric boiler andheat pump, removing older kerosene-fired equipment
In addition, an Automated Fault Detection & Diagnostics
pilot was completed in 2022 and is being rolled out acrosseight sites in 2023. We have established a task force toevaluate our cogeneration facilities and the feasibility ofdecarbonization initiatives.
In total, 44 GHG reduction projects were implemented across ourenterprise in 2022, resulting in an estimated savings of 8,500 metrictons CO2e/year. Most notably, a new, high-efficiency cogeneration
system was installed at one of our sites that will reduce GHG
emissions at the site by an estimated 3,500 metric tons CO2e/year—an estimated 6.7% reduction at the site level and 1.1% at theenterprise level.

EPA Energy Star & BMS
BMS is an active partner organization withEPA Energy Star, which advances the goalof portfolio-wide top performance in energy
efficiency, and the continued growth and innovation of energy
efficiency and decarbonization practices. BMS is pursuing
Pharma Energy Performance Indicator for multiple facilities.

| 2022 ESG REPORT20

Our People

Inclusion & Diversity

Environmental
Responsibility

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

Integrating Universal Design
sites (nearly 100% of those eligible)

are participating in the Energy Star Challenge
for Industry, a global call to action for industrial sites toreduce their energy intensity by 10% within five years.

To promote our people’s health, safety and wellness, we utilize a set of universal design principles
to ensure our buildings are accessible and have the flexibility to accommodate diverse skills,
knowledge and needs.

1

EHS Management System
Our Environment, Health and Safety (EHS) management systembuilds on the foundation of our commitment and ourPrinciples of Integrity: Standards of Business Conduct & Ethics.
It provides the structure for implementing proactive sustainablebusiness practices associated with our products and operations.
As such, we have effective processes in place for risk identification,
monitoring and mitigation, and incident management related
to employee and environmental protection. This extends to ourfacilities and assets, products, compliance, EHS security-related
matters, business continuity and communications. Our audit
processes include independent and objective corporate auditsof environmental, health, safety and transportation compliance,
and adequacy of EHS management systems to support ongoingcompliance; they also include facility self-assessments ofcompliance and possible need for changes in site procedures.

Third-Party Audits of Our EHS Program
All our manufacturing, research and development facilities, aswell as distribution and office locations, are evaluated based ona criticality index of risk and maturity of facility management
systems. The frequency of audits range from 18 to 24 months
for manufacturing facilities to 24 to 36 months for research anddevelopment and finishing. In addition, to help maintain a system
for the quality assurance of our EHS audit process, we periodicallysecure the services of an independent, third-party EHS audit firm
to conduct an audit of the BMS Audit Program. The objectiveof this review is to determine if internal BMS EHS audit systems
are functioning effectively to maintain and continually improve
EHS performance, as well as verify that the EHS Audit Program
is conforming with established procedures and selected external
consensus standards. We include copies of our most recent audit
attestation letters on our website.

7

Size and space forapproach and use toenable approach, reach,manipulation and use
regardless of user’s bodysize, posture or mobility

Low physical eﬀorts
to allow design to be
used eﬃciently andcomfortably andwith a minimumof fatigues

6
Tolerance for error
to minimize hazards
and the adverse
consequences ofaccidental orunintended actions

5

Equitable use toprovide same meansof use for all users,
regardless of abilities

Flexibility in use
to accommodatea wide range ofindividual
preferences andabilities

Principles of
Universal Design

Perceptible
information to ensureeﬀective communicationof necessary information
to the user, regardless ofambient conditions or
the user’s sensory
abilities2

Simple and intuitive
use to accommodate
the user’s experience,
knowledge, language
skills or current
concentration level

3

4

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Scientific Innovation

Our People

Inclusion & Diversity

Environmental
Responsibility

Employee Engagement in Sustainability
Our people are passionate about enacting
positive change, and that is just one of the manyreasons they take action to protect the planet.
Just as we do as anorganization, many of ouremployees recognize thelinks between global healthand climate change. We offer
opportunities and programs forall employees to get involvedin enhancing sustainability
across our global operations.
Our team members’ actions
and collective knowledge area vital part of our efforts todeliver on our environmental
commitments.
At BMS, we also recognizethat to attract and retain the best and most highly skilled employees, we must
demonstrate we are pursuing sustainable initiatives to play our part as a global
pharmaceutical company and to provide a safe, comfortable and healthy
working environment for our employees.

Treasure Hunts
One example of how we are using internal programs to improve ourenvironmental profile are our Energy & Water Treasure Hunts, an initiative inwhich our Facilities teams have access to a real-time app that suggests ways
to reduce water use, emissions and other environmental impacts.
In 2022, BMS completed 15 Energy & Water Treasure Hunts, generating 77
endorsed projects across the network that will be implemented in 2023.

| 2022 ESG REPORTBMS’ Global Energy & Sustainability Services team is rollingout a new software as a service (SaaS) platform, Envizi,
to track these projects going forward. Envizi can also compare project-level
reductions to “business as usual” energy consumption so BMS can trackprogress against normal consumption and emissions levels.

Our Employees’ Go Green Initiative
We revamped our Go Green initiative in 2022 with a new business plan and aleadership team who will empower employees to consider BMS’ environmental
footprint and its connection to human health. The 500+ BMS members of Go
Green pursue sustainability goals by harnessing our desire to make a positive
difference to the planet. In addition to Earth Day and Earth Hour celebrations,this group hosts information sharing sessions, recycling drives, clean-ups,
fundraising events and more.
In 2022, there were more than 10,000 impressions in the Virgin Pulse App for
the Sustainability Calendar Challenge. Monthly challenges focused on issues
like waste reduction, wellness and biodiversity.

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

SPOTLIGHT

Fresh Food is Linked to Better
Health Outcomes
In 2022 BMS volunteers partnered with America’s
Grow-a-Row. Based near our headquarters in New Jersey,
Grow-a-Row plants, picks, rescues and delivers free fresh
produce to those in need.
BMS employees participated in the picking of 28,500
pounds (approximately 112,000 servings) of fresh produce at the Grow-aRow farms in New Jersey.
The harvested produce was distributed to two Grow-a-Row partners: City
Harvest, which provides for New York City, and the Mid-Atlantic Regional
Cooperative (MARC), which serves communities from Maine to Virginia.
Both organizations serve people who otherwise have little or no accessto fresh fruits and vegetables.

BMS Employees’ Passion for Helping Our Planet: Go Green Activity in 2022
2022 Internal Promotions and Events

Global Go Green Activities• March 15: Global Cookbook sponsored by Global Wellbeing• March 18: World Recycling Day (France)• March 21: International Day of the Forest• March 31: ECO Lighthouse Recertification Kickoff (Norway)• March 22: Groundwater - Making the Invisible Visible• April: Earth Month presentation and environmental impact competition(Devans, Massachusetts, site, U.S.)• March 26: Promoted “An Hour for Earth” at EarthHour.org• April 22: “Invest in Our Planet” (Internal Earth Day website)• April 19 and 22: Dos and Don’ts of Recycling event; Plant Care event(Florida, U.S.)• April 28 - 29: Electric Car and Bike Fair (Switzerland)

68Introduction

Health Equity &Access to Healthcare

Scientific Innovation

Our People

Inclusion & Diversity

Environmental
Responsibility

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

CASE STUDYGreen Labs
Green Labs is a certification program that helps
employees reduce their environmental impact atwork. Every three years, participating labs complete asurvey, the findings of which are used to provide tips
for improvement. In 2022, the Green Labs Certification
Program expanded to four new BMS sites. We enrolled
about 80 new labs, making more than 660 labs certified
in the program, and achieving a 99.7% participation rate
across the sites enrolled.

Every Day is Earth Day for
BMS Climb Members
CLIMB (Cultivating Leadership and Innovation forMillennials and Beyond) is one of the eight People andBusiness Resource Groups (PBRGs) at BMS that offers
employees a chance to develop leadership skills andcollaborate with other passionate colleagues, while
supporting our company’s mission.
CLIMB partners with our Corporate Sustainability Team
(Sustainability Center of Excellence) on an annual
Sustainability Calendar Challenge, which encourages
employees to prioritize wellbeing and environmental
stewardship. Each month, employees receive a uniquechallenge with prompts for how they can put it into
action. During the 12-month challenge, our employees
tracked progress toward specific goals through a mobile
app or website.

Among the activities CLIMB organized throughout 2022 were:Acts of Change
April
The Challenge
Do something each week tolimit your impact on climatechange. Examples include
carrying a reusable bag toshops or food stores andusing a reusable water bottle
for your daily beverages.

Biodiversity
July
The Challenge
Take acts to promotebiodiversity, such as planting
native trees.

1,392 employees
joined the challenge

1,194

trackeddays

they took action, resulting in
total daysin action

13,585938 employees
joined the challenge

816

trackeddays

they took action, resulting in
total daysin action

10,997

H2October
The Challenge
Reduce water consumption
every day. Examples of ways
to reduce and reuse include
checking all plumbing forleaks, fixing leaky areas
immediately and reusing petwater; the water can be used
to water household plants.

No PaperNovember
The Challenge
Use less (or no) paper.
Examples of ways to reduce
paper use include using
electronic documents andusing rags or kitchen towels
instead of paper towels.

1,370 employees
joined the challenge

1,227

trackeddays

they took action, resulting in
total daysin action

18,013

1,204 employees
joined the challenge

1,117

trackeddays

they took action, resulting in
total daysin action

11,937

Source: Virgin Pulse - Living Life Better Platform.

| 2022 ESG REPORT

69

Ethics, Integrity,
Quality &Governance
IN THIS SECTION

71

Governance and Risk Management76

Ethical Business

77

A Culture of Integrity

79

Product Safety81

Protecting Our Patients:
Scientific and Research Integrity

82

Cybersecurity and Data Privacy

Introduction

Health Equity &Access to Healthcare

Scientific Innovation

Our People

Inclusion & Diversity

Environmental
Responsibility

Governance and Risk Management
Businesses are built on relationships andcentered on trust. The way we conduct ourselves
reflects our company values of integrity andaccountability.

our company. The Board keeps itself informed of company business through:This is shown in how we:

Our Committee on Directors and Corporate Governance (CDCG) continuallyreviews corporate governance issues and related risks and is responsiblefor identifying and recommending the adoption of corporate governanceinitiatives. In addition, our Compensation and Management Development
Committee (CMDC) regularly reviews our compensation policies andprocedures and related risks and, when appropriate, recommends changes
that strengthen our compensation practices.

• Practice corporate governance• Encourage ethical behavior• Manage our operations and risk
• Safeguard our products and patient• Protect data privacy• Plan for business continuity• Promote health equity• Advance inclusion and diversity throughout our company and supply chain
Our employees feel confident and take pride in working for a responsible,
purpose-driven company. At BMS, we embrace our corporate responsibility
and obligations, and we seek to go above and beyond what is required of us,
striving to be leaders in our industry.
Our unwavering commitment to developing and delivering innovative
medicines that help patients prevail over serious diseases is underpinned by ourstrong corporate governance and effective risk management practices. Good
governance is vital to our success, and we aim to meet or exceed best practices,
providing transparency and accountability to all of our stakeholders.

Active Board Oversight of Our Governance, Strategic
Planning and Enterprise Risk
Our business is managed under the direction of our Board, pursuant to the
Delaware General Corporation Law and our Bylaws. The Board is responsible forestablishing broad corporate policies and for the overall performance of| 2022 ESG REPORT• Regular written reports and analyses from management• Regular discussions with the Chief Executive Officer and other company officers• Materials provided by management and by outside advisors• Board and Board committee meetings

The Board has adopted Corporate Governance Guidelines that govern
its operation and that of its committees. Our Board annually reviews the
Corporate Governance Guidelines and, from time to time, revises them in
response to changing regulatory requirements, evolving best practices andfeedback from our shareholders and other constituents.
Our Board is responsible for risk oversight as part of its fiduciary duty of care
to monitor business operations effectively. Specifically, the Board plays acritical role in determining the types and appropriate levels of risk undertaken
by our company.
Some of the key risks, among others, the Board focuses on relate to:• Potential legislative or other regulatory actions impacting the pharmaceuticalindustry in the U.S. and internationally, including drug pricing and access• Intellectual property protection and upcoming losses of exclusivity• Competition• Business continuity• Key ESG risks, including human capital management and I&D goals• Cybersecurity

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

Our Board engages in strategic planning and risk oversight as a whole andthrough its Board Committees. For example, our CDCG has primary oversightof our company’s ESG strategy and reporting and its impact on our employees,
shareholders and other stakeholders. The CDCG administers this oversight rolein conjunction with other Board committees, including the Audit Committee
and the CMDC, and updates are periodically provided to the full Board.
The CMDC annually evaluates our incentive compensation programs anddetermines whether incentive pay encourages excessive or inappropriate
risk-taking. Oversight by these committees strengthens our ability to operatewith the highest levels of quality, integrity and ethics.

Our Board’s dedication to its role is exemplified
in many ways by active engagement.

