Walgreens’ first Environmental, Social and Governance (ESG)
Impact Report marks an important milestone in our commitment
to building a sustainable marketplace and shaping the future of
our newly private Company. During this time of rapid change, we
are not just adapting, we are leading. We’re driving a purposeful
transformation with decisive action and a commitment to better
serve our customers, patients and team members. Our turnaround
is about reigniting what makes Walgreens extraordinary: care,
convenience and genuine connection in every community.
We’re proud to be your neighborhood pharmacy and honored
to be part of the communities where we operate. But we aim
to do more than belong, we strive to create a positive, lasting
impact that improves lives today and builds a healthier, more
sustainable tomorrow.
This is our first report, but it builds on a strong foundation from
our 10-year journey as Walgreens Boots Alliance. Over the past
year, we’ve delivered on the promises we made. We’ve taken
bold climate action by reducing our environmental footprint and
strengthening resilience across our operations and supply chain.
We are proud that we exceeded our Scope 1 and 2 emissions
reduction target five years early, and we are committed to set a
new target that continues this momentum. We are proud to have
made signifcant progress against our Scope 1 and 2 emissions
reduction target. We remain focused on managing our emissions
responsibly and identifying practical options to maintain progress.
Our ambition is to help drive progress towards a more sustainable
retail pharmacy sector. These efforts aren’t just good for the
planet—they strengthen our ability to serve communities for
generations to come.
But sustainability is about more than the environment, it’s about
people. Our customers, patients and team members are at the
heart of everything we do. This year we launched PharmStart,
a first-of-its kind, fully funded online education program that
opens doors for pharmacy technicians and creates pathways
to pharmacy school. And, together with Vitamin Angels, we’ve
helped provide life-saving vitamins and minerals to 500 million
children worldwide. These initiatives reflect our belief that health
equity and opportunity should be accessible to all.
Looking ahead, we’ll deepen our understanding of stakeholder
needs, innovate to meet them and sharpen our focus on creating
a positive impact for our patients, customers, team members
and planet.
I’m honored to lead Walgreens into its next chapter. Thank you to
our partners and team members for your commitment and hard
work. I invite you to explore the progress we’ve made in this report
and join us on the journey ahead.
Mike Motz
CEO, Walgreens
Message from Mike Motz, CEO
2025 Impact Report | 1
01 Our Patients, Customers and Communities
02 Our Team Members
03 Our Planet
Our Approach
Appendix
Our Approach
Our Performance
01 Our Patients, Customers and Communities
Introducing our Patients, Customers and Communities
Patient and Customer Experience
Safe Products and Quality Services
Engagement in Public Policy
Public Health Outcomes Improvement
Community Engagement and Partnerships
Data Privacy and Security
Our Patients, Customers and Communities: Data Appendix
02 Our Team Members
Introducing Our Team Members
Team Member Well-Being and Investment
Team Member Health and Safety
Business Compliance and Ethical Conduct
Our Team Members: Data Appendix
03 Our Planet
Introducing Our Planet
Climate Change Resiliency
Climate Responsibility
Supply Chain Sustainability and Efficiency
Product Donation and Liquidation
Our Planet: Data Appendix
Appendix
In This Report
3
4
5
6
7
8
10
11
13
16
17
18
19
19
23
25
26
27
28
29
30
30
31
32
34
For 125 years, Walgreens has stood as a trusted
partner in the communities we serve. That
commitment shows up in everything we do,
from caring for patients, customers, and team
members to protecting the planet we all share.
Our Impact Report demonstrates that promise.
Inside, you’ll find our progress against our
commitments, stories of real impact and how
shopping at Walgreens contributes to positive
change as we embrace transparency on social
and environmental matters.
We’d love your feedback and ideas for future
reports, reach us at impact@walgreens.com.
Together, let’s keep inspiring new ways to make
a difference.
Strategy, Vision,
and Reporting
Patient and
Customer Initiatives
Safety
and Security
Advocacy and
Public Policy
Team Member-
focused Initiatives
Sustainability
2025 Impact Report | 2
01 Our Patients, Customers and Communities
02 Our Team Members
03 Our Planet
Appendix
Our Approach
Our Team Members
Creating an inclusive culture while
fostering a positive workplace where our
team members feel a sense
of safety and belonging.
Our Patients, Customers,
and Communities
Strengthening our foundation as a
trusted neighborhood retail pharmacy,
helping people live healthier lives
through care and accessible products
and services.
Our Planet
Pursuing the health of people and the
planet by reducing the environmental
impact of our business.
Creating Sustainable Marketplaces
1
2
3
Our Approach
For the past 10 years, we have been part of
a movement as Walgreens Boots Alliance,
dedicated to enabling healthy futures by
fostering healthy communities, healthy and
inclusive workplaces, a healthy planet and
a sustainable marketplace.
Today, with a laser focus on the U.S.,
we are committed to delivering sustainable
marketplaces where our customers and
patients have access to the products and
services that they need. We put our team
members, customers and patients first—
investing in their well-being, empowering
our teams and relentlessly executing
to deliver results in every store and
every community.
Over 78% of the U.S.
population lives within
5 miles of a Walgreens
Did you Know?
Highlight:
Donated $2.7M worth of free
flu shot vouchers in the U.S. reaching
over 185k patients
Page 10
Highlight:
Provided over $3M of aid
to more than 2,000 team members
experiencing financial hardship through
the Walgreen Benefit Fund
Page 24
Highlight:
Decreased waste to landfill
through our Green Box program donating
over $10M of unsold inventory
Page 31
2025 Impact Report | 3
01 Our Patients, Customers and Communities
02 Our Team Members
03 Our Planet
Appendix
Our Approach
Our Performance
Goal:
Raise
$15 million
for the American Heart Association
Nation of Lifesavers campaign by 2027.
Progress:
Raised
$5.8 million
in our first year!
Goal:
Create a pathway for pharmacy technicians to reach
pharmacy school after identifying financial barriers and time
constraints as major obstacles.
Progress:
Launched PharmStart, a first-of-its-kind, fully funded
online education program!
Goal:
By calendar year 2030, achieve: a
30%
reduction in plastic
packaging with a calendar year 2020 baseline,
100%
of plastic
packaging reuseable or recyclable by customers, and
30%
average recycled content across plastic packaging.
Progress:
In calendar year 2024, reduced plastic packaging by
7%
!
How we are tracking against our goals
Our Team Members
Our Planet
Our Community
Goal:
Provide life-changing vitamins and
minerals to
500 million
women and children
through our Vitamin Angels partnership by
the end of fiscal 2025.
Progress:
We reached
500 million
women
and children in the U.S. and in 65 countries!
Achieved
Achieved
Goal:
Achieve zero waste to landfill at our distribution centers.
Progress:
Achieved a >99% diversion rate across all distribution
centers!
>99%
Achieved
Goal:
Reduce Scope 1 and 2 Greenhouse
Gas (GHG) emissions by 30% by fiscal 2030
with a fiscal 2019 baseline.