11x

In 2022, Our Board met
withaverage aggregate attendance of
directors at our Board and Board
Committee meetings at over 97%.
No director attended fewer than 90% of the aggregate
number of Board and Board Committee meetings during theperiod he or she served.
During these meetings, our independent directors also met in executive
sessions to discuss many topics, including the execution of our strategy torenew our product pipeline with new life-changing medicines, as well as theongoing refinement of our ESG strategy, among other things.
The Board and Board Committees also held information sessions throughout
2022, which supplemented the regularly scheduled Board and Board
Committee meetings. These information sessions were especially importantduring 2022 and allowed the Board to provide effective oversight and support
to our management team. For 2023, the Board and Committees will continue
to supplement their regular meetings with information sessions as needed.

71Introduction

Health Equity &Access to Healthcare

Scientific Innovation

Our People

Shareholder and Director Engagement

Our ESG Operating Model and ESG Council

Our Board also continues to engage directly with shareholders to gain feedbackon our existing governance practices. The Board considers these discussions
vital to their deliberations, and actively considers shareholder feedback as
it evaluates and adjusts our governance practices, with respect to board
composition, executive compensation, ESG and more.

In 2022, we established our ESG Council (Council), a cross-functional
management committee that reports to our Chairman and CEO, ourLeadership Team (the BMSLT) and the CDCG to assist in developing andexecuting our company’s overall ESG strategy. The Council’s members
bring expertise from their respective areas and help raise awareness andachieve alignment on both managing risks and activating opportunities
related to ESG. The Council serves as BMS’ primary governance body for
all ESG matters and is led by the Vice President of Purpose and ESG in our
Corporate Affairs practice.

Our Lead Independent Director participated in many of these constructive
engagements. Shareholders shared their views on Board composition,
succession planning, leadership structure, governance practices, humancapital and workforce oversight, ESG priorities and I&D initiatives, andthe incorporation of sustainability priorities in our incentive programs for
executives. We shared the feedback with our full Board, and we will continue
our proactive engagement with our shareholders.

In early 2023, we continued toengage with shareholders,seeking active feedback and offering additional
insights on current topics of interest, such as our Board

leadership structure, inclusion and diversity, our ESG strategy
and executive compensation and corporate governancetopics—including the shareholder proposals included in our2022 Proxy Statement

This group of investors represented~54%
of our shares outstanding andwas an increase from49% representation in 2021

In addition, in 2022, we bolstered our ESG oversight by publishing our
ESG Governance Operating Model. This model outlines our approach to
ESG and defines roles and responsibilities related to sustainability matters at
both the Board and management levels. It also communicates details about
our ESG Council’s structure and charter, further aligning our sustainability
strategy with our business strategy, and promoting accountability.

Business Insights& Analytics

Cybersecurity

Health Equity

Product Quality

Compliance &EthicsEngineering &Facilities

Human Resources

Research &Development

Corporate Affairs

Environmental
Sustainability

Inclusion &Diversity

Regulatory

Corporate Legal

Finance

Investor Relations

Value, Access, Pricing& Patient Services

Corporate Strategy &Business Development

BMS Foundation1

Looking Ahead

Appendix

The Council meets regularly andoperates under a formalized process
and protocols, including a dedicated
ESG Council Charter.
The Council oversees the work of BMS’ ESG Working Teams, which
report to the ESG Council and are responsible for advancing our respective
ESG initiatives.

BMS ESG Council and Working Groups: Areas of Focus
Environmental and societal megatrends
Shifts and developments in areas like climate change
and health equity

Council members include representatives from across thebreadth of our organization:

Information
Technology| 2022 ESG REPORT

Ethics, Integrity,
Quality & Governance

Environmental
Responsibility

Inclusion & Diversity

Investments needed to help contribute to asustainable economy

The Council reviews and supports progressagainst our ESG goals, which serve as key
performance indicators of our ESG performance.
Finally, the Council is responsible for providing regular updates to the CDCG andfull Board to help ensure directors are apprised of matters related to ESG andprovides recommendations on ESG-related decision points to the CDCG and thefull Board from time to time.

1

The BMS Foundation is a separate 501(c)(3) nonprofit entity.

72

Introduction

Health Equity &Access to Healthcare

Board Diversity1
We pride ourselves on having a Board with diverse
backgrounds, expertise and characteristics that, taken
as a whole, help ensure an effective and representative
governing body. We regularly review the skills andScientific Innovation

composition of our Board and our Committees to ensure
we have highly qualified members with the appropriatebalance of skills, qualifications and backgrounds to best
meet our company’s needs and oversee management’s
execution of our company’s strategies.

Average Director Tenure (years)

Board Refreshment

6 Directors(<5 years)

44 Directors(5-10 years)

4.9

Our People

62

Average Age of Directors(years)Gender Diversity

4 Women

36% Female Directors
Racial/Ethnic Diversity

36%
2 Black/African American
1 Asian
1 Hispanic/Latino

Racially/EthnicallyDiverse Directors

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

SPOTLIGHT
Dr. Bhatt joined the Board on June 14, 2022 and became amember of the Science and Technology Committee. Effective
May 2, 2023, he became a member of the Compensationand Management Development Committee. He has served as
the director of Mount Sinai Heart and the Dr. Valentin Fuster
Professor of Cardiovascular Medicine at the Icahn Schoolof Medicine since 2022. Prior to his current role, Dr. Bhatt
was the executive director of interventional cardiovascular
programs at Brigham and Women’s Hospital and a professorof medicine at Harvard Medical School.

Age Distribution

Women and Underrepresented
Racial & Ethnic Groups

1

Environmental
Responsibility

New Directors
over the last three years

1 Director(>10 years)

64%

Inclusion & Diversity

Welcoming ourBoard Member,Dr. Deepak L. Bhatt

Dr. Bhatt brings to the Board more than 20 years of researchexperience in acute coronary syndromes, preventive
cardiology, and advanced techniques in cardiac, cerebral
and peripheral intervention. He has served as the principal
or co-principal investigator for cardiovascular clinical trials
focused on interventional cardiology, anti-thrombotic
therapy, lipid-lowering therapy, heart failure, obesity anddiabetes, among other areas“Through his role as a physician and leading
researcher in cardiovascular medicine,
Deepak’s insight and expertise will bebeneficial as we continue to progress ourlong-term strategy, advance our pipeline andbring best-in-class medicines that benefit
patients with serious unmet needs.”
Giovanni Caforio, M.D.

Chairman of the Board and Chief Executive Officer
at Bristol Myers Squibb

As of May 2, 2023.

| 2022 ESG REPORT73

Introduction

Health Equity &Access to Healthcare

Scientific Innovation

Risk Management and Our Enterprise Risk
Management Program
To help us identify and manage risks and opportunities, our Enterprise
Risk Management (ERM) program enables us to protect and create value
for our stakeholders.
BMS’ ERM governance and reporting practice is led by our cross-functional
Enterprise Risk Committee (ERC) whose remit includes legal and regulatorycompliance and upholding our principles of integrity. The ERC, along withthe relevant subcommittee, also provides ongoing updates to our leadershipteam and Board regarding our company’s enterprise risk profile and risk
mitigation strategies.

Enterprise Risk Management Governance

Our People

Inclusion & Diversity

Environmental
Responsibility

Ethics, Integrity,
Quality & Governance

ERC Priorities

Capturing, reviewing andmonitoring enterpriserisk mitigations

Identifying andevaluating emerging risks
and risk trends that might
impact or inform risk
drivers or scenarios

Reviewing the activitiesof the functional risk
committees or risk
management functions,reviewing progress andproviding input

Looking Ahead

Appendix

Our ERM Program
Management Office(PMO) within our Global
Internal Audit andAssurance office drives
risk awareness, manages
ERM infrastructure,
maintains risk
management awarenessand facilitates regular
discussions on risks.

Board Oversight and Corporate Governance
Leadership TeamEnterprise Risk Committee (ERC)
Functional Risk Committees| 2022 ESG REPORT74

Introduction

Health Equity &Access to Healthcare

Scientific Innovation

Our People

The summary of the 2022 incentive compensation goals
to the right is from our 2023 Proxy Statement filed with
the SEC on March 23, 2023. For each 2022 goal, the
CMDC selected objective and measurable performance
metrics linked to our company’s strategy and long-term
initiatives. In particular:• Environmental goals represent incremental milestones
toward our longer-term commitments to reduce GHG
emissions and zero waste-to-landfill

ESG in Executive Compensation
In 2022, we added an ESG Scorecard in our executive
compensation program that measures achievement
against environmental and social goals and betteraligns executive bonuses with our company strategy. In
2022, the ESG Scorecard measured our progress acrossseveral fronts, including improvements in the diversityof our suppliers, our clinical trials and in our executive
ranks. The Scorecard allows leaders to track progress on
all ESG goals while also giving BMS the opportunity to
update goals annually to mirror our strategic priorities
and prior achievements.
In the 2022 annual bonus plan for our employees atthe level of Vice President and above (VP+), including
our Named Executive Officers (NEOs), 10% of ourcompany performance factor was based on the ESG
Scorecard metric.
The selection and evaluation of our ESG metrics were
established by the Compensation and Management
Development Committee (CMDC), reviewed by our
Committee on Directors and Corporate Governance—
which has primary oversight responsibility of our ESG
strategy, and approved by the CMDC.
1

Leadership Team| 2022 ESG REPORT• Supplier diversity aspirational goals represents
incremental progress toward a 2025 goal on diverse
supplier spend• U.S. clinical trial diversity goals for patientparticipation were established to align with U.S.
census representation levels• Workforce representation aspirational goals for
VP+ roles• Employee engagement score was set based oninternal trend data covering employees’ observationsof employee experience through quarterly pulse
surveys that measure progress, aid in the focus of
our talent and workforce investment decisions, andaddress needed management interventions

Inclusion & Diversity

Environmental
Responsibility

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Annual Incentive Targets

Appendix

Bonus Program Weight2022 Target

LT1 & VP+All Others

$7.80

30%

40%

Total Revenues (Ex-FX) ($M)

$47,182

20%

20%

New Product Portfolio Revenues (Ex-FX) ($M)

$2,29715%

15%

Pipeline

3

25%

25%

ESG Scorecard

3

10%

—

100%

100%

100%

Metric
Non-GAAP Diluted EPS

Total

For the ESG Scorecard Metric, the CMDC determines performance on a scale of 1 to 5. This scale was based on aquantitative assessment of progress on the 2022 goals, as well as a qualitative assessment of the impact of thegoals on a relative basis.
For 2022, based on the results achieved, the CMDC determined that a score of 3 was appropriate for this metric.
We are focused on continuously improving our ESG approach and we look forward to doing so in the years ahead.

ESG Matter

Scorecard Element

Environmental
Sustainability

Progress toward environmental
commitments on GHG emissions
and waste reduction

2% reduction in GHG emissions
5% reduction in waste-to-landfill

Progress on clinical trial andsupplier diversity

Supplier diversity spending of $960M
Increase diversity of U.S. clinical trials:• Ethnicity to 18% (from 16.6%)• Racial to 18% (from 16%)

Achievement of executivelevel aspirational workforce
representation goals

Gender parity VP+ to 50%
Black/African American VP+
representation to 6.0%
Latino/Hispanic VP+ representation to 7.4%

48.7%
6.1%

Employee engagement trends

Increase employee engagement scores

Partially
achieved

Human CapitalManagement
and Social
Responsibility

2022 Goals

Results
6%
37%$1,077M
16%
22%

6.1%

75

Introduction

Health Equity &Access to Healthcare

Ethical BusinessWe are committed to the highest
ethical standards in everything we do.
Ethics plays a fundamental role in our business andwe believe the best way to honestly serve our patients,
communities and employees is to conduct ourselves
responsibly. Put simply, we work hard to do the right thingfor our patients, every day. This is particularly importantin the context of ESG.
We seek transparency and dialogue with our stakeholders to
improve our understanding of their needs, and we strive fora culture where all our people feel they can raise issues andvoice any concerns. We take our commitment to economic,
social and environmental sustainability seriously, and we
extend this expectation to our partners and suppliers.

Our Principles of Integrity: BMS Standardsof Business Conduct and Ethics
Our 2022 Principles of Integrity: The Bristol Myers Squibb
Standards of Business Conduct and Ethics (Principles)
provide an important overview of how our principles guidethe way we conduct business every day. They establish aframework for how we engage with our colleagues andcontractors working on behalf of our company, how we
conduct business with our partners and suppliers, and how
we serve our patients and our communities.
The Principles are the foundation on which we build
our company policies and other BMS procedures andprocesses, and they comprise a significant element of
our Compliance Program. Our Board members, senior
management team and all BMS employees pledge toadhere to these Principles.
| 2022 ESG REPORT

Scientific Innovation

Our People

Inclusion & Diversity

Code of Business Conduct andEthics for Directors
We aim to avoid situations that present conflicts
between our personal interests and those of BMS.
We understand that even the appearance of a conflictof interest can damage our reputation, so our businessdecisions are governed by good judgment and objectivity,
not by our personal interests. If any of our people areunsure whether a potential conflict of interest exists, they
are encouraged to seek guidance from management,
Legal, or Compliance & Ethics.
In addition to the Principles, our company also has
adopted a Code of Business Conduct and Ethics for
Directors, which provides guidance on how to recognize
and handle areas of ethical issues, as well as information
on how to report unethical conduct. This code applies toall Directors of BMS and is intended to help foster a cultureof openness and accountability at our company.

Code of Ethics for Senior Financial Officers
Additionally, the Audit Committee has adopted a Codeof Ethics for Senior Financial Officers that supplements
the Principles of Integrity by providing more specificrequirements and guidance on relevant topics. This code
applies to the Chief Executive Officer, the Chief Financial
Officer, the Controller, the Treasurer and the heads ofmajor business units.

Standards of Business Conduct and Ethics
for Third Parties
The Standards of Business Conduct and Ethics for Third
Parties (3P Standards) apply to all third-party entities withwhom we have business agreements, such as suppliers,
distributors, consultants, agents, service providers, joint
ventures, co-promotion and research or licensing partners.

Environmental
Responsibility

Ethics, Integrity,
Quality & Governance

At BMS, we recognize that third parties play an importantrole in our success, and we strive to conduct business onlywith those sharing our commitment to the 3P Standards. Our
third parties are expected to have processes and systems
established to support operating in compliance with allapplicable laws, regulations, guidelines and industry codes.

Employee Training on Ethical Matters
Managers at BMS have additional responsibilities that aredescribed in the Principles of Integrity and procedures. They
are expected to foster a culture of compliance and lead byThis mindset comes from the top through aleadership team that advocates, recognizes
and rewards excellence in quality andis reflected in our culture of personal
responsibility, where our people uphold thehighest standards of quality, ethics andintegrity. Quality and integrity are more thanany single action or process at BMS, it is themindset and a way of working that drives allof our decisions, at every level.

Appendix

example, demonstrating a commitment to the Principles
and acting with the highest standards of integrity.
Managers also must be clear about the policies andother procedures that specifically affect the activities
they manage and ensure that the employees whoreport to them receive the training needed to do theirjobs effectively and with the highest ethical standards.
Managers are required to make themselves available
to respond to questions and to receive any reports ofpotential violations.

Celebrating 35 yearsof The BMS Pledge

Our Pledge to EthicalBusiness Practices
Over three decades ago—and long before ESG
best practices were established—our company
formally dedicated ourselves to upholding
ethical business practices through the BMS
Pledge. Our pledge is to provide productsthat meet or exceed customer expectations
based on excellence in science and innovation
throughout our company. We pride ourselves
on providing the highest level of service, andeveryone at BMS is committed to excellence
and improvement underpinned by our values.

Looking Ahead

Economic
Progress
Shareholder value
Proﬁtable growth
Safe andeﬀective
products

SocialResponsibility
Conscientious
citizenship

Business
integration

The
PledgeSafe
workplace

Environmental
Protection

Soci
Respons

Clean and healthy
environment

Conscien
citizen

Employee Engagement in Ethical Conduct

Celebrating 35 yearsof The BMS Pledge
employees
employees
were assigned the Principles completed Principles ofIntegrity course in 2022
of Integrity course in 2022

32,123

98.2%

Economic
Progress
Shareholder value
Proﬁtable growth76Introduction

Health Equity &Access to Healthcare

Scientific Innovation

A Culture of Integrity
Our Compliance program meets or exceeds
guidance and regulations issued by government
agencies, including the U.S. Department of Justice,
all applicable laws and industry codes. To ensure
our Compliance and Ethics program remains in linewith the latest best practices, we commission an
independent assessment every other year.
Our Integrity Line:
Reporting Concerns and Protecting Whistleblowers
Because of the importance we place on the ability of all our stakeholders toreport concerns, we provide our Integrity Line, a 24/7 confidential phone- andweb-based reporting system for both employees and third parties. To strive
to ensure the independence and integrity of our system, it is hosted by athird-party provider. The system is available in multiple languages to support
the reporting of any concerns for individuals around the world. This includes
suppliers, service providers, distributors, consultants, co-promotion and researchor licensing partners, joint ventures, agents and others.
For both employees and third parties, the Integrity Line provides a means to reportconcerns related to potential violations of the 3P Standards, or to ask questions
about the 3P Standards. Third parties are provided anonymity, if requested, and to
the extent possible in a specific situation, where local law permits. BMS has taken
steps to prevent caller identification through phone system technology. Third
parties who choose to identify themselves are assured that BMS will not retaliate
in any manner against anyone who makes reports in good faith. BMS reviews andinvestigates all reported concerns raised by third parties.
To report any concerns, local telephone numbers can be found on our website,where individuals can also make a web-based report. Our Integrity Line FAQs
provide extensive information on this confidential reporting mechanism.
1

Our People

Inclusion & Diversity

Anti-Bribery and Anti-Corruption
Our anti-bribery policies support our anti-corruption program and apply toeveryone at BMS as well as the employees of relevant contractors. We runrisk assessments, regular monitoring and auditing of our activities to ensurecomplete compliance with our Code of Conduct and policies. Communication,
collaboration and transparency are again key, and we compile reports on actual
incidents to raise awareness of how to identify and escalate potential problems.

Promotional Activities: Responsible Marketingand AdvertisingAs outlined in the Conducting Our Business section of the 2022 Principles ofIntegrity, we market our products based on their quality, efficacy, safety andvalue, and we strive to ensure that our promotional materials help healthcare
professionals, patients and other stakeholders understand our products,
including their health benefits and potential risks. We have employees whooversee advertising and promotion so that the information we provide isaccurate, truthful and consistent, and that it aligns with approved productlabeling and applicable laws. We also provide training to employees on
responsible marketing and advertising.
We only share approved promotional materials with our patients, and we
promote the appropriate use of our products directly to healthcare professionals
and organizations such as doctors, nurse practitioners, physician assistants,
pharmacists, technologists, hospitals, pharmacy benefit managers and managed
care organizations. We also provide information about the appropriate use of our
products to consumers both inside and outside the U.S. through various channels.

“2022 was a year of change for compliance and legal. We
moved very quickly on organizational change in response to theadvancing complexity of the business and the markets in which we
operate—evolving as an organization and making changes quickly
while preserving business continuity and enhancing complianceeffectiveness; it was a very successful transition for compliance.”
Cari Gallman
SVP, Chief Compliance and Ethics Officer
at Bristol Myers Squibb

Ethics, Integrity,
Quality & Governance

Environmental
Responsibility

Looking Ahead

Appendix

We believe responsible direct-to-consumer (DTC) advertising can foster
informed conversations between patients and their healthcare professionals
about healthcare, disease and available treatment options. We also believe
DTC advertising can help educate patients and encourage compliance withprescription drug treatments.

BMS adheres to the voluntary DTC marketing guidelines set forth
by the Pharmaceutical Research and Manufacturers of America(PhRMA). This includes the following guiding principles:1

1

To be accurate, truthful and not misleading

2

To make claims only when supported by appropriate evidence3

To reflect balance between risks and benefits

4

To be consistent with the FDA-approved labeling

SPOTLIGHT

An Independent Review of Our
Ethics and Compliance
Every two years, Ethisphere conducts a rigorous review of
our Compliance and Ethics Program and corporate culture.
The goal is to benchmark our program against other global
companies and to provide actionable recommendations
on how to maintain a best-in-class ethical culture.
In 2022, Ethisphere completed their latest review of our program, which
involved a 155-question survey, 22 interviews with leaders across theorganization and a review of 343 documents. For the sixth consecutive
review, we were awarded the Compliance Leader Verification designation,
which runs through 2023/2024.

PhRMA Guiding Principles, Direct to Consumer Advertisements about Prescription Medicines, 2018 https://phrma.org/-/
media/Project/PhRMA/PhRMA-Org/PhRMA-Org/PDF/P-R/PhRMA_Guiding_Principles_2018.pdf.

| 2022 ESG REPORT

77

Introduction

Health Equity &Access to Healthcare

Scientific Innovation

Sourcing Responsible Partners
Our SS&P unit piloted our Responsible Sourcing Program in 2022, which isintended to support our Scope 3 strategy and address environmental, socialand other ESG risks in the supply chain. Emerging due diligence requirements
across major markets require a deeper understanding, transparency andproactive approach to managing topics such as the environment and humanrights and labor in the supply chain.

“Our Compliance and Ethics team has significant involvement
in industry associations and is a strong voice in the industry
and part of ethics workstreams. Our internal policies go aboveand beyond what is required. We are active leaders in theindustry in compliance and ethics.”
Cheryl Lee
VP, Head of Major Markets Compliance and Ethics
at Bristol Myers Squibb

Our People

Inclusion & Diversity

Environmental
Responsibility

Working With Suppliers Sustainably
Within an ESG Framework
We actively ensure that our suppliers align with our ESG framework.

Environmental
The organization’s impact on theenvironment and its ability to mitigate
operational risks that increase its natural
resource use and climate footprint.

SocialAn organization’s relationship with its
employees, suppliers and communities
in which it does business, including its
approach toward diversity, human rights
and consumer protection.

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

Responsible Sourcing Program (RSP)
We embed our ESG principles into sourcing and procurement byassessing the performance of our suppliers and setting requirements
based on results. We then work with these partners to assess their
ESG framework, setting targets to foster sustainable development andmitigate risks. Our Responsible Sourcing Program is fundamental torealizing BMS’ ESG procurement strategy and includes:• Monitoring supply chain sustainability risk and performance• Addressing sustainability as a core area of performance in the SS&P/
supplier partnership• Implementing a core set of requirements to move suppliers througha journey of continuous improvement• Increasing supplier due diligence to ensure that our suppliers arealigned with BMS in their values and ESG commitments• Aligning to directly support BMS’ third-party risk management
program, which identifies and reduces risks relating to the use ofthird parties

Governance
The mechanisms an organization
uses (e.g., audits, reporting processes)
to ensure internal policy and goalcompliance and adherence toexternal regulations.

| 2022 ESG REPORT

78

Introduction

Health Equity &Access to Healthcare

Scientific Innovation

Our People

Inclusion & Diversity

Environmental
Responsibility

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

Product Safety
If the safety of our products is compromised, ourstakeholders’ trust in our company is compromised,putting lives and our business at risk.
Some of our most important research involves the monitoring and evaluationof the safety and efficacy of our medicines in clinical trials. Any potential or
actual adverse events associated with our products must be reported. We arecommitted to transparency across our business, including the health and safetyof our patients, our clinical trials and our people.

Pharmaceutical companies are regulated by healthauthorities worldwide, such as the U.S. Food and Drug
Administration (FDA) and the European Medicines Agency(EMA). These health authorities audit our operations on aregular basis, and in 2022, we completed more than 100
regulatory inspections.

Ensuring Product Integrity

Our Quality Management System (QMS) is designed tomeet or exceed global, industry-recognized standards andguidances to build a comprehensive quality frameworkthat is agile enough to respond to change, and robust
enough to advance novel and differentiating technologies
inclusive of devices and combination products.

BMS performs regular risk assessments to determine the gaps in current
internal processes so that new processes can be developed and implemented.

“BMS’ safety monitoring during
drug development and also after
commercialization provides the organization
with important information on the wellbeing
and outcomes for patients of our medicines.”

Cold Chain Support

Rich Boucher| 2022 ESG REPORTWe protect the entire life cycle of our products with a transparent approachthat provides consumers and distributors with the information they need toensure the safe use, transportation, storage and disposal of our products.

Risk Assessments

The need to keep critical supplies at the proper temperature through ”coldchain” distribution led us to optimize cold chain support in India this year,
in preparation of introducing biological treatments.

Executive Director and Head, GDO Strategy and Operationsat Bristol Myers Squibb

79Introduction

Health Equity &Access to Healthcare

Security Technologies
To help secure products and combat counterfeit drugs,
many developing countries are implementing laws andregulations requiring products to be serialized or havetamper-evident features on product packaging. These
countries include Argentina, India, China, Turkey andBrazil. We have implemented security technologies tomeet this expectation.
In 2023, the U.S. is expected to have a system that will
enable transactional data to be gathered across the
supply chain for each unique identifier. This will establish
full end-to-end visibility if a suspect product is detected.
These capabilities—originally developed to meetgovernment regulations aimed at protecting patient
safety—may also be used to enable a customer-specificexperience and the delivery of patient-specific medicines.

Takeback, Reuse and Product Disposal
The Pharmaceutical Product Stewardship Work Group(PPSWG) manages the takeback of BMS medications
from patients. The PPSWG coordinates these efforts
through MED-Project, a stewardship organizationthat implements and operates mandated household
unwanted medicine and sharps (e.g. used needles)
takeback programs.
Pharmaceutical products are not sorted after collection,
making it difficult for BMS to calculate the amountof unused BMS products collected from U.S. patients.
However, in 2022, residents in California, Massachusetts,
Oregon, New York and Washington disposed of 549 tonsof unwanted household-generated materials collected
through MED-Project’s programs. This included morethan 109.6 tons of unused medicines disposed of via
Med-Project’s sharps programs and 439.6 tons disposed
via unwanted medicine programs.

| 2022 ESG REPORT

Scientific Innovation

Our People

We also facilitate takeback, as outlined in our HouseholdGenerated Sharps Management Plan. The websites
myoldmeds.com and medsdisposal.eu offer an easy
way for patients to find a nearby location where they
can dispose of unwanted, unused or expired household
medicines. These websites also highlight how important
it is for patients to securely store household medicinesand follow labeling information and medication guides.