Progress:
Reduced Scope 1 and 2 GHG
Emissions by 38%!
Exceeded
On Target
On Target
$5.8M
$15M
7%
2025 Impact Report | 4
01 Our Patients, Customers and Communities
02 Our Team Members
03 Our Planet
Appendix
Our Approach
Our
Patients,
Customers
and
Communities
2025 Impact Report | 5
02 Our Team Members
03 Our Planet
Appendix
01 Our Patients, Customers and Communities
Our Approach
Introducing Our Patients, Customers
and Communities
Communities thrive when people are healthy, and we believe a
strong neighborhood retail pharmacy is essential to making that
happen. At Walgreens, we’re committed to advancing well-being
by serving as a trusted partner, caring for our patients, customers,
and each other.
Our Company touches the lives of
millions, and with 78% of Americans
living within 5 miles of a Walgreens,
our reach is significant and so is our
responsibility. We take that seriously,
because
millions of lives
depend on the
care and quality we deliver every day.
Customers should be confident in their decision to shop with us,
knowing that what they buy is safe, high-quality and effective.
Our comprehensive safety and quality testing programs reinforce
our commitment, so customers can shop with confidence.
Products are only part of the story; access to care matters just
as much. That’s why we take a holistic view of what makes a
community healthy. We are continuing to advocate to expand the
role of the pharmacist, empowering them to make essential health
services more accessible to everyone, right in the communities
where they live. Through strong partnerships and dedicated
programs, we’re creating better health outcomes and helping
people get the care they need, when and where they need it.
We’re here to make life easier, more convenient and more
personal, whether it’s providing lifesaving naloxone to prevent
overdoses, being among the first to offer Medicare Advantage
benefits online or supporting our communities after
a natural disaster.
In this section
We're committed to our
patient and
customer experience
and have
thorough product quality and safety
programs, testing 100% of our owned
brand products.
We
improved public health outcomes
,
by providing $2.7 million worth of free
flu shot vouchers and more.
We
engaged with communities
by
raising $5.8 million for the American
Heart Association and hosting 800
Health Fairs that reached more than
12,000 patients.
Page
8
Page
10
Page
14
2025 Impact Report | 6
02 Our Team Members
03 Our Planet
Our Approach
Appendix
01 Our Patients, Customers and Communities
Community pharmacists are key to optimizing
care for patients
When Rina Shah, SVP of Enterprise Specialty Pharmacy
at Walgreens, was diagnosed with Hodgkin’s lymphoma,
her perspective was shifted from provider to patient. She
needed her healthcare team including pharmacists, nurses
and doctors to lean on and leverage for support.
“The meaning of community pharmacy has always meant a
lot to me from being a pharmacist, but now it demonstrates
the impact that all of our pharmacies make across the
country,” said Shah. “It’s given me a renewed focus and
commitment to really allowing our community pharmacists
to make an impact the way that my pharmacist made an
impact for me.”
As technology, automation and digitization advance,
being the best choice for a neighborhood pharmacy is
about more than location and convenience, it's about
relationships. The future of pharmacy lies in delivering
smarter and more compassionate care connecting our
pharmacists to our patients.
Patient and Customer Experience
At the center of our Company’s identity is creating the best patient
experience possible. Making things simpler and more streamlined lets
us provide the personalized care our customers deserve.
We’re building new digital tools to take the friction out of getting the
medicines, products and services our customers need. We’re improving
response time for our pharmacists and simplifying workflows. We’re
offering specialized services like insurance approval assistance and
financial aid to help patients afford their medications. And we’re creating
specialized pharmacy solutions to treat patients with rare, complex and
chronic diseases.
Providing personalized, targeted services for our patients is how we’ll
deliver on creating healthier communities across the country.
Personalized patient care
We operate more than 270 community specialty pharmacy and central
fill facilities nationwide. These specialized distribution centers process
medications for patients across the country.
We provide personalized patient care, working collaboratively with providers
to monitor side effects and make sure patients can stay on their medication
throughout the duration of their treatment. Whether patients need support
with side effect management, staying on track with their medication
regimens, nutritional, emotional or educational support, our specialty trained
pharmacists are there to help and offer one-on-one consultations.
We also offer a variety of digital tools that make it easier for patients to
manage their prescriptions. From refill reminders to grouping medication
pickup, or providing delivery, we are here to help.
37 million patients accessed
the Walgreens Health Services
platform online and digitally,
connecting with healthcare
providers across 16 categories
Did you Know?
2025 Impact Report | 7
02 Our Team Members
03 Our Planet
Our Approach
Appendix
01 Our Patients, Customers and Communities
Safe Products and Quality Services
Supporting a community starts with trust, and the trust our
customers place in us when they come into our stores, or order
from our website or app, is something we do not take lightly.
We want our customers to know that anything with a Walgreens
label is safe, authentic and high-quality. Every product is tested
for safety, quality and performance by independent labs and we
hold all suppliers to our strict standards.
Millions of people count on us to safely dispense medications
and patient safety is at the heart of our management of pharmacy
operations. We’re constantly reviewing and enhancing our
processes, which include multiple digital safety checks, bar code
scanning, safety-enhancing automation processes and digital
safety alerts.
Working with partners across our supply chain, we make sure
every item on Walgreens’ shelves is ethically sourced. Our
commitment to quality, safety and efficiency extends throughout
our whole store. We’re also leaning into technological solutions
that can bring pharmacy fulfillment closer to the source,
streamlining our delivery services and ensuring pharmacists
can spend more time with patients.
Commitment to ethical sourcing
Sourcing our products ethically means we assess 100% of our
owned brand suppliers for compliance with our strict standards
including environmental impact, human rights, product testing
and more. We do this through on-site audits and a grading matrix
for suppliers that prioritizes transparency and accountability.
Putting the safety and quality of products first
Ensuring safety and building trust means constant vigilance.
Walgreens safety and quality product program is how we do that,
ensuring that all Walgreens-branded products are authentic,
independently tested and made under the strictest quality and
safety standards.
Core elements of the safety and quality product program include:
•
Third-Party Testing:
All Walgreens owned brand products are
tested by independent third-party labs to meet safety, quality
and performance standards.
•
Solicit Feedback from Our Customers:
We review feedback and
questions from social media, Walgreens.com and our customer
service line to keep improving product quality.
•
Healthcare Expertise:
Products with the “Walgreens Pharmacist
Recommended” seal are endorsed by our expert pharmacists,
who are always available to provide personalized advice when
it’s needed most.
•
Counterfeit Protection:
In calendar year 2024, we removed
millions of counterfeit products from online marketplaces.
1,025
Ethical sourcing audits
completed
2025 Impact Report | 8
02 Our Team Members
03 Our Planet
Our Approach
Appendix
01 Our Patients, Customers and Communities
Walgreens automated micro-fulfillment centers
We’re constantly looking for ways to deliver prescriptions to our
patients quickly and safely. Our micro-fulfillment centers, or
MFCs, are a network of facilities that use robotic technology and
automation alongside on-site pharmacists to efficiently dispense and
ship prescriptions to Walgreens locations nationwide. By using the
latest technology, we free up retail pharmacy staff to spend more
time with patients to improve adherence and customer service.
Our 13 MFCs across the country, support
more than 5,000 stores
.
These high-tech facilities have yielded
successful results, including:
A
24%
year-over-year increase in
shipped volumes from MFCs, with
approximately
16 million
prescriptions
filled each month, enhancing the
in-store experience for both team
members and customers
Approximately
40%
of a store’s total
prescription volume is managed by
MFCs at locations serviced by these
facilities, allowing pharmacists more
time to administer immunizations and
provide other services for patients
Efficient recycling program across
MFCs that recycled
7.9 million
pounds of cardboard, plastic and
toner cartridges in fiscal year 2025
02 Our Team Members
03 Our Planet
Our Approach
Appendix
2025 Impact Report | 9
01 Our Patients, Customers and Communities
Engagement in Public Policy
We stand up for our communities by strategically engaging in public
policy discussions to shape better outcomes for our team members,
patients and customers.
Patients benefit when pharmacists are empowered, when they
have the flexibility to consult with patients and provide the broadest
range of services; this is core to our goal of healthier communities.
We work to shape public policy around pharmacy and pharmacist
regulations, particularly in response to challenges posed by Medicare
reimbursement, pharmacy benefit managers (PBMs) and FDA
certification processes.
Policy partners: advocating for shared values
Walgreens engages in public policy through a few key partnerships,
including with the Retail Industry Leaders Association (RILA). We
collaborate with RILA to advocate for policies that align with both our
business goals and social responsibility commitments.
Another critical public policy partner is the National Association of
Chain Drug Stores (NACDS). At the 2025 NACDS Annual Meeting,
Walgreens leaders joined others in calling for urgent policy reforms
to shift the U.S. healthcare system from “sick-care” to “health-span”-
focused care. Other priorities include:
•
PBM reform
•
Reimbursement for pharmacy services
•
Recognition of pharmacists as healthcare providers
•
Expansion of pharmacy’s role in preventative care and chronic
disease management
Walgreens voices: Joel Baise advocates for pharmacist voices
ensuring that patients and pharmacists remain a priority throughout the policy
setting process. His work focuses on three main areas:
•
Reimbursement reform:
Payment models should reflect the full value
of the care pharmacists deliver, like administering vaccines, providing
chronic care support and consulting on medication therapy. Unlike other
healthcare providers, they are typically not reimbursed for
clinical services.
•
Designating pharmacists as providers:
Being recognized as healthcare
providers under federal law would allow pharmacists to deliver and bill for
clinical services that they are authorized and trained to do. It would also
allow patients to access services directly from their trusted neighborhood
pharmacists.
•
Protecting access to vaccines:
Although pharmacists have been essential
vaccine providers, particularly during the pandemic, changing and
unclear federal guidelines are making it harder to deliver these services.
We advocate for pharmacists to operate with greater independence;
reimbursement that better reflects the work; and expanded authority for
pharmacy technicians to vaccinate across all states.
Joel Baise, Vice President State and Local
Government Relations, has been with Walgreens
for over 18 years. He joined Walgreens after
serving as an attorney in Illinois state government.
During his time in public service, he witnessed
firsthand how government partnership can
impact pharmacies and Walgreens. He brings this
experience and perspective to his current role,
Walgreens provided
over 350,000 vaccines
at offsite clinics in
fiscal 2025
Did you Know?
2025 Impact Report | 10
02 Our Team Members
03 Our Planet
Our Approach
Appendix
01 Our Patients, Customers and Communities
Public Health Outcomes Improvement
With a daily footfall of nearly nine million customers and deep
roots in the community, we’re in a position to help drive better
public health outcomes, close care gaps and ensure our
pharmacists have everything they need to help patients.
Our focus is supporting patients in accessing care through our
pharmacies and pharmacists. This includes helping them stay
adherent to their medications by coordinating copay assistance
programs, providing side effect management resources and
ensuring access to nearly all preventive vaccines in our stores,
with most covered at zero cost with health plans. We also work
to make sure clinical trials are accessible and inclusive. Our
partnerships with community organizations allow us to identify
areas of need and look for opportunities to assess barriers for
patient populations. Because none of us can do it alone.
Walgreens and KFF’s National HIV Testing Day event
saw record participation
On June 27, 2025, Walgreens teamed with KFF’s Greater Than HIV/
STD’s public information initiative to bring local testing partners
into stores in support of National HIV Testing Day (NHTD). More
information means better outcomes and testing is key. This
year's activation saw record participation with 385 local health
departments and community organizations providing free rapid HIV,
syphilis and hepatitis C testing, PrEP referrals, linkages to care and
general information at more than 542 Walgreens stores in nearly all
states, Washington, DC and Puerto Rico. More than 22,000 rapid
HIV, syphilis and hepatitis C tests were donated to support the
activation by leading manufacturers, including Diagnostics Direct,
NOWDiagnostics, OraSure Technologies, Chembio Diagnostics and
We’re for women
At Walgreens, we’re proud to stand for women’s well-being.
As part of our We’re for Women campaign, a commitment to
supporting women’s health and wellness at every stage of life,
we addressed period poverty, or the lack of access to menstrual
products due to financial barriers, starting in the Chicago
community. Nearly 1 in 5 girls in the U.S. have missed school
because they did not have access to period products.
In August, our Chicago-based team members assembled 8,000
Period Care Kits, each one packed with essentials like menstrual
bioLytical Laboratories. Since 2011, this public-private partnership
has provided more than 104,000 free HIV/STD tests and reached
even more with the latest on prevention, treatment and care.
With more than
385 local testing partners
in nearly all states, Washington, D.C.,
and Puerto Rico, 2025 marked a record
level of participation in our partnership’s
15-year history.
products, coupons and an educational wellness booklet, made
possible by our generous supplier partners Procter & Gamble,
Edgewell Personal Care and Kimberly-Clark.
The kits were donated to Girls Inc. of Chicago and the Primo
Center, two local nonprofits dedicated to uplifting and empowering
women and girls across the city, which distributed them to women
and girls impacted by period poverty.
For more information on the We’re for Women campaign, visit
www.walgreens.com/womens-wellness
2025 Impact Report | 11
02 Our Team Members
03 Our Planet
Our Approach
Appendix
01 Our Patients, Customers and Communities
Walgreens Clinical Trials Patient Advisory Board
A powerful way Walgreens is bridging common clinical
trial barriers is through our Patient Advisory Board. This
group of patient experts is using their lived experiences
to advance clinical trials access and representation.
Patrick Gee, a kidney transplant recipient and member
of the Clinical Trials Patient Advisory Board, is working
to break down barriers such as travel challenges,
out‑of‑pocket costs, and lack of awareness about
available trials. Initially denied the opportunity to
participate in a clinical trial, he began seeking to
understand equity and diversity in research. After that
first opportunity, he went on to join six clinical trials
and even serve as a co‑chair, an extraordinary
achievement for a patient. Today, he is turning his
experience into advocacy and helping make clinical
research more inclusive.