Maintaining Product
Traceability, Preventing
Counterfeiting
BMS complies with all track
and trace regulations.
Our medicines in serialized markets have aunique identifier in the packaging that allows
each saleable unit to be tracked. This involves aunique 2D data matrix on each carton of product.
As the product moves through the supply chain,
wholesalers, distributors and dispensers can scan
this code to confirm the product is legitimate.
Serialization data is then exchanged between
nodes in the supply chain. The majority of our
packaging lines are serialization-capable, andwe will continue improving supply chain visibility
and enhancing customer experience.

Inclusion & Diversity

Environmental
Responsibility

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

Counterfeit Drugs
BMS works tirelessly to ensure the quality, safety andintegrity of our products by taking action against
counterfeiting, which includes working with our global
supply chain and law enforcement agencies, participating
in industry organizations and collaborating with otherpharmaceutical companies to identify and reduce theopportunity for counterfeit medicines.
We support the World Health Organization’s (WHO)position that fighting against counterfeit drugs should
be a focus area to combat the challenge of expanding
access to medicines globally.
Our goal is to eliminate product tampering, theft ordiversion so that we can always provide our customers
with safe, effective and high-quality products. We always
work to ensure the quality and integrity of our products
within the supply chain and further patient safety. Someof our efforts and resources include:• An integrated team dedicated to addressing
counterfeiting, product tampering, theft anddiversion issues• Security measures and technologies to decrease
the vulnerability of our packaging and products tocounterfeiting risks• Participation in industry coalitions addressing
counterfeiting and collaboration with law enforcement
agencies, supply chain vendors and organizations on
product security matters. Examples of organizations are:
– The FDA: Counterfeit Medicines

In 2022, there were 20 active unwanted medicine
programs and nine sharps programs throughout the
U.S. Learn more in BMS’ Household-Generated Sharps
Management Plan.

– The U.S. Department of Homeland Security– The Partnership for Safe Medicines– The Pharmaceutical Security Institute– The Centers for Disease Control and Prevention

80Introduction

Health Equity &Access to Healthcare

Scientific Innovation

Our People

Environmental
Responsibility

Inclusion & Diversity

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

Protecting Our Patients: Scientific and Research Integritymt| 2022 ESG REPORT

s

y

S

t

n

e

m

g e

O

PATIENTS

Processes andProcedures

EN

CY

WI

DigitalQuality|

Organization
and Culture

IGO R

RO
BU
S

CU
LTU
RE

|

SUPPLY

Operational
Excellence

E
IA BL
L
E
R

RG

CO

M

U

When developing a protocol for our clinical trials, we make sure it is designed tominimize the burden of the sites conducting the study and patients participating.
A multi-step process occurs to assess risks of our clinical trial sites. Our Manage
Principal Investigator and Investigational Site Selection guides the process for
BMS to select Principal Investigators (PIs) and to study specific investigationalsites to successfully prepare and execute clinical trials in compliance with theprotocol, Good Clinical Practice (GCP) and all legal and regulatory requirements,
where applicable. After the site is selected for participation in a BMS clinical
trial, ongoing assessments are conducted by monitoring practices, onsite andremotely, to evaluate safety and data integrity. The data collection, review andquery processes allow us to gain further insight into the conduct at an individualsite/country level to assess trends or areas of concern.

T

|

TH R

a n a
M

li t yRisk Assessments of Clinical Trial Sites

le I
Si ng nt e gr

• Integrating and aligning quality into strategic business plans

Our Quality Management System, governance structure, metrics and dedicatedresources ensure system effectiveness and continuous improvement.

DATA
AND
T
UC
D
O
PR

|

• Ensuring superior design and the continuous, proactive improvementof products and processes• Ensuring quality supervision and oversight of our internal and external networkse• Fostering excellence in science and innovation• Enabling enterprise-wide leadership that advocates, recognizes and rewards
excellence in qualityat

At BMS, we are committed to providing products and services that meet or
exceed customer expectations as well as applicable laws and regulations.
Everyone at BMS is dedicated to achieving quality excellence, the relentless
pursuit of continuous improvement underpinned by our BMS Values.
We fulfill this commitment to quality by:• Taking personal responsibility for upholding the highest standards of quality,
ethics and integrity, along with legal and regulatory compliance

The protection of our clinical trial participants is a core responsibility that istaken seriously and begins with the development of a protocol, which remains
rooted throughout the entire study conducted, even after trial completion.
We monitor the ongoing data for trends that may indicate potential safety
signals and take appropriate actions to address them. Through our Diversity
in Clinical Trial efforts, we seek to include patients of every age, gender, race,
ethnicity, sexual orientation and disability status to ensure that our study
population reflects the patient population with the disease or condition
being evaluated. We are also working with our local country teams tobetter understand the meaning of diversity and to expand our footprint.

NCE
LLE
CE
EX

Quality• Ensuring that we are patient- and customer-focused, doing things right thefirst time and continuously pursuing process improvements

Commitment to Protect Vulnerable Clinical
Trial ParticipantsF

We strive for transparency in our research endeavors, registering anddisclosing results from all qualifying R&D clinical studies. We implement bestpractices for publishing and follow the requirements of the International
Committee of Medical Journal Editors (ICMJE) on authorship and otherrelated matters.

• Striving to use the best fit-for-purpose quality methods, tools and technology
to reach evidence-based decisionsd

Our commitment to ethical R&D and how we identify and manage bioethicalissues and risks is outlined in our Bioethics Policy Statement. To maintainour integrity and independence, before starting any BMS sponsored or
supported interventional clinical studies and enrolling subjects, we require
a qualified Independent Ethics Committee/Institutional Review Board
review and approval.

• Ensuring appropriate regulatory and technical training that fosters a quality
and compliant cultureQ

We are committed to scientific excellence in biopharma research anddevelopment to advance innovative, high-quality medicines that address theunmet medical needs of patients. We conduct research and development with
uncompromised ethical integrity and that is consistent with applicable laws,
regulations and practice guidelines.

• Creating an environment where quality is more than any one action orprocess; it is a mindset and way of working at every level, throughout every
function and a driver of every decisionuaScientific and Research Integrity

e

PE

TIT

IVE

|
C O M P LI A N C E

81Introduction

Health Equity &Access to Healthcare

Scientific Innovation

Our People

Inclusion & Diversity

Cybersecurity and Data Privacy
Our patients, partners, employees,
suppliers and other third parties trust
us to store their information securely.
This is fundamental to our values of Accountability
and Integrity and crucial to our business success. Our
cybersecurity and data privacy programs are aligned to
the U.S. National Institute of Standards and Technology
Cybersecurity Framework and are informed by andtailored to address a specific set of cyber risk scenarios.

Board OversightWith respect to Board oversight of cybersecurity risk,
the Audit Committee receives regular updates frommanagement on matters related to cybersecurity incidents.
Our Chief Information Security Officer also provides updates
on significant threats to our systems, risk mitigation
strategies, program assessments, planned improvements
and the status of information security initiatives.

Advanced Defenses Against Cyber Threats
We use data analytics and AI to help identify and defend
against cyber threats and learn how these threats evolve.
We maintain strong industry relationships and collaborate
to defend against cyber threats. Partners include third-party
providers, law enforcement and government agencies.

Environmental
Responsibility

Ethics, Integrity,
Quality & GovernanceTo further mitigate security and privacy risks related
to cyber threats, we engage in real-time education of
our workforce. In many regions, our people receive amonthly snapshot of their cyber behaviors and are given
a rating for their cyber vigilance. Following a gamification
approach, we have seen improvement in employees’
behaviors and increased dialogue on cyber vigilance.

Appendix

Addressing Emerging Cybersecurity Risks
Geo-political Risk
Tensions and conflicts
around the world areaccompanied by an increase insabotage, espionage and cyberattacks.

We are evolving our cyber defenses to minimize impact
from a cyber threat by using a multi-pronged approachthat helps safeguard our assets and data.

Employee Education on Cybersecurity

Looking Ahead

Third-Party Supply
Chain Risks
Threat actors continue to target
supply chains to compromise a greaternumber of victims and maximize harm.
Cloud providers are a likely target due
to the potential impact.

Our Response
We have evolved our operating model and, whennecessary for the security of the company andsafety of our employees abroad, transitioned
operations to third parties. We have also bolstered
our cybersecurity and are closely monitoring known
and novel threats.

Our Response
We have honed our crisis management decisionmaking and response capabilities. We are continuing
to evolve our third-party risk management program
and we conduct tabletop exercises to identify gaps
in our supply chain resilience so we can implement
improvements.

Data Integrity and Privacy
We focus on the integrity, privacy and appropriate useof the data that we have access to, in accordance withregulations and laws across countries.
Some of the data may include sensitive informationthat may pertain to the health of employees, customers,
consumers, research subjects, vendors and competitors.
We have a Chief Privacy Officer, a Global Privacy Office andpolicies and procedures designed to ensure and support
the integrity, privacy, protection and appropriate use ofdata. If any of our stakeholders have questions about data
integrity and privacy, we encourage them to contact our
Global Privacy Office.
| 2022 ESG REPORT

Human Risk
Phishing attacks remain
the most common cause ofdata breaches. Threat actors continue
to expand tactics, employing SMS andMicrosoft Teams-based attacks to
avoid detection on corporate networks.

Our Response
We rolled out cybersecurity snapshots to the U.S.,
Canada and Puerto Rico. The snapshots provide
a cyber vigilance score, much like a credit report,
to our employees, based on various behavior
categories (e.g., reporting phishing emails, visiting,risky websites). We are expanding the cybersecurity
snapshot program globally.

82

Health Equity &Access to Healthcare

Managing Human Risk in Cybersecurity
Organizations of all kinds struggle to deal with the humanelement of cybersecurity and adaptation of secure

Our People

Inclusion & Diversity

behaviors. To pinpoint human security risk, we have
implemented a human risk management program acrossour global enterprise to translate our behaviors into
personalized and aggregated scorecards.
The scorecards, shown below, measure five cyber behaviors
and enable analysis at organizational, departmental andindividual levels. The results are used by the BMS cybersecurity
team to achieve a change in behavior and communicate
expectations to all employees through targeted learning.

Addressing the Human Element of Cybersecurity at BMS
Cyber Vigilance
Program

Improving cyber hygiene of our workforce through data-driven
cybersecurity awareness campaigns, global educational courses andan activated Champion network

Phishing Protection
ProgramEnabling our workforce to better identify and report suspicious emails,
leveraging simulations that reflect the increasingly complex nature of
real-life attacks

Cyber Resiliency
Tabletop Exercises

Stress testing cyber resilience and our ability to respond in a cyber event
through collaborative preparedness exercises across business units

Ethics, Integrity,
Quality & Governance

Environmental
Responsibility| 2022 ESG REPORT

Safeguarding BMS information to reduce risk of intellectual property andour most important data from being exfiltrated from the organization

Appendix

M
a
nagem
k
s
i
R
n
a
ent
m
u
P
H
rog
S
ra
BM
Phishing

MalwareT
TEC
E
D

PhysicalData
Handling

HUMAN
RISK
E
PREV

Internet
Browsing

Password
Security

Responsible Adoption of AI
Data Protection &Insider Risk Program

Looking Aheadm

In response to the new cybersecurity rules adopted by the SEC,
we are partnering with the Healthcare and Public Health Sector
Coordinating Council Cybersecurity Working Group and the
Health Information Sharing and Analysis Center to determine
any operational adjustments required. This includes assessing
the impact of these new practices on our reporting requirements
and exploring options for addressing existing gaps.

Scientific Innovation

N

T

Introduction

AI tools and generative chatbots, including
ChatGPT, have captivated the attention of theworld. We are excited about the potential of theseand other similar technologies to drive efficiencies,
continue to deliver world-class customer service
and advance our mission to help patients prevailover serious diseases.

DeviceSecurity

Learning

These technologies are in their infancy, so while weare empowering our employees to experiment withthese emerging technologies on behalf of our patientsand customers, we do so carefully, understanding theirlimitations and adhering to the laws, regulations andpolicies that govern our company and industry as wellas protect our interests.

83

Looking
Ahead

Introduction

Health Equity &Access to Healthcare

Scientific Innovation

Our People

Inclusion & Diversity

Environmental
Responsibility

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

Looking Ahead
For over a century, our mission at
Bristol Myers Squibb has been the same:
to discover, develop and deliver innovative
medicines that help patients prevail over serious
diseases. While we are proud of our legacy, we
haven’t lost our sense of urgency. Our teams
around the world continue to work tirelessly
to fulfill their responsibilities; they know ourpatients are waiting.
Just as we continue to push the boundaries of science to advance our traditionof innovation, we also seek to improve in areas like inclusion and diversity,
health equity and access, and environmental responsibility. While
we have made progress, we acknowledge that we have more work to do.
In addition, we recognize that we live in an era of monumental dynamism
and change, and we know we must stay nimble to quickly respond and adapt
our business to ongoing regulatory and reporting developments, shifting
stakeholder perceptions and other rapidly evolving issues that are partof the overall ESG landscape.

| 2022 ESG REPORT2023 has been a year of change for our company as we transition to newleadership with the appointment of Chris Boerner as our new CEO. Because
we believe in continuous improvement, we also are holistically reviewing ourcurrent ESG strategy and initiatives. To better align our stakeholders’ views with
our ESG priorities, we conducted a global, double ESG materiality assessmentthat solicited feedback from all our stakeholder groups to understand what
ESG topics they consider to be most important. We look forward to sharing
the results of this extensive process in due course, as well as our updated ESG
strategy and commitments.
As we look ahead to what’s next for our company, we are optimistic about the
future. We know that Bristol Myers Squibb and the products we create have a
crucial role to play in the pharmaceutical industry and the world more broadly.
These include the profound positive effects that our products have on people’s
lives, as well as the positive impacts our company catalyzes in the way in which
we conduct our business and contribute to the communities we serve.
Importantly, we continue to take steps to further integrate our businessstrategy and our ESG strategy. In our view, this is non-negotiable as we
recognize that, now more than ever, the future of our corporations, ourcommunities and our planet are inextricably linked. We are motivated by
the opportunities and challenges ahead, and we look forward to sharing
our progress with you in the months and years to come.