Walgreens Clinical Trials celebrates 3 years,
achieving U.S. retail pharmacy milestone
In addition to testing, strong research is driving better health
outcomes across the country, and the next chapter of clinical
research is being written in retail settings, bringing the work
directly to patients.
For the past three years, Walgreens Clinical Trials has focused on
easing common barriers to clinical trials like lack of awareness,
understanding, and access. Since launching in June 2022,
we’ve engaged more than 18.6 million customers for potential
participation in sponsor-led clinical research, with Walgreens
patient referrals 20% more likely to enroll in a study compared to
other recruitment referrals.
Our success would not be possible without the life science
partners who share Walgreens’ vision for patient-centered clinical
research. We have collaborated across the industry and stood
up 20 community-centered clinical trial sites throughout the U.S.,
bringing clinical research opportunities into communities that
have historically not had easy access nor opportunity to consider
clinical trial participation.
In addition to industry partnership being instrumental to Walgreens
Clinical Trials’ growth, our in-store pharmacy teams have been
a vital link connecting groundbreaking research with the patients
who need it most. We’ve helped support staff with specialized
training so they can educate our patients on the benefits of joining
a clinical trial.
This is a more representative patient population than
traditional clinical trial models.
Clinical trials patients
about 63% are women
44% are from groups historically
underrepresented in clinical research
more than half are over age 60
2025 Impact Report | 12
02 Our Team Members
03 Our Planet
Our Approach
Appendix
01 Our Patients, Customers and Communities
Community Engagement and Partnerships
Being a good corporate citizen means being engaged in the issues
our community and our team members care about. We can’t make
an impact sitting on the sidelines.
We couldn’t do this without our incredible partners. Organizations
like the American Heart Association, Vitamin Angels and the
American Red Cross provide much-needed resources at a national
level, while our local community partnerships help us support
unique needs across America at the neighborhood level. Working
together, we’re able to connect people with the critical services
they need.
Here’s just a few examples of how working together has made
a positive impact on our communities.
Supporting communities impacted
by the Los Angeles wildfires
When the devastating wildfires in Los Angeles hit, our team
members led the charge to help. The Walgreens Foundation
collected donations in our Walgreens and Duane Reade stores
nationwide, raising more than $5.3 million. We provided funding,
supplies and products to local and state organizations working
to address the reconstruction and recovery needs of people who
experienced displacement and loss, including some of our own
team members.
Those organizations include:
•
The Los Angeles Regional Food Bank
•
Los Angeles Fire Department Foundation
•
Los Angeles Unified School District Education Foundation
Emergency Relief Fund
•
California Fire Foundation Wildfire and Disaster Recovery Fund
•
California Community Foundation Wildfire Recovery Fund
•
Pasadena Community Foundation
•
Direct Relief’s California Fire Relief
•
American Red Cross
Our teams also stepped up to help after July’s devastating floods
in Texas. Team members in our Kerrville, Texas, store worked to
remain operational in the wake of the disaster. They stepped up to
ensure patients and customers were taken care of and had access
to their medications, and hosted a vaccination clinic for more than
100 local first responders.
$5.3M
Amount of donations
raised nationwide
by the Walgreens
Foundation
02 Our Team Members
03 Our Planet
Our Approach
Appendix
2025 Impact Report | 13
01 Our Patients, Customers and Communities
Creating a Nation of Lifesavers
As a longstanding supporter of the American Heart Association
and its commitment to heart health, we committed to raising
$15 million over 3 years to support their Nation of Lifesavers
initiative, which works to turn a nation of bystanders into
lifesavers and double cardiac arrest survival rates.
More than 350,000 cardiac arrests occur outside of hospitals in
the U.S. every year, 90% of which are fatal. However, immediate
CPR and automated external defibrillator (AED) use can double
or even triple their chance of surviving. Yet less than half of people
experiencing sudden cardiac arrest receive the help they need
from a bystander.
CPR training helps Walgreens manager save his
daughter’s life
“It was the scariest moment of our lives.”
When Walgreens Store Manager Adyn Romahn’s 2-year-
old daughter, Emmy, began choking at home, he used his
CPR training, received through the Company as a pharmacy
technician, to help save her life.
Acting quickly, he performed CPR until emergency
responders arrived. Adyn credits his training for preparing
him to respond in those critical moments and now
encourages his team members, especially those with young
children, to become CPR certified.
“I never thought I would have to use CPR,” said Romahn.
“This is a great opportunity to learn an important skill and
maybe one day, it will come in handy.”
His story underscores the life-saving value of preparedness
and supports Walgreens’ partnership with the American
Heart Association’s Nation of Lifesavers initiative, which aims
to expand CPR awareness and education nationwide.
This commitment included efforts in our stores and communities
to expand the association’s CPR and AED public awareness and
education efforts to millions more including:
•
In the Spring and Fall of 2025, Walgreens participated in
15 heart walks from California to Washington D.C. At many
events we provided flu shots and gathered stories from
participants on how CPR has impacted their lives.
•
More than 1,300 Walgreens team members participated in
the American Heart Association’s Metro Chicago Heart Walk.
We raised more than $370,000, making us the top Heart Walk
Company in Chicago.
•
Our Waxahachie, Texas Distribution Center team hosted their
own walk in support of the American Heart Association. Over
60 team members and their families participated and logged
over 180 miles supporting heart health.
2025 Impact Report | 14
02 Our Team Members
03 Our Planet
Our Approach
Appendix
01 Our Patients, Customers and Communities
Healthier, together: Vitamin Angels
We have proudly partnered with Vitamin Angels, a nonprofit that
works across 65 countries and all 50 states to provide nutritional
supplements to underserved pregnant women, infants and young
children, for 12 years.
Together, we provide essential vitamins to millions of underserved
women and children worldwide, improving maternal and child
health to build a brighter future.
Our partnership has included two programs:
•
Retail donations:
We donate 1% of retail sales from participating
vitamin and supplement products to Vitamin Angels
•
Prenatal Program:
We distribute free prenatal vitamins and
prenatal education in nearly 2,600 stores nationwide, customers
just have to ask the pharmacist.
The Outcome: Together with Vitamin
Angels, we have provided supplements
to more than
500 million
women and
children across the world, including
prenatal vitamins for more than
500,000
pregnant women in the U.S.
2025 in review
100%
of Walgreens stores participating
mothers and children reached
40M
>
donated from retail sales at Walgreens
$10M
>
2025 Impact Report | 15
02 Our Team Members
03 Our Planet
Our Approach
Appendix
01 Our Patients, Customers and Communities
Data Privacy and Security
The relationships we have built with our patients, customers,
communities and team members all depend on trust. We take that
extremely seriously, and protecting our patients' and customers’
information and maintaining data privacy is a top priority.
We strive to be as transparent as possible with our customers
about how we use their data. In addition to the information in this
report, our website provides additional information about data
usage and safeguards.
How we protect your data
Staying one step ahead of cybercriminals means constantly
evolving our tools and approach. In 2025, our Technology team
rolled out enhanced controls that automatically detect and alert
team members of potential data risks in emails and web traffic.
These tools work behind the scenes, without disrupting team
members’ day-to-day workflows.
Additionally, we require all team members to follow best practices
for data protection, including careful treatment of sensitive
information, especially in public settings, and prohibiting use of
personal cloud storage or unauthorized devices.
We also require annual privacy training for applicable team
members, including pharmacy, retail and support office.
Externally, applicable contractors are legally obligated to receive
this training.
Data Privacy Day: Competing for trust
We work to incorporate data privacy concerns into our corporate
culture, beyond mandatory trainings. Every year in January, we
proudly celebrate Data Privacy Day, dedicated to raising awareness
about the critical importance of respecting privacy, safeguarding
personal data and fostering trust in our digital world.
This year's theme, Competing for Trust: Privacy and AI at the
Front line of the Digital Games, underscored the vital importance
of privacy as AI technologies and tools become more integrated
into our work and personal lives. The effort was led by Walgreens’
Privacy Office, with the support of Technology, Risk and
Compliance. We also created a dedicated Data Privacy page
with details about privacy-focused content and activities, a privacy
Teams background and a “Navigating the Future of Privacy and
AI” webinar.
How we collect your data
As a leading healthcare and retail Company, we’re
committed to safeguarding any personal information
we collect. Data is provided to Walgreens Co. through:
Purchasing and filling prescriptions
Patient visits at healthcare locations
Enrolling in promotional and
loyalty programs
Registering on our websites
Otherwise communicating with us
2025 Impact Report | 16
02 Our Team Members
03 Our Planet
Our Approach
Appendix
01 Our Patients, Customers and Communities
Our Patients, Customers and Communities: Data Appendix
Disclosures
Safe Medication Disposal:
Walgreens is committed to
ensuring our communities are safe and that medications
are being managed appropriately. As part of these efforts,
we are proud to provide our customers with
over 1,100 safe
medication disposal kiosks
in Walgreens store locations
where
over 7.9 million pounds
of unwanted medications
have been safely disposed of since 2016 and
over 1.1 million
pounds were disposed
in fiscal 2025.
For store locations without safe medication disposal kiosks,
Walgreens has provided
over
3 million
take-home safe
medication disposal kits since May 2019.
Materiality Topics
Supplier Compliance Assessments
Assessment Outcome
Fiscal 2025
Fiscal 2025 %
Satisfactory
565
55.1%
Needs Improvement
329
32.1%
Critical
130
12.7%
Zero Tolerance
1
0.1%
Total
1,025
100.0%
Corporate giving - fiscal 2025
How the Company contributed in fiscal 2025
75%
1%
3%
21%
United Nations Sustainable Development Goals
The UN Sustainable Development Goals (SDGs) provide
a universal framework of 17 interconnected objectives
designed to advance global social, environmental, and
economic well‑being. In each Data Appendix we will show
our alignment to the goals.
Health Equity, Access
and Affordability
Engagement in
Public Policy
Safe Products and
Quality Service
Data Privacy and
Security
Public Health Outcomes
Improvement
Patient and Customer
Experience
Community Engagement
and Partnerships
2025 Impact Report | 17
02 Our Team Members
03 Our Planet
Our Approach
Appendix
Team Members Time
Management Costs
Cash
In kind
$4.9M
$17.6M
Non-cash
Cash
Fiscal 2025
24
22
20
18
16
14
12
10
8
6
4
2
0
$ (Millions)
01 Our Patients, Customers and Communities
Our
Team
Members
2025 Impact Report | 18
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Our Approach
Appendix
02 Our Team Members
Introducing Our Team Members
We are a beacon for patients, customers and in the communities
we serve. But this all starts with our approximately 210,000 team
members, and a healthy workforce that feels safe, cared for and
recognized for who they are. Building and nurturing a culture
where our team members understand and commit to our mission
to be America’s number 1 retail pharmacy is essential, not only to
our identity as a Company but to the value of our business.
We also recognize that each team member is on their own unique
journey with individual needs, dreams and challenges. Creating
employment opportunities for people with disabilities, providing
financial support to team members facing insurmountable
hardships and offering professional development programs to help
team members advance in their careers are among a few of the
steps we take to create a nurturing workplace where everyone
feels respected and valued for their contributions.
In this section
We're paving the way for
pharmacists
of tomorrow
with our innovative
PharmStart program.
We championed programs that
facilitate
inclusive careers
with over 1,500 people
completing our Retail Employees with
Disabilities Initiative.
We supported each other through
the
Walgreen Benefit Fund
, with over
$3 million granted to team members
experiencing hardship.
Page
20
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22
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24
Team Member Well-Being and Investment
One thing that hasn’t changed as we evolve: The belief that we’re
a stronger business when everyone at the Company understands
our mission and has the support they need to do their jobs. We are
fostering a workplace where every team member feels included,
respected and valued for their contributions. Everyone should
have the resources and support necessary to perform at their best,
whether they’re dealing directly with customers or working behind-
the-scenes.
At the heart of our policies is a deep belief in team members’
potential, which is why we invest in them through comprehensive
benefits and resources including ongoing training opportunities,
professional development programs, financial assistance options
and more.
By investing in and supporting our team members, we’re creating a
Company where people want to work. Here’s just a few ways
we do that.
“Safety, sustainability and best-in-class business
execution all start with our team members.
That’s why we’re so focused on their health
and well-being, and together, we’ll deliver
on our promise to be America’s number 1
retail pharmacy.”
2025 Impact Report | 19
01 Our Patients, Customers and Communities
03 Our Planet
Our Approach
Appendix
02 Our Team Members
From the source: Deans Advisory Council
For the past several years, enrollment in pharmacy schools has
declined 35%. Our pharmacists are how we connect with our
patients and communities, but we recognize that there are some
real barriers to receiving the education and training needed for
these jobs.
We wanted to better understand what’s happening at the academic
level, so in 2024 we partnered with 17 pharmacy school deans to
form the Walgreens Deans Advisory Council. These advisors have
been invaluable in helping us understand the evolving role of the
pharmacist, including emphasizing direct patient care over
traditional prescription fulfillment.
In the program’s first year we’ve made incredible progress,
including:
•
Launched the Walgreens Student Loan 401(k) Match Program
•
Grew the Walgreens Pharmacy Educational Assistance Program
(PEAP), which provides rewards up to $40,000 in tuition
assistance
•
Expanded the Walgreens residency program to three
new schools, Western University, Drake University and
Presbyterian College
•
Developed and launched PharmStart, a program to address
barriers for pharmacy technicians to attend pharmacy school
•
Launched the Patient Code of Conduct
•
Advocated for state and federal legislation that expands
pharmacists' scope of practice, such as the Equitable
Community Access to Pharmacist Services (ECAPS) Act
The goal is to not only bolster the
industry as a whole, but to strengthen
our talent pipeline, ensuring that
Walgreens is recruiting and retaining
the top pharmacy talent in pursuit
of our goal:
to be America’s number 1
retail pharmacy
.