85

Appendix
IN THIS SECTION

87

Forward-Looking Information and
Non-GAAP Financial Information

88

Environmental Data

89

Assurance Certificates

91

Global Reporting Initiative (GRI)
2022 Index

101 Sustainability Accounting Standards

Board (SASB) 2022 Index

Introduction

Health Equity &Access to Healthcare

Scientific Innovation

Our People

Inclusion & Diversity

Environmental
Responsibility

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

Forward-Looking Information and Non-GAAP Financial Information
This report contains statements about Bristol Myers Squibb’s (“BMS,” “we,”“our,” “us” or “the company”) future plans and prospects that constituteforward-looking statements for purposes of the safe harbor provisions under
the Private Securities Litigation Reform Act of 1995. This report also contains
certain forward-looking statements, including statements regarding ourcorporate social responsibility and environmental, social and governancetargets, goals, objectives, commitments and programs and other businessplans, initiatives and objectives.
These statements are typically accompanied by the words “anticipates,”“believes,” “estimates, ”expects,” “forecasts,” “intends,” “plans,” “projects,”“may,” “will,” “should,” “would,” “could” or other similar expressions. Suchforward-looking statements are based on our current expectations andprojections about future goals, plans and objectives and involve inherent
risks, assumptions and uncertainties, including internal or external factorsthat could delay, divert or change any of them in the next several years, andcould cause our goals, plans and objectives to differ materially from thoseexpressed in, or implied by, the statements.
All statements that are not statements of historical facts are, or may be deemed
to be, forward-looking statements. Actual results may differ materially from thoseexpressed in, or implied by, these statements as a result of various importantfactors, discussed in the company’s most recent Annual Report on Form 10-K and
Quarterly Report on Form 10-Q, as well as applicable Current Reports on Form 8-K.
These documents are available on the U.S. Securities and Exchange Commission’s(SEC) website, on the company’s website or from Bristol Myers Squibb Investor
Relations. No forward-looking statements can be guaranteed. Although we
believe that we have been prudent in our plans and assumptions, no assurance
can be given that any goal or plan set forth in forward-looking statements canbe achieved and readers are cautioned not to place undue reliance on suchstatements. In addition, any forward-looking statements included herein arepresented only as of the date hereof. Except as otherwise required by applicablelaw, the company undertakes no obligation to publicly update any of theprovided information, whether as a result of new information, future events,changed circumstances or otherwise.
| 2022 ESG REPORTThis report includes certain financial measures that use non-generally accepted
accounting principles (non-GAAP) to describe the company’s performance.
The non-GAAP information presented herein provides investors withadditional useful information, but should not be considered in isolation or asa substitute for the related financial measures prepared in accordance with
GAAP. Moreover, other companies may define non-GAAP measures differently,
which limits the usefulness of these measures for comparisons with suchother companies.

time of preparation, but may be subject to revision.
This report uses certain terms including those that GRI or SASB refer toas “material” to reflect the issues or priorities of BMS or its stakeholders.
Used in this context, however, these terms are distinct from, and should not
be confused with, the terms “material” and “materiality” as defined by orconstrued in accordance with securities or other laws or as used in the context
of financial statements and reporting.

We encourage investors to review our financial statements and publiclyfiled reports in their entirety and not to rely on any single financial measure.
Beginning with the first quarter of 2022, acquired in-progress research anddevelopment (IPRD) charges are no longer excluded from our non-GAAP
financial measures. We made these changes to our presentation of non-GAAP
financial measures following comments from and discussions with the SEC. For
the purposes of comparability, the non-GAAP financial measures for the priorperiods have been updated to reflect this change. An explanation of these nonGAAP financial measures and a reconciliation to the most directly comparable
GAAP financial measures are available on our website at bms.com/investors.
This report covers BMS’ business and does not address the performanceor operations of our suppliers, contractors or partners. The objectives,plans, targets and commitments are aspirational; as such, no guarantees
or promises are made that they will be met or successfully executed.
Furthermore, data, statistics and metrics included in this report are nonaudited estimates, are not prepared in accordance with GAAP, continue to
evolve and may be based on assumptions believed to be reasonable at the87Introduction

Health Equity &Access to Healthcare

Scientific Innovation

Our People

Environmental
Responsibility

Inclusion & Diversity

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

Environmental Data
Limited Assurance

Apex, an independent third party, audited and provided limited assurance of our 2022 greenhouse gas emissions, water usage and waste generation data. To view these limited assurance statements, please see the following pages of this report. .

2021 to Present, Sustainability Metrics - Energy / GHG1,2
2021

2021 to Present Sustainability Metrics – Waste1 (Metric Tons CO2e)2022% Change

Topic

Energy Use (Terajoules)3
Scope 1

3,612

3,754

3.9%

Scope 2

1,469

1,464

-0.4%

Total GHG from Operations—Scopes 1 & 2

5,082

5,217

2.7%

Scope 1—Direct GHG from Operations4

192,092

202,290

5.3%

Scope 2—Indirect GHG from Operations (Market-Based)

162,492

161,907-0.4%

Scope 3—Indirect GHG from Value Chain

1,889,554

1,696,100-10.2%

Category 1—Purchased Goods & Service5

1,641,931

1,354,700-17.5%

Category 2—Capital Goods6

18,05019,90010.2%

Category 3—Fuel & Energy-Related Activities7

82,56076,700-7.1%

Category 4—Upstream Transportation & Distribution8

76,969137,300

78.4%

Category 5—Waste Generated in Operations9

4,442

4,400

-0.9%

Category 6—Business Travel10

10,86244,800312.4%

Category 7—Employee Commuting11

54,74058,300

6.5%

711

876

23.2%

354,584

364,197

2.7%

2,244,138

2,060,297-8.2%

GHG Emissions (Metric Tons of CO2 equivalent)

Biogenic Carbon12
Total GHG from Operations—Scopes 1 & 2
Total GHG—Scopes 1, 2 & 3
Syracuse has been removed from 2021 and 2022 data.
Our 2023 Proxy Statement includes preliminary data for reductions in GHG emissions andwaste-to-landfill. The numbers reflected in this ESG Report are the final, verified and assured
2022 numbers for these metrics.
3
Increase in Scope 1 consumption driven by Fleet (post-COVID return to normal), andNatural Gas usage (site growth @ Devens & NBR, additional cogen @ LVL); decrease in Scope 2
consumption is minimal (driven by additional cogen @ LVL and efficiency improvements
across the network)%.
4
Increased Scope 1 emissions due to increased energy consumption (see Note #2) coupledwith higher fugitive emissions from refrigerants.
5
Major drivers for decreased PG&S emissions were: a) lower EEIO emissions factors (aspublished by U.S. EPA), b) lower overall spend (adjusted for inflation); additional factors
1
2| 2022 ESG REPORT

2021

2022

% Change

Hazardous2

1,820

1,835

0.8%

Nonhazardous3

4,134

5,435

31.5%

Recycled/Reused4

5,366

6,185

15.3%

Total Waste Generated5

11,32013,45518.9%

Our 2023 Proxy Statement includes preliminary data for reductions in GHG emissions and waste-to-landfill. The numbers reflected in this ESG Report are the final, verified
and assured 2022 numbers for these metrics.
2
Hazwaste generation rate has been consistent through the pandemic.
3
Non-Haz waste generation rate returns to pre-pandemic level (return to office work environment) and recent increase in employee population
contributed to year-over-year increase.
4
Additional recycling/reuse options identified and implemented which increased overall recycling/reuse rate.
5
Total waste generation rate returns to pre-pandemic level (return to office) & recent increase in employee population contributed to year-over-year increase.
12021 to Present, Sustainability Metrics – Water (Megaliters)			
Topic
Total Water Withdrawal—
Municipal, Groundwater, Surface1
1

2021
2,880

2022
2,762

% Change-4.1%

Decrease in water withdrawal due to water use efficiency improvements, with largest improvement at Summit West, New Jersey, Lawrenceville, New Jersey and Phoenix, Arizona.		

include: c) reassignment of a handful of suppliers to other appropriate Scope 3 categories(e.g., UT&D), d) accounting for 100% of spend with appropriate EEIO factors, e) increased
CDP response from suppliers.
6
Negligible absolute increase.
7
Decrease in FERA emissions from Well-to-Tank and T&D associated with reduced electric
power consumption.
8
Major drivers for increased UT&D emissions: a) reassignment of additional suppliers to be
included in UT&D, b) increased spend within the category (adjusted for inflation).
9
Negligible decrease.
10
Increased travel - post-pandemic.
11
Increase purely driven by increased number of employees, per 10-K statement.
12
Increased Biomass usage at Boudry.

88Introduction

Assurance
CertificatesGreenhouse Gas Emissions

Health Equity &Access to Healthcare

Scientific Innovation

Our People

Inclusion & Diversity

Ethics, Integrity,
Quality & GovernanceAppendix

Looking Ahead

INDEPENDENT LIMITED ASSURANCE STATEMENT
To: The Stakeholders of Bristol Myers Squibb Company
Introduction and objectives of work
Apex Companies LLC (Apex) has been engaged by Bristol Myers Squibb Company (Bristol
Myers Squibb) to provide limited assurance of select environmental data to be incorporated
into its corporate social responsibility report (the Report). This Assurance Statement applies
to the related information included within the scope of work described below.

•

Activities outside the defined assurance period;•

Global office, warehouse and distribution facilities under 100,000 sq ft.;•

Global R&D facilities under 50,000 sq ft.;•

Bristol Myers Squibb sales fleet vehicles outside of the U.S. and Canada; and•CO2 gas and dry ice used in labs and research facilities.

This information and its presentation are the sole responsibility of the management of Bristol
Myers Squibb. Our sole responsibility was to provide independent assurance on the accuracyof information included.

This limited assurance engagement relies on a risk based selected sample of sustainability
data and the associated limitations that this entails. The reliability of the reported data isdependent on the accuracy of metering and other measurement arrangements employed atsite level, not addressed as part of this assurance. This independent statement should not be
relied upon to detect all errors, omissions or misstatements that may exist.

Scope of work

Responsibilities

The scope of our work was limited to assurance over the specific data presented below for
the period January 1, 2022 to December 31, 2022 (the ‘Subject Matter’). Our assurance does
not extend to any other information reported by Bristol Myers Squibb.

This preparation and presentation of the data are the sole responsibility of the management ofBristol Myers Squibb.

Bristol Myers Squibb requested Apex to provide assurance of the following:
o
o
o

o
o

Direct Greenhouse Gas (GHG) emissions (Scope 1) associated with global
manufacturing and R&D facilities, U.S. and Canada sales vehicle fleet,Distribution Centers, and Offices
Indirect GHG emissions (Scope 2) associated with global manufacturing and
R&D facilities, Distribution Centers, and Offices
GHG emissions (Scope 3) associated with Purchased Goods and Services,
Capital Goods, Fuel and Energy Related Activities, Upstream Transportation andDistribution, Waste Generated in Operations, Business Air Travel, and Employee
CommutingTotal Energy Consumption associated with Manufacturing and R&D Facilities,
Distribution Centers, Offices, and U.S. and Canada sales vehicle fleet
Total Water Withdrawal associated with global manufacturing and R&D Facilities,
Distribution Centers, and Offices

Appropriateness and robustness of underlying reporting systems and processes used
to collect, analyse, and review the reported environmental information;



Evaluation of the reported data against Bristol Myers Squibbs’ internal reporting
procedures; and

Evaluation of the GHG emissions data against the requirements of the World
Resources Institute (WRI)/World Business Council for Sustainable Development(WBCSD) Greenhouse Gas Protocol Corporate Accounting and Reporting Standards.

Apex was not involved in the development, tracking, or reporting of the environmental
sustainability data. Our responsibilities were to:•obtain limited assurance about whether the Subject Matter has been prepared inaccordance with the Reporting Criteria;•

form an independent conclusion based on the assurance procedures performed andevidence obtained; and•report our conclusions to the Stakeholders of Bristol Myers Squibb.

Assessment Standards•

We performed our work in accordance with Apex’s standard procedures andguidelines for external Assurance of Sustainability Reports and International
Standard on Assurance Engagements (ISAE) 3000 Revised, Assurance
Engagements Other than Audits or Reviews of Historical Financial Information(effective for assurance reports dated on or after Dec. 15, 2015), issued by theInternational Auditing and Assurance Standards Board. A materiality threshold of ±5percent was set for the assurance process.