Investing in the future of pharmacy: PharmStart
We’re dedicated to increasing the pipeline of qualified pharmacists,
they are our frontline team members who play a critical role in
creating healthy communities and caring for patients. Yet barriers
remain: a survey of our pharmacy technicians revealed that many
would be interested in pursuing a PharmD degree, but tuition costs
for prerequisite courses and lack of flexible options to complete
coursework hold them back.
In response, we launched
PharmStart
, a first-of-its-kind, fully
funded online education program designed to help eligible team
members meet the prerequisite requirements for pharmacy school.
“We’re continuing to chip away at financial
burdens, ensuring students can pursue their
passion for pharmacy without the worry of
debt being a barrier to success.”
— Rick Gates,
Chief Pharmacy Officer
PharmStart not only covers the cost of courses but also offers
participants the flexibility to complete them on their own schedule.
The program started with an initial cohort of 300 team members
across six states and has since expanded nationwide. PharmStart
is an investment in our team members as much as it’s an
investment in the future of U.S. healthcare, because the best
pharmacists of tomorrow are already working with us today.
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03 Our Planet
Our Approach
Appendix
02 Our Team Members
Team Member benefits
Full-time Walgreens team members bring our purpose to life every
day, delivering trusted care, service and innovation across our
stores, pharmacies and support centers. These team members
receive our most comprehensive benefits package, including
medical, dental and vision coverage, Company-paid life insurance,
paid disability, and family-forming benefits like fertility, adoption
and surrogacy assistance.
At Walgreens, our part-time team members are an essential part
of our story. Eligible part-time team members have access to
meaningful benefits that nurture their well-being and growth,
including free flu shots, Paid Sick and Safe Leave (PSSL) and
learning opportunities through Walgreens University.
Other benefits available to both full- and part-time team members
include:
•
Building for the future through the Retirement Savings Plan with
Company match
•
Maintaining work-life balance through Paid Time Off and Paid
Parental Leave.
•
Promoting mental and physical health and financial wellness
with resources such as Life365 Employee Assistance Program,
Life365 Health Coaching, PerkSpot discounts, childcare savings
and Added Benefits Program offerings.
Beyond our core benefits, we support our team members in a
number of ways, including but not limited to:
•
Student Loan 401(k) Match Program:
Walgreens program
allows eligible student loan payments to count toward a
Company retirement match of up to 4%, helping team members
build long‑term financial security while managing debt.
•
Advance Pay Services:
Walgreens has partnered with Earnin, a
mobile app that allows our team members to access their money
as they earn it, without waiting. Any team member that is paid by
direct deposit into a checking account can use Earnin's services.
•
Business Resource Groups (BRGs):
To encourage engagement
and development among our team members and contribute
to what makes Walgreens an enjoyable and inclusive place to
work, Walgreens maintains BRGs which are voluntary, team‑led
networks with more than 4,500 engaged members.
•
Virtual access health plans:
For team members who have
limited local care options, this program engages virtual primary
care physicians to help team members receive timely and
reliable support.
Team Member Spotlight: A specialty pharmacist’s
journey of hope and healing
Brittany Pfoutz, a pharmacist in charge at our central
specialty pharmacy in Pittsburgh, started her journey
with Walgreens as an intern in 2016. Brittany was inspired
to pursue a career in healthcare when her father was
diagnosed with pancreatic cancer.
As she was pursuing her bachelor’s degree at the University
of Pittsburgh her father, who is now 16 years cancer-free,
was being treated there. As Brittany sat in on treatment plan
discussions, she gained insights into clinical processes and
experiences that she’s carried over into her career.
Today, she holds 25 state pharmacist licenses and oversees
the success of our Pittsburgh facility, ensuring we are
managing all regulatory compliance for our licenses and that
we maintain our formal accreditation standards.
“It’s remarkable that I now work with similar patients and
families. My role is very fulfilling because I understand what
they’re going through, and I strive to help them to the best of
my abilities.”
Brittany credits her longevity at Walgreens to strong
mentorship, leadership support and having a close,
collaborative relationship with her team. In addition to her role,
precepts pharmacy students from Duquesne University and
the University of Pittsburgh..
2025 Impact Report | 21
01 Our Patients, Customers and Communities
03 Our Planet
Our Approach
Appendix
02 Our Team Members
Spotlight on: Disability Inclusion
Disability inclusion is embedded in how we work, hire and grow
together. Across our stores, distribution centers and micro-
fulfillment centers, we are proud to provide pathways that remove
barriers and open doors to meaningful careers. While stores and
facilities celebrated October as National Disability Employment
Awareness Month this year, our commitment to this community
is a year-round, coming to life in several ways:
•
DisAbility Alliance BRG:
A network of team members dedicated
to advancing advocacy, awareness and accessibility across
Walgreens. This BRG hosts several events annually and provides
support and information to team members across Walgreens.
•
Retail Employees with Disabilities Initiative (REDI):
A hands-
on training program that helps participants develop skills, build
confidence and transition into employment. In fiscal 2025, 1,473
stores hosted REDI programs, with 1,513 individuals completing
the program.
•
Transitional Work Group (TWG):
On-the-job training and
mentorship programs in our distribution centers, with quarterly
cohorts hosted in fiscal 2025 across seven states.
•
TWG in MFCs:
Opportunities in high-tech fulfillment and
pharmacy roles hosted in fiscal 2025 at our sites across
six states.
New Hampshire Walgreens recognized for hiring
and uplifting people with disabilities
Creating a workplace where every individual has the
opportunity to contribute and thrive is central to our
mission. Our Concord, New Hampshire store, which
received the state’s 2025 Employment Leadership Award,
exemplifies this commitment. The store received an
official commendation from the state for their welcoming
hiring practices:
“The State of New Hampshire is fortunate to have
Walgreens in the community and grateful for your efforts
to create opportunities that assist people with disabilities
in obtaining competitive integrated employment,”
The honor reflects the outstanding work by our teams to
bring inclusive programming to life, like REDI, which helps
participants develop skills, build confidence and transition
into employment.
2025 Impact Report | 22
01 Our Patients, Customers and Communities
03 Our Planet
Our Approach
Appendix
02 Our Team Members
Team Member Health and Safety
At Walgreens, keeping our team members safe is at the heart of
everything we do. Our teams are dedicated to enhancing safety
measures in every part of our business, including our pharmacies,
retail stores and digital spaces.
Safety starts at the top. Our leadership team champions our
proactive risk management strategy, while our dedicated Team
Member Health and Safety teams ensure everyone is equipped
with the tools, training, and up-to-date guidance they need to
stay safe on the job. We also conduct regular reviews and audits
to ensure we’re staying ahead of industry standards and meeting
compliance requirements.