Summary of Work Performed
As part of our independent assurance, our work included:
1. Assessing the appropriateness of the Reporting Criteria for the Subject Matter;
2. Conducting interviews with relevant personnel of Bristol Myers Squibb;
3. Reviewing the data collection and consolidation processes used to compile Subject
Matter, including assessing assumptions made, and the data scope and reporting
boundaries;

Reporting Boundaries
The following are the boundaries used by Bristol Myers Squibb for reporting sustainability
data:

Operational Control

Worldwide Operations

Limitations and Exclusions
Excluded from the scope of our work is any assurance of information relating to:

WATER RESOURCES • ENVIRONMENTAL SERVICES • COMPLIANCE & ASSURANCE • INFRASTRUCTURE SERVICES
Apex Companies, LLC • (800) 733-2739 • www.apexcos.com| 2022 ESG REPORT

Environmental
Responsibility

4. Reviewing documentary evidence provided by Bristol Myers Squibb;
5. Agreeing a selection of the Subject Matter to the corresponding source
documentation;
6. Reviewing Bristol Myers Squibb systems for quantitative data aggregation andanalysis; and,7. Assessing the disclosure and presentation of the Subject Matter to ensure
consistency with assured information.

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Quality & GovernanceAppendix

Looking Ahead

Greenhouse Gas Emissions(continued)
Reported Data
Type

Units

The assurance team has extensive experience in conducting assurance over environmental,social, ethical and health and safety information, systems and processes, has over 20 years
combined experience in this field and an excellent understanding of Apex’s standard
methodology for the assurance of sustainability data.

Value

Purchased Fuels (Scope 1)

Terajoules

3,754

Purchased Indirect Energy (Scope 2)

Terajoules

1,464

Total Energy Consumption (Scope 1 and 2)1

Terajoules

5,217

Scope 1 Direct CO2e Emissions
Scope 2 Indirect Purchased Energy Location BasedCO2e Emissions
Scope 2 Indirect Purchased Energy Market Based CO2e
Emissions
Total Scope 1 and Scope 2 Location Based CO2e
Emissions
Total Scope 1 and Scope 2 Market Based CO2e
Emissions
Scope 3 CO2e Emissions – Purchased Goods andServices

MT CO2e

202,300

MT CO2e155,100

MT CO2e161,900

MT CO2e357,300

Jessica Jacobs, Lead Verifier
ESG – Senior Project Manager

MT CO2e364,200

July 10, 2023

MT CO2e

1,354,700

Scope 3 CO2e Emissions – Capital Goods
Scope 3 CO2e Emissions – Fuel and Energy Related
Activities
Scope 3 CO2e Emissions – Upstream Transportation
and Distribution
Scope 3 CO2e Emissions – Waste Generated in
Operations

MT CO2e19,900MT CO2e76,700MT CO2e137,300

MT CO2e

4,400

Scope 3 CO2e Emissions – Business Air Travel

MT CO2e44,800

Scope 3 CO2e Emissions – Employee Commuting

MT CO2e58,300Total Water Withdrawal

Mega Litres

2,763

MT CO2e = metric ton carbon dioxide equivalent1
Due to rounding, value does not add up exactly

Attestation:David Reilly, Technical Reviewer
ESG - Principal Consultant

Conclusion
On the basis of our methodology and the activities described above:•

Nothing has come to our attention to indicate that the Subject Matter is not fairly
stated in all material respects; andIt is our opinion that Bristol Myers Squibb has established appropriate systems for thecollection, aggregation and analysis of quantitative data.
Statement of Independence, Integrity and CompetenceApex is an independent professional services company that specializes in Health, Safety,
Social and Environmental management services including assurance with over 30 years
history in providing these services.
Apex has implemented a Code of Ethics across the business to maintain high ethicalstandards among staff in their day-to-day business activities.
No member of the assurance team has a business relationship with Bristol Myers Squibb, its
Directors or Managers beyond that required of this assignment. We have conducted thisassurance assignment independently, and there has been no conflict of interest.

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AppendixGlobal Reporting Initiative (GRI) 2022 Index
This index aligns with the Global Reporting Initiative’s Sustainability Reporting Standards, published June 30, 2022. This report in has been prepared in reference to GRI. Our index facilitates access to Core reporting elements aswell as additional Comprehensive level elements, where available. We have also indexed, where applicable, the relevant U.N. Sustainable Development Goals.

GRI Standard

GRI 2:
General Disclosures
2021

Disclosure Number

Description

Disclosure

2-1

Organizational details

2022 10-K, pg. 1 (Item 1. Business)

2-2

Entities included in the organization’s sustainability reporting

2022 10-K, pg. 1 (Item 1. Business)

2-3

Reporting period, frequency and contact point

Bristol Myers Squibb aims to publish an ESG Report annually. The 2022 ESG Report mainly covers information from thefiscal year ending December 31, 2022, unless otherwise indicated. Questions and inquiries on the reported information
can be submitted through our Sustainability Feedback website.

2-4

Restatements of information

About This Report

2-5

External assurance

Verification Statements

2-6

Activities, value chain and other business relationships

2022 10-K, pg. 1,13-5 (Item 1. Business)

2-7

Employees

2-8Workers who are not employees

2022 10-K, pg. 20-22 (Item 1. Business)
BMS has 34,520 employees worldwide. Please see the Our People chapter in our 2022 ESG Report, beginning on pg. 36.
Information unavailable
2022 ESG Report, pg. 70 (Ethics, Integrity, Quality & Governance)

2-9

Governance structure and composition

2-10

Nomination and selection of the highest governance body2023 Proxy Statement, pg. 12 (How We Are Selected and Elected)

2-11Chair of the highest governance body2023 Proxy Statement, pg. 6 (Item 1. Election of the Board of Directors)

2023 Proxy Statement, pg. 28 (How We Are Organized)

2022 ESG Report, pg. 70 (Ethics, Integrity, Quality & Governance)

2-12

Role of the highest governance body in overseeing the managementof impacts

2023 Proxy Statement, pg. 16-17 (How We Govern and Are Governed)
Board Committees and Charters

2-13| 2022 ESG REPORT

Delegation of responsibility for managing impacts

2022 ESG Report, pg. 70 (Ethics, Integrity, Quality & Governance)91

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AppendixGlobal Reporting Initiative (GRI) 2022 Index (continued)
GRI Standard

Disclosure Number

Disclosure2022 ESG Report, pg. 70 (Ethics, Integrity, Quality & Governance)

2-14

Role of the highest governance body in sustainability reporting

2-15

Conflicts of interest

2023 Proxy Statement, pg. 65 (BMS Compensation Program Design Process)

2-16

Communication of critical concerns

2022 ESG Report, pg. 70 (Ethics, Integrity, Quality & Governance)

2-17

Collective knowledge of the highest governance body2023 Proxy Statement, pg. 4 (Who We Are: 2023 Director Nominees)

2-18

GRI 2:
General Disclosures
2021 (continued)

Description

2-19

Evaluation of the performance of the highest governance body

Remuneration policies

2-20

Process to determine remuneration

2-21

Annual total compensation ratio

2-22

Statement on sustainable development strategy

ESG Governance Operating Model2023 Proxy Statement, pg. 15 (Annual Evaluation Process)2023 Corporate Governance Guidelines, pg. 6 (Evaluating the Board's Performance)
2023 Proxy Statement, pg. 8-86 (Executive Compensation)
Governance & Executive Compensation Policies
2023 Proxy Statement, pg. 38-86 (Executive Compensation)
Governance & Executive Compensation Policies
2023 Proxy Statement, pg. 86 (Pay Ratio)
2022 ESG Report, pg. 6-7 (A Letter from Our Chairman and CEO)2022 10-K, pg. 39 (Item 7. Management's Discussion and Analysis of Financial Condition and Results of Operations)2022 ESG Report, pg. 70 (Ethics, Integrity, Quality & Governance)

2-23

Policy commitments

Position on Human Rights
Principles of Integrity: Our Standards of Business Conduct and Ethics, pg. 9 (Protecting Our Employees)
Standards of Business Conduct and Ethics for Third Parties, pg. 6 (II. Human Rights and Labor)| 2022 ESG REPORT92

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AppendixGlobal Reporting Initiative (GRI) 2022 Index (continued)
GRI Standard

Disclosure Number

Description

Disclosure2022 ESG Report, pg. 70 (Ethics, Integrity, Quality & Governance)

2-24

Embedding policy commitments

Position on Human Rights
Principles of Integrity: Our Standards of Business Conduct and Ethics, pg. 9 (Protecting Our Employees)
Standards of Business Conduct and Ethics for Third Parties, pg. 6 (II. Human Rights and Labor)
2022 ESG Report, pg. 70 (Ethics, Integrity, Quality & Governance)

GRI 2:
General Disclosures
2021 (continued)| 2022 ESG REPORT

2-25

Processes to remediate negative impacts

Position on Human Rights
Principles of Integrity: Our Standards of Business Conduct and Ethics, pg. 9 (Protecting Our Employees)
Standards of Business Conduct and Ethics for Third Parties, pg. 6 (II. Human Rights and Labor)
Principles of Integrity: Our Standards of Business Conduct and Ethics, pg. 13

2-26

Mechanisms for seeking advice and raising concerns

2-27Compliance with laws and regulations

2022 10-K, pg. 106-113 (Item. 8 Financial Statements and Supplementary Data--Note 20. Legal Proceedings andContingencies)

2-28

Membership associations

Stakeholder Engagement—Business Association Memberships

2-29

Approach to stakeholder engagement

2022 ESG Report, pg. 6-7 (A Letter from Our Chairman and CEO)

2-30

Collective bargaining agreements

2022 ESG Report, pg. 40 (Our People)

2022 ESG Report, pg. 70 (Ethics, Integrity, Quality & Governance)

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AppendixGlobal Reporting Initiative (GRI) 2022 Index (continued)
GRI Standard

Disclosure Number
3-1

GRI 3:
Material Topics 2021

3-2

Description
Process to determine material topics
List of material topics

Disclosure2022 ESG Report, pg. 6-7 (A Letter from Our Chairman and CEO), pg. 102022 ESG Report, pg. 6-7 (A Letter from Our Chairman and CEO), pg. 10
BMS Priority Assessment
2022 10-K, pg. 39 (Item 7. Management's Discussion and Analysis of Financial Condition and Results of Operations)

3-3Management of material topics

2022 ESG Report, pg. 6-7 (A Letter from Our Chairman and CEO), pg. 10
BMS Priority Assessment

GRI 201: Economic
Performance 2016

GRI 203: Indirect
Economic Impacts
2016| 2022 ESG REPORT

201-1

Direct economic value generated and distributed

201-2

Financial implications and other risks and opportunities due to climatechange201-3

Defined benefit plan obligations and other retirement plans

201-4

Financial assistance received from the government

203-1

203-2

Infrastructure investments and services supported

Significant indirect economic impacts

2022 10-K, pg. 36-64 (Item 7. Management's Discussion and Analysis of Financial Condition and Results of Operations)2023 CDP Climate Change Disclosure2022 ESG Report, pg. 56 (Environmental Responsibility)
2022 10-K, pg. 100, 102-103
2022 10-K, pg. 66-114 (Item 8. Consolidated Financial Statements)
2022 ESG Report, pg. 14 (Health Equity & Access to Healthcare)
Bristol Myers Squibb Foundation
2022 ESG Report, pg. 14 (Health Equity & Access to Healthcare), pg. 15-17
Bristol Myers Squibb Foundation

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AppendixGlobal Reporting Initiative (GRI) 2022 Index (continued)
GRI Standard

Disclosure Number

Description

Disclosure2022 10-K, pg. 23 (Item 1A. Risk Factors)

205-1

Operations assessed for risks related to corruption

GRI 205: AntiCorruption 20162022 ESG Report, pg. 70 (Ethics, Integrity, Quality & Governance), pg. 77
Principles of Integrity: Our Standards of Business Conduct and Ethics, pg. 10 (Anti-Corruption)
Standards of Business Conduct and Ethics for Third-Parties, pg. 4 (Anti-Bribery and Corruption)
2022 ESG Report, pg. 70 (Ethics, Integrity, Quality & Governance), pg. 77

205-2

Communication and training about anti-corruption policies andprocedures

Principles of Integrity: Our Standards of Business Conduct and Ethics , pg. 10 (Anti-Corruption)
Standards of Business Conduct and Ethics for Third-Parties, pg. 4 (Anti-Bribery and Corruption)

GRI 301:
Materials 2016

301-1

Materials used by weight or volume

Information unavailable

301-2

Recycled input materials used

2022 ESG Report, pg. 56 (Environmental Responsibility), pg. 60, pg. 88

301-3

Reclaimed products and their packaging materials

Information unavailable
2022 ESG Report, pg. 56 (Environmental Responsibility), pg. 59, pg. 88

GRI 302:
Energy 2016

| 2022 ESG REPORTEnergy Conservation
ENERGY STAR AWARD
2023 CDP Climate Change
EPA

302-1

Energy consumption within the organization

302-2

Energy consumption outside of the organization

2023 CDP Climate Change

302-3

Energy intensity

2023 CDP Climate Change

302-4

Reduction of energy consumption

2023 CDP Climate Change

302-5

Reductions in energy requirements of products and services

2023 CDP Climate Change

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AppendixGlobal Reporting Initiative (GRI) 2022 Index (continued)
GRI Standard