But we know the people closest to our business, our team
members, are often the best at spotting potential risks or sharing
ideas for improvement. That’s why we make it easy for them
to reach out and get their voices heard. Whether it’s through a
conversation with their manager, a confidential hotline, an online
report, or a quick chat with our Compliance Officer or HR team,
we want everyone to feel empowered to speak up.
Future plans for building out our team member health and safety
initiatives include broader recycling initiatives, improved
in-store processes and continued support for state-specific
environmental regulations.
Safety spotlight on MFCs
Our MFCs, in addition to driving operational excellence and
empowering pharmacists to spend more time with patients,
serve as a living, breathing example of how Walgreens is creating
a culture of safety. A few highlights:
•
Our MFC site maintenance teams are accountable for rolling
out safety programs and standardizing safety protocols across
facilities. This includes things like ensuring team members have
proper personal protective equipment (PPE).
•
MFCs have implemented an Incident Management System
(IMS) that allows each facility to meticulously document safety
incidents, including accidents and near misses. We then analyze
the data to determine the root causes of outstanding issues,
constantly evolving our practices and policies to make sites
even safer.
•
We also work closely with our recycling vendors, finding new
ways to keep pill bottles out of landfills including turning them into
recycled products like storage bins and totes. And we’re seeing
an impact: MFCs recycled over 7.9 million pounds of plastic pill
bottles, cardboard and ink toner cartridges in fiscal 2025
7.9M pounds of plastic pill bottles,
cardboard and ink toner cartridges
recycled by MFCs in fiscal 2025
Did you Know?
2025 Impact Report | 23
01 Our Patients, Customers and Communities
03 Our Planet
Our Approach
Appendix
02 Our Team Members
The Walgreen Benefit Fund has awarded more than
$11 million in grants in 5 years.
The
Walgreen Benefit Fund
has been helping team members
for more than 86 years. The Fund was established when
Company founder Charles R. Walgreen left 2,500 shares, about
$50,000, in his will to support team members facing unexpected
and insurmountable hardship.
Since its creation, the Fund, today primarily supported by
donations from Walgreens team members, has stayed true to its
original purpose, awarding more than $11 million in grants in the
past five years.
Compassion into action: stories from the Walgreen
Benefit Fund
David Haberman, Store Manager, Grafton Wisconsin, has been with
Walgreens for 47 years, starting as a dishwasher for the Walgreens soda
bar nearly five decades ago. He even met his wife here.
Several years ago, David’s family experienced a string of serious health
issues that left them overwhelmed with medical bills. He experienced
pulmonary embolisms, which left him out of work for some time to recover.
Soon after, he was in need of a hip replacement. Eventually, he returned to
work part time, but his wife was then diagnosed with Stage 3 breast cancer.
“When you hear about the Fund, you don’t think you’ll ever need it. But
life happens. It’s a huge relief to know you have support like the Walgreen
Benefit Fund you can lean on in certain tough financial situations.”
With his manager’s help, David applied for a grant from the Walgreen
Benefit Fund. While it didn’t cover everything, it was enough to relieve some
of the financial burden of cancer treatment. Grateful for the support, David
became a regular contributor to the Fund and promotes it to team members.
Walgreen Benefit Fund by the numbers:
Years the Benefit Fund
has existed
86
Approved grants in
the past five years
8,396
Average grant awarded
$1,500
Amount granted to team
members over the last
five years
$11 M
+
Total grants
awarded in FY 2025
2,045
2025 Impact Report | 24
01 Our Patients, Customers and Communities
03 Our Planet
Our Approach
Appendix
Housing
804
Hurricanes
508
Fires
41
Tornadoes
11
Medical
128
Funeral
67
02 Our Team Members
Business Compliance and Ethical Conduct
As a community pharmacy and healthcare provider, everything
we do, everything we sell and every supplier we work with has
far-reaching impact. As we transition into the next chapter of
Walgreens’ journey, we will continue to hold ourselves to the high
standards of transparency and ethical conduct we’ve set for this
Company. That includes a commitment to robust reporting and
accountability on sustainability activities, which includes this report.
At Walgreens, we have strong governance and risk management
processes in place across our value chain that we regularly
enhance in the spirit of continuous improvement. We believe good
governance is underpinned by accessible, objective policies and
clear behavior expectations that are consistent throughout the
organization, at every level.
We require all team members to familiarize themselves and comply
with the requirements of all internal policies, in addition to
following our Code of Conduct and Ethics, Supplier Code of
Conduct, standards for Enterprise Risk Management,
Environmental and Health and Safety and all published internal
controls relevant to their operational duties.
Together with integrity: Compliance and Ethics Week
We continue to stress the importance of compliance and ethics
with our team members through organized events and activities
throughout the year.
In addition to Data Privacy Day, we held our annual Compliance
and Ethics Week in 2025. The theme was "Together with Integrity,”
underscoring that everyone across our organization plays an
important role in our collective commitment to doing the right thing.
The week included a dedicated web page with videos, local and
digital resources, games, a discussion guide and more.
The Office of Ethics and Compliance also recognized team
members who exemplify what it means to work “Together
with Integrity” with our 2025 Compliance Excellence Awards.
Candidates came from different divisions, including distribution
and MFCs, support offices and field team members.
Q&A with Natalie LaPorta, Chief Privacy Officer
Q:
What are the key
responsibilities of
your team?
A:
We are responsible for the
privacy of patient, customer
and team member data
across our U.S. businesses, which includes the privacy
of over 1 billion prescriptions per year and a customer
loyalty program with more than 100 million members.
Q:
What drew you to this field, and Walgreens as
a Company?
A:
I am intrigued by the intersection of data and decision
making. I enjoy learning and appreciate the need to
understand the constantly evolving technology used to
drive decision making. At Walgreens, we have a long
history of trust and the Walgreens Privacy Office prides
itself on supporting business strategy through solutions
built with privacy, by design.
Q:
What does ‘leading with integrity’ mean to you?
A:
Doing what you know is right even when it’s not easy.
Not being afraid to speak up and advocate for solutions
that reflect our Company commitment to compliance
and the expectations of our patients and customers.
2025 Impact Report | 25
01 Our Patients, Customers and Communities
03 Our Planet
Our Approach
Appendix
02 Our Team Members
Team Members by employment type (U.S.)
Full-time
60%
Part-time
40%
Permanent team members
98%
Temporary team members
2%
Age Group (%)
Gender (%)
Team Member Category
Under 30
30 to 50
Over 50
Male
Female
Undisclosed
Manager
12%
66%
22%
38%
62%
—%
Non-manager
44%
35%
21%
31%
69%
—%
All team members
40%
39%
21%
32%
68%
—%
Racial and ethnic diversity of team members in our workforce
People of color
White
Undisclosed
Total U.S. workforce
53%
46%
1%
Managers
43%
56%
1%
Non-managers
55%
44%
1%
“I’ve been fortunate to work with
some great people who saw
potential in me and helped me
evolve in each of my roles along
the way.”
— Rosie Fasano,
Manager, Store Care Region 35
Disclosures
•
Investing in People:
each team member received an
average of
35 hours
of training annually, empowering
growth, building skills and showing that we prioritize
their success
•
Committed to Growth:
Walgreens demonstrates its
commitment to career development by providing
regular performance and career growth reviews to
98%
of team members
United Nations Sustainable Development Goals
Materiality Topics
Business Compliance and Ethical Conduct
Team Member Health and Safety
Team Member Well-Being and Investment
Walgreens pharmacists by gender
Female
62%
Male
38%
Our Team Members: Data Appendix
2025 Impact Report | 26
01 Our Patients, Customers and Communities
Our Approach
Appendix
03 Our Planet
02 Our Team Members
Our
Planet
2025 Impact Report | 27
01 Our Patients, Customers and Communities
02 Our Team Members
Our Approach
Appendix
03 Our Planet
Introducing Our Planet
A community-first approach means making choices that reflect
our commitment to ethical sourcing, environmental stewardship
and social responsibility, choices that contribute to a healthier
society and planet.
Our programs are consistently rooted in our commitment to
being a good global citizen. That means understanding the
impact we have on our communities and the planet from an
environmental perspective.
Climate change is driven by human activities, which is why
it’s our responsibility to take meaningful action to reduce our
environmental footprint and create a healthier future for both
people and the planet we share.
And we know that our customers are looking for products that
are not only better for them, but also better for the planet. In a
study conducted by the IBM Institute for Business Value,
62%
of
customers expressed willingness to change their purchasing
behavior to help reduce environmental impact.
We’re acting with urgency and clarity to build a healthier future
for our communities and our planet, delivering on our promise to
be a responsible, trusted leader in retail pharmacy. We continually
invest in efficiency programs at our stores, distribution centers,
support centers and with our transportation network.
Part of that commitment includes using our resources efficiently
to meet our reduction targets for emissions, waste and plastic
while expanding recycling initiatives. We know this isn’t just the
right thing to do, it’s good for business and makes us a stronger
and more resilient Company.
In this section
We
are continuing our momentum
against our emissions reduction goal!
Approximately 5,000 stores fitted with
smart lighting and 3,000 with efficient
HVAC systems helped us achieve a 38%
reduction since fiscal year 2019.
We implemented
climate responsibility
initiatives
including diverting hazardous
waste and investing in community solar
in fiscal 2025.
Our extensive
product donation
and liquidation programs
led to over
$17 million of product diverted from
landfill and going to communities
in need.
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30
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02 Our Team Members
Our Approach
Appendix
03 Our Planet
Climate Change Resiliency
We have a responsibility to our planet, and our desire to do right
by our communities and our team members drive our decision
making around sustainability issues.
At the same time, we recognize that climate-related risks can pose
a threat to our business. It’s not lost on us that sustainability has a
double meaning and we’re deeply focused on both.
As our Company evolves, we’re using the opportunity to more
closely align our sustainability activities and reporting with our
business goals and priorities, doubling down on our vision for a
more sustainable marketplace. A long-term vision and plan helps
our core business and drives value in a number of ways, including:
•
Reducing regulatory risk and navigating volatility, including
differences in federal and state regulations
•
Protecting Walgreens’ corporate reputation and guarding
against litigation or accusations of greenwashing
•
Enabling resilience and safeguarding long-term value, stabilizing
our businesses through uncertain times
Among the actions we've taken:
•
Established a Walgreens ESG Governance Committee led by our
Chief Human Resources Officer
•
Developed a sustainable business growth strategy aligned to the
updated Company structure
The Walgreens ESG Governance Committee will review and
approve Walgreens overarching strategic framework and targets
for responsible business practices. It will be accountable for
climate issues, ensure that climate risks are identified, assessed,
and managed, and ensure that the CEO and senior leaders are
regularly updated. These topics will be presented to the Board
at least annually.
Making real progress on reducing emissions
The changing climate is poised to exacerbate a wide array of
economic, business and social risks over the next decades. Our
efforts to reduce greenhouse gas emissions are core to building
resiliency against climate change. As WBA, we pledged to reduce
absolute Scope 1 and Scope 2 greenhouse gas emissions by
30 percent by the end of fiscal 2030, compared with a 2019
baseline, and we’re continuing to abide by that promise as we
forge a new identity.
And we’re making real progress: Meaningful emissions reductions
have been made since FY19.
•
Walgreens Scope 1 and 2 Emissions are down 38% through
fiscal 2025.
Energy efficiency programs have been key to contributing to our
emissions reductions. Efforts have centered on three programs,
and since 2019, we've spent over half a billion dollars making
these upgrades. They include:
•
Emergency Management Systems (EMS):
These smart
management systems, which provide our stores with electronic
“brains” that can make automatic adjustments to save electricity,
heat and more, have been installed in nearly 6,000 locations.
•
Energy efficient lighting:
Nearly 5,000 stores across our network
have been upgraded with smart, energy efficient lighting
systems, with some including daylight harvesting capabilities.
•
HVAC upgrades:
Over 3,000 locations have had their HVAC
units upgraded with more efficient equipment.
Walgreens Distribution Centers
implement recycling solutions tailored
for individual material streams, boosting
our average diversion rate to over 99%.
Did you Know?
2025 Impact Report | 29
01 Our Patients, Customers and Communities
02 Our Team Members
Our Approach
Appendix
03 Our Planet
Climate Responsibility
To reduce our environmental impact, improve efficiencies and
promote a culture rooted in responsible waste management
principles, we regularly conduct waste audits. These audits
provide insights into the type and quantities of the waste we
generate, allowing us to implement more effective reduction
and management strategies.
Addressing an issue as complex as waste management requires
cross-industry collaboration. This includes partnerships with
municipalities and retail groups. Organizations like the Retail
Industry Leaders Association (RILA) help us advance recycling
and reuse efforts within our retail operations. We are active
members of RILA’s Sustainability and Environment and Waste
Compliance committees, which foster collaboration on key issues
such as energy efficiency, GHG emissions reduction, regulatory
engagement, waste reduction and the circular economy.
Supply Chain Sustainability and Efficiency
Sustainability is about taking care of the planet and our
communities but it’s also about peace of mind.
Our customers should have confidence that everything they buy
in store or order online has traceability, and is sourced, produced,
packaged and delivered in an ethical and sustainable way.
Transparency in our supply chains is critical. We responsibly
produce our owned brand products, taking human and animal
rights into account along with a commitment to sustainability,
Community solar in Florida
In January 2025, Walgreens enrolled in our first community
solar program, Solar Together.
Solar Together is a program through Florida Power and
Light (FPL) designed to utilize solar-generated electricity
without installing solar panels on site. Instead, participants
tap into energy produced at large-scale energy centers the
utility is building across the state.
The results: Through the program, 45% of our electrical
energy load in FPL territory is sourced via solar generation.
In fiscal 2025, this program helped us avoid nearly 12,000
metric tons of CO2e emissions in Florida.
and expect our suppliers to do the same. This allows Walgreens
to meet patients’ and customers