Disclosure Number
303-1

GRI 303: Water
and Effluents 2018

GRI 304:
Biodiversity 2016

| 2022 ESG REPORT

303-2

Description
Interactions with water as a shared resource

Management of water discharge-related impacts

Disclosure2022 ESG Report, pg. 56 (Environmental Responsibility), pg. 61, pg. 88
2023 CDP Water Security
2022 ESG Report, pg. 56 (Environmental Responsibility), pg. 61, pg. 88
2023 CDP Water Security
2022 ESG Report, pg. 56 (Environmental Responsibility), pg. 61, pg. 88

303-3

Water withdrawal

303-4

Water discharge

2023 CDP Water Security

303-5

Water consumption

Information unavailable

304-1

Operational sites owned, leased, managed in, or adjacent to, protectedareas and areas of high biodiversity value outside protected areas

Information unavailable

304-2

Significant impacts of activities, products and services on biodiversity

Biodiversity and Land Use

304-3

Habitats protected or restored

Biodiversity and Land Use

304-4

IUCN Red List species and national conservation list species with
habitats in areas affected by operations

Information unavailable

2023 CDP Water Security

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AppendixGlobal Reporting Initiative (GRI) 2022 Index (continued)
GRI Standard

GRI 305:
Emissions 2016

Disclosure Number

Direct (Scope 1) GHG emissions

2022 ESG Report, pg. 56 (Environmental Responsibility), pg. 59, pg. 88

305-2

Energy indirect (Scope 2) GHG emissions

2022 ESG Report, pg. 56 (Environmental Responsibility), pg. 59, pg. 88

305-3

Other indirect (Scope 3) GHG emissions

2022 ESG Report, pg. 56 (Environmental Responsibility), pg. 59, pg. 88

305-4

GHG emissions intensity

305-5

Reduction of GHG emissions

306-2

306-3

306-4

GRI 308: Supplier
Environmental
Assessment 2016

| 2022 ESG REPORT

Disclosure

305-1

306-1

GRI 306:
Waste 2020

Description

Waste generation and significant waste-related impacts

Management of significant waste-related impacts

Waste generated

Waste diverted from disposal

2022 ESG Report, pg. 56 (Environmental Responsibility), pg. 59, pg. 88
2023 CDP Climate Change
2022 ESG Report, pg. 56 (Environmental Responsibility), pg. 60, pg. 88
2022 ESG Report, pg. 56 (Environmental Responsibility), pg. 60, pg. 88
2023 CDP Climate Change
2022 ESG Report, pg. 56 (Environmental Responsibility), pg. 60, pg. 88
2023 CDP Climate Change
2022 ESG Report, pg. 56 (Environmental Responsibility), pg. 60, pg. 88
2023 CDP Climate Change
2022 ESG Report, pg. 56 (Environmental Responsibility), pg. 60, pg. 88
2023 CDP Climate Change
2022 ESG Report, pg. 56 (Environmental Responsibility), pg. 60, pg. 88

306-5

Waste directed to disposal

308-1

New suppliers that were screened using environmental data

2022 ESG Report, pg. 70 (Ethics, Integrity, Quality & Governance), pg. 76

308-2

Negative environmental impacts in the supply chain and actions taken

2022 ESG Report, pg. 70 (Ethics, Integrity, Quality & Governance), pg. 76

2023 CDP Climate Change

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AppendixGlobal Reporting Initiative (GRI) 2022 Index (continued)
GRI Standard

GRI 401:
Employment 2016

Disclosure Number
401-1

New employee hires and employee turnover

401-2

Benefits provided to full-time employees that are not provided totemporary or part-time employees

401-3

403-1

GRI 403:
Occupational Healthand Safety 2018

| 2022 ESG REPORT

Description

Parental leave

Occupational health and safety management system

DisclosureThis information is confidential.
2022 ESG Report, pg. 35 (Our People), pg. 39
Benefits
2022 ESG Report, pg. 35 (Our People), pg. 39
Benefits
2022 ESG Report, pg. 56 (Environmental Responsibility)
EHS Management System
2022 ESG Report, pg. 56 (Environmental Responsibility)

403-2

Hazard identification, risk assessment, and incident investigation

403-3

Occupational health services

2022 ESG Report, pg. 35 (Our People), pg. 45

403-4

Worker participation, consultation, and communication on
occupational health and safety

Principles of Integrity: Our Standards of Business Conduct and Ethics pg. 7 (Protecting Our Employees)

403-5

Worker training on occupational health and safety2022 ESG Report, pg. 45 (Safety and Our People)

403-6

Promotion of worker health2022 ESG Report, pg. 45 (Safety and Our People)

403-8

Workers covered by an occupational health and safety management
systemStandards of Business Conduct and Ethics for Third Parties, pg.7 (Health & Safety)

403-9

Work-related injuries

2022 ESG Report, pg. 45 (Safety and Our People)

403-10Work-related ill health

Information unavailable

EHS Management System

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AppendixGlobal Reporting Initiative (GRI) 2022 Index (continued)
GRI Standard
GRI 404: Training
and Education 2016

GRI 405: Diversity
and Equal
Opportunity 2016

Disclosure Number

Description

404-1

Average hours of training per year per employee

404-2

Programs for upgrading employee skills and transition assistanceprograms

404-3

Percentage of employees receiving regular performance and careerdevelopment reviews

405-1

Diversity of governance bodies and employees

Disclosure2022 ESG Report, pg. 35 (Our People)
2022 ESG Report, pg. 35 (Our People)
BMS Leadership Development Programs2022 ESG Report, pg. 35 (Our People)
2023 Proxy Statement, pg. 5 (Diversity Matrix)
2022 ESG Report, pg. 46 (Inclusion & Diversity), pg. 50
This information is available for our operations in the U.K. and Ireland.

405-2

Ratio of basic salary and remuneration of women to men

2022 BMS U.K. Gender Pay Gap ReportBMS Ireland Gender Pay Gap Report

GRI 408:
Child Labor 2016

Standards of Business Conduct and Ethics for Third Parties, pg. 6 (Human Rights and Labor)

408-1

Position on Human Rights
Bristol Myers Squibb U.N. Global Compact Communication on ProgressStandards of Business Conduct and Ethics for Third Parties, pg. 6 (Human Rights and Labor)

GRI 409: Forced orCompulsory Labor
2016

409-1

GRI 410: Security
Practices 2016

410-1

| 2022 ESG REPORT

Operations and suppliers at significant risk of incidents of child labor

Operations and suppliers at significant risk for incidents of forced orcompulsory labor

Position on Human Rights
Bristol Myers Squibb U.N. Global Compact Communication on Progress

Security personnel trained in human rights policies or procedures

Workplace Policies—Security99Introduction

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AppendixGlobal Reporting Initiative (GRI) 2022 Index (continued)
GRI Standard

Disclosure Number

Description

DisclosureStandards of Business Conduct and Ethics for Third Parties

GRI 414: SupplierSocial Assessment
2016

414-1

New suppliers that were screened using social data

Position on Human Rights
Bristol Myers Squibb U.N. Global Compact Communication on ProgressStandards of Business Conduct and Ethics for Third Parties

414-2

Negative social impacts in the supply chain and actions taken

Position on Human Rights
2022 U.K. Anti-Slavery and Human Trafficking Statement

GRI 415:
Public Policy 2016
GRI 416: Customer
Health and Safety
2016

GRI 417: Marketingand Labeling 2016

| 2022 ESG REPORT

415-1

Political Contributions

2022 State and Other Corporate Political Contributions

416-1

Assessment of the health and safety impacts of product and service
categories

2022 ESG Report
Clinical Trials and Research
Sharps Management Plan

416-2

Incidents of non-compliance concerning the health and safety impacts
of products and services

FDA Data Dashboard

417-1

Requirements for product and service information and labeling

Our Medicines

417-2

Incidents of non-compliance concerning product and service
information and labeling2022 10-K, pg. 27 (Item 1A. Risk Factors)

417-3

Incidents of non-compliance concerning marketing communications

2022 10-K, pg. 13 (Item 1. Marketing, Distribution and Customers)

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Appendix

Sustainability Accounting Standards Board (SASB) 2022 Index
The following index aligns with SASB standards for the Sustainable Industry Classification System® (SICS ®) Health Care Sector, and the Biotechnology and Pharmaceuticals Industry.

Topic

Code

HC-BP-000.A

Description

Number of patients treated

FY2022 Response
Our Mission is to discover, develop and deliver innovative medicines that help patients prevail over serious diseases. We track the number of patientstreated across various categories and geographies and we are committed to providing access to medicines for underserved populations and in LMICs.
In our latest Global Access Report, we detailed the 2.1M patient years of treatment across 122 countries that we provided as part of our agreement with
the Medicine Patient Pool (MPP) for the generic manufacturing of the HIV product atazanavir.
For more information, please see our Global Access Report.

Activity Metrics
HC-BP-000.B

Number of drugs (1) in portfolio and (2) in researchand development (Phases 1-3)

BMS currently has 7 In-Line products, 9 products in our New Product Portfolio, and 10 products in our mid- to late-stage pipeline. As of April 27, 2023,
we have over 50 compounds in our early-stage development pipeline. More information can be found in the Pipeline section of our website, andon pg. 7 of our 2022 10-K.
Please also see the Scientific Innovation section of this report.

HC-BP-210a.1

Discussion, by world region, of management
process for ensuring quality and patient safety during
clinical trials

BMS monitors and evaluates the efficacy of our medicines in clinical trials and any potential or actual adverse events are reported. Additionally, in drug
development, we engage the services of physicians, hospitals, medical schools and other research organizations worldwide to conduct clinical trials toestablish the safety and effectiveness of new products. In order for a new drug to reach the market, industry practice and government regulations in
the U.S., the E.U. and most foreign countries provide for the determination of a drug’s effectiveness and safety through preclinical tests and controlled
clinical evaluation.
For more information, please see the Health Equity and Access to Healthcare section of this report beginning on pg. 14, Product Safety in the Ethics,
Integrity, Quality & Governance section beginning on pg. 70 of this report, and our 2022 10-K.

Safety of Clinical
Trial Participants

HC-BP-210a.2

HC-BP-210a.3| 2022 ESG REPORT

Number of FDA Sponsor Inspections related toclinical trial management and pharmacovigilancethat resulted in: (1) Voluntary Action Indicated (VAI)
and (2) Official Action Indicated (OAI)

Total amount of monetary losses as a result oflegal proceedings associated with clinical trials indeveloping countries

None

This is not material to BMS and will not have an adverse effect on our financial position or liquidity, unless note in our Annual Report or other company
filings. However, the outcomes of legal proceedings are inherently unpredictable and subject to significant uncertainties. Unless specifically noted in our
Annual Report or other company filings, BMS is unable to assess the outcome of respective matters nor is it able to estimate the possible monetary impactthat could result for such matters.
For more information, please see our Annual Report on Form 10-K, pg. 106 (Item 8. Financial Statements and Supplementary Data—Note 20.
Legal Proceedings and Contingencies) and Quarterly Reports on Form 10-Q.

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Appendix

Sustainability Accounting Standards Board (SASB) 2022 Index (continued)
Topic

Code

Description

FY2022 Response
BMS has several initiatives to promote access to health care products—and health equity overall—for priority diseases and in priority countries as definedby the Access to Medicine Index.
In 2022, we launched a LMIC Governance Committee, comprised of a cross-functional team, to focus on addressing the unique challenges in LMIC
markets, such as underdeveloped healthcare infrastructure, logistical challenges for distribution and supply, regulatory and affordability challenges.
We are developing tailored LMIC access solutions to expand patient access and to address the challenges that are specific to each country.

Access to
Medicines

HC-BP-240a.1

Description of actions and initiatives to promote
access to health care products for priority diseases
and in priority countries as defined by the Accessto Medicine Index

In addition, BMS products are evaluated with a market access strategic review that culminates in an intensive and in-depth cross-market assessment, with
the BMS Board Chair and CEO responsible for the final decision. Typically, this process begins early in the development of new products during the designphase of the registration trials. This process is led by the Senior Vice President & Head of Worldwide Value, Access, Pricing and Health Economics andOutcomes Research, who sits on BMS’ governance committees for access, including: the Commercialization & Development Operating Committee, Research& Early Development Operating Committee, the Pipeline Steering Committee and the Global Pricing Strategy Governance Committee. Several criteria that
go into determining product specific access decisions and strategies including the degree of unmet needs in disease and treatment, as well as individual
country considerations (e.g., clinical trial design, overall state of the healthcare system, ability and willingness to pay, healthcare and pharmaceuticalbudgets). During the process, input is also collected from BMS Global Policy & Government Affairs, Global Product Development & Supply, BMS Health
Equity and Global Advocacy.
Importantly, BMS has forged both formal and informal partnerships with numerous organizations around the world—including supporting over 37,000
advocacy groups globally—in our effort to address health care inequities. This includes BMS partnerships and initiatives in LMICs, including priority
countries as defined by the 2022 Access to Medicine Index, including Botswana, Brazil, Cameroon, Cote d’Ivoire, Ethiopia, Ghana, Kenya, Lesotho,
Nigeria, South Africa, Tanzania and Uganda.
For more information, please see the Health Equity and Access to Healthcare section of this report, beginning on pg. 14, in addition to ourGlobal Access Report and Access to Medicines in the Developing World.

HC-BP-240a.2| 2022 ESG REPORT

List of products on the WHO List of Prequalified
Medicinal Products as part of its Prequalificationof Medicines Program (PQP)

Daclatasvir (dihydrochloride)102

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Scientific Innovation

Our People

Inclusion & Diversity

Environmental
Responsibility

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

Sustainability Accounting Standards Board (SASB) 2022 Index (continued)
Topic

Code

HC-BP-240b.1

Affordability& Pricing

HC-BP-240b.2

Description
Number of settlements of Abbreviated New
Drug Application (ANDA) litigation that involved
payments and/or provisions to delay bringing an
authorized generic product to market for a definedtime period

Percentage change in: (1) average list price and(2) average net price across U.S. product portfolio
compared to previous year

FY2022 Response
This is not material to BMS and will not have an adverse effect on our financial position or liquidity, unless note in our Annual Report or other company
filings. However, the outcomes of legal proceedings are inherently unpredictable and subject to significant uncertainties. Unless specifically noted in our
Annual Report or other company filings, BMS is unable to assess the outcome of respective matters nor is it able to estimate the possible monetary impactthat could result for such matters.
For more information please see our Annual Report on Form 10-K, pg. 106 (Item 8. Financial Statements and Supplementary Data—Note 20.
Legal Proceedings and Contingencies) and Quarterly Reports on Form 10-Q.
We believe that everyone who requires prescription medicines should have access to them. We have been, and remain, committed to facilitating accessto our medicines, and to furthering our mission to help patients prevail over serious diseases. We price our medicines based on a number of factors,
including, among others, the value of scientific innovation for patients and society in the context of overall healthcare spend; economic factors impacting
the healthcare systems’ capacity to provide appropriate, rapid and sustainable access to patients; and the necessity to sustain our R&D investment ininnovative, high-quality medicines that address the unmet medical needs of patients with serious diseases. We take a thoughtful approach to pricing our
products and have internal processes and controls in place to ensure that pricing decisions are thoroughly and appropriately vetted with the highest levelsof management prior to implementation.
Our average net selling price increase for 2020, 2021 and 2022 for our products was approximately 1%, 2% and 4%, respectively.
For more information please see our 2023 Proxy Statement, pg. 23 (Responsible Drug Pricing Strategy & Transparency) and 2022 10-K, pg. 15(Item 1. Pricing, Price Constraints and Market Access).

Drug Safety

HC-BP-240b.3

Percentage change in: (1) list price and (2) net
price of product with largest increase compared
to previous year

For more information about our pricing strategy and transparency please see our 2023 Proxy Statement, pg. 23 (Responsible Drug Pricing Strategy &Transparency) and 2022 10-K, pg. 15 (Item 1. Pricing, Price Constraints and Market Access).

HC-BP-250a.1

List of products listed in the Food and Drug
Administration’s (FDA) MedWatch Safety Alerts
for Human Medical Products database

No products listed in the FDA MedWatch Safety Alerts for Human Medical Products database.

HC-BP-250a.2

Number of fatalities associated with products asreported in the FDA Adverse Event Reporting System

HC-BP-250a.3

Number of recalls issued, total units recalled| 2022 ESG REPORTIn 2022, we continued to achieve strong product safety performance and results, maintaining the quality of our products for the patients who rely on them.
We reported no fatalities in the FDA Adverse Event Reporting System.
Please visit the FDA MedWatch page for more information.
In 2022, BMS did not issue any recalls. FDA Compliance Actions can be found at FDA Data Dashboard.

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Scientific Innovation

Our People

Inclusion & Diversity

Environmental
Responsibility

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

Sustainability Accounting Standards Board (SASB) 2022 Index (continued)
Topic

Code

Description

FY2022 Response
The Pharmaceutical Product Stewardship Work Group (PPSWG) manages the takeback of BMS medications from patients. The PPSWG coordinates
these efforts through MED-Project, a stewardship organization that implements and operates mandated household unwanted medicine and sharps
takeback programs.

HC-BP-250a.4

Total amount of product accepted for takeback,reuse, or disposal

Drug Safety

Due to state-sanctioned regulations, pharmaceutical products are not sorted after collection, making it difficult for BMS to calculate the amount of unused
BMS products collected from U.S. patients. However, in 2022, residents in California, Massachusetts, Oregon, New York and Washington disposed of 549
tons of unwanted household-generated materials collected through MED-Project’s programs. This included more than 109.6 tons of unused medicines
disposed of via Med-Project’s sharps programs and 439.6 tons disposed via unwanted medicine programs.
In addition to our work with MED-Project, we collaborate with other organizations to facilitate takeback in our industry. Examples include the websites
myoldmeds.com and medsdisposal.eu, which create an easy way for patients to identify a nearby location where they can properly dispose of unwanted,
unused or expired household medicines. The websites also highlight how important it is for patients to securely store household medicines and follow thelabeling information and medication guides that companies provide.
In 2022, there were >20 active unwanted medicine programs and nine sharps programs throughout the U.S. Learn more in BMS’ Household-Generated
Sharps Management Plan.

HC-BP-250a.5

Number of FDA enforcement actions taken
in response to violations of current Good
Manufacturing Practices (cGMP), by type

In 2022, BMS was not involved in any FDA enforcement actions in response to violations of cGMP. FDA Compliance Actions can be found at
FDA Data Dashboard.
We have efforts in place to help ensure the quality and integrity of our products within the supply chain and further patient safety: an integrated teamthat addresses counterfeiting, product tampering, theft and diversion issues; security technologies to make our packaging and products less vulnerable
to counterfeiting and to secure their movement within the supply chain; participation in industry coalitions and organizations addressing this issue;and collaboration with supply chain vendors and law enforcement agencies on product security matters.

Counterfeit Drugs

HC-BP-260a.1

Description of methods and technologies used tomaintain traceability of products throughout the
supply chain and prevent counterfeiting

One example is supply chain digitization (previously known as global serialization) ensures that BMS is compliant with “track and trace” regulations.
In line with these regulations, all BMS medicines in serialized markets are now required to have a unique identifier in the packaging, which enables eachsaleable unit of a product to be tracked throughout the entire supply chain. During the serialization process, a unique 2D data matrix is placed on eachcarton of product. As the product moves through the supply chain, wholesalers, distributors and dispensers can scan this code to confirm that the product islegitimate. Serialization data is then exchanged between nodes in the supply chain, in accordance with market regulations. Combined with our experienceexchanging data with internal and external partners, the ability to encode more information—including unit-level identification—on our packaging offers
valuable new capabilities for BMS. Nearly all our internal and external packaging lines are serialization capable, and moving forward, we expect to focus
on improving supply chain visibility and enhancing customer experience.
More information can be found on the Counterfeit Drugs section of our website and also in the Ethics, Integrity, Quality, & Governance section ofthis report on pg. 70.

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Inclusion & Diversity

Environmental
Responsibility

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

Sustainability Accounting Standards Board (SASB) 2022 Index (continued)
Topic

Code

Counterfeit Drugs(continued)

HC-BP-260a.2

HC-BP-260a.3

HC-BP-270a.1

Description
Discussion of process for alerting customers andbusiness partners of potential or known risks
associated with counterfeit products

Number of actions that led to raids, seizure,arrests, and/or filing of criminal charges related
to counterfeit products

Total amount of monetary losses as a result of legal
proceedings associated with false marketing claims

FY2022 Response
We take the risks related to counterfeit medicines very seriously and do all we can to build safety into our medicines and into our supply chain. We evaluate
potential risks across the value chain and apply scientific and technical controls to reduce the production of counterfeits, and to enhance our ability todetect counterfeits. This requires that we work with multiple global authorities, including the U.S. Department of Homeland Security and Customs andBorder Protection, to share information and collaborate on the detection and removal of counterfeits and unsafe medicines from the market.
We also have robust drug safety and surveillance programs and support global reporting of any suspected counterfeits. Interwoven into the reporting or
detection programs are time-bound processes that initiate product recall and subsequent testing as appropriate and in concert with regulatory authorities.
BMS currently does not disclose this metric as it does not have a material impact on our business. However, we cooperate with law enforcement, regulatory
agencies, other pharmaceutical companies and industry organizations, to proactively combat against counterfeit products.
This is not material to BMS and will not have an adverse effect on our financial position or liquidity, unless note in our Annual Report or other company
filings. However, the outcomes of legal proceedings are inherently unpredictable and subject to significant uncertainties. Unless specifically noted in our
Annual Report or other company filings, BMS is unable to assess the outcome of respective matters nor is it able to estimate the possible monetary impactthat could result for such matters.
For more information please see our Annual Report on Form 10-K, pg. 106 (Item 8. Financial Statements and Supplementary Data—Note 20.
Legal Proceedings and Contingencies) and Quarterly Reports on Form 10-Q.
As outlined in our Principles of Integrity: Our Standards of Business Conduct and Ethics, we commit to our advertising and promotion being accurate,
truthful and consistent with approved product labeling and applicable law. We use only approved promotional materials with healthcare professionals
or patients.

Ethical Marketing
HC-BP-270a.2

Description of code of ethics governing promotion ofoff-label use of products

In addition, BMS has taken significant steps to address the off-label use of products, including pilot projects and new technologies. For example, in 2022,
BMS began a project to monitor off-label prescribing through artificial intelligence (AI) tools. Like all pharmaceutical companies, BMS is required to conduct“post-market surveillance” to find out if any patients are experiencing adverse reactions or unusual side effects that didn’t arise during the clinical trials,
as well as be aware of any signs that the medicine is being prescribed “off-label” or that people are abusing the medicine. While there are official channels
for reporting adverse reactions, discovering off-label uses and abuse is much more difficult. Therefore, BMS partnered on a pilot project with Cortical.io, acompany that specializes in natural language processing software. The company uses a technique called semantic folding—which is based on a theory
about how part of the brain, the neocortex, represents information. The technique represents words with similar meanings close to one another on a twodimensional grid, with each word having a unique “semantic fingerprint.” This differs from other natural language techniques, with one advantage beingthat Cortical’s method takes less data and less computing power to train and run the AI system than would be the case with an ultra-large language model.
For more information, please see our Principles of Integrity: Our Standards of Business Conduct and Ethics.

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Introduction

Scientific Innovation

Our People

Inclusion & Diversity

Environmental
Responsibility

Ethics, Integrity,
Quality & GovernanceLooking Ahead

Appendix

Sustainability Accounting Standards Board (SASB) 2022 Index (continued)
Topic

Code
HC-BP-330a.1

Employee
Recruitment,
Development& Retention

Supply Chain
Management

HC-BP-330a.2

HC-BP-430a.1

HC-BP-510a.1

Description
Discussion of talent recruitment and retention
efforts for scientists and research and development
personnel(1) Voluntary and (2) involuntary turnover rate
for: (a) executives/senior managers, (b) midlevel
managers, (c) professionals, and (d) all others

Percentage of (1) entity’s facilities and (2) Tier
I suppliers’ facilities participating in the Rx-360
International Pharmaceutical Supply Chain
Consortium audit program or equivalent thirdparty audit programs for integrity of supply chain
and ingredients

Total amount of monetary losses as a result of legal
proceedings associated with corruption and bribery

FY2022 Response
Our mission to enhance the lives of patients requires an investment in a strong learning culture.
We continue to attract, develop and retain top talent by offering development programs that allow employees to engage with instructors andfellow students for half-day or three-day programs in a virtual or classroom setting. More information can be found on our Careers page and in
the 2022 ESG report, pg. 35 (Our People).
We believe that our employees around the world embody our mission to discover, develop and deliver innovative medicines that help patients prevail overserious diseases. Together, their unyielding focus on patients defines our culture. Our People Strategy is designed to foster an inclusive and engaging work
experience to attract, develop and retain the most talented workforce which reflects the diverse cultures, backgrounds and experiences of our patientsand communities around the world.
While our turnover rate is confidential, you may find more details on our talent recruitment, retention and development strategy, please see our
Annual Report on Form 10-K, pg. 20 (Item 1. Human Capital Management and Resources).

BMS adheres to the audit principles of the International Pharmaceutical Supply Chain Initiative (PSCI) for 100% or all audited third-party suppliersin our network.

This is not material to BMS and will not have an adverse effect on our financial position or liquidity, unless note in our Annual Report or other company
filings. However, the outcomes of legal proceedings are inherently unpredictable and subject to significant uncertainties. Unless specifically noted in our
Annual Report or other company filings, BMS is unable to assess the outcome of respective matters nor is it able to estimate the possible monetary impactthat could result for such matters.
For more information please see our Annual Report on Form 10-K, (pg. 106) Item 8. Financial Statements and Supplementary Data—Note 20.
Legal Proceedings and Contingencies) and Quarterly Reports on Form 10-Q.

Business Ethics
HC-BP-510a.2| 2022 ESG REPORT

Description of code of ethics governing interactions
with health care professionals

We interact with healthcare professionals, patient advocacy groups, payers and others in a way that does not have, or appear to have, an improper
influence on their decisions.
More information on how BMS interactions with healthcare professional and patient organizations can be found on page 10 of our Principles of Integrity:
Our Standards of Business Conduct and Ethics.

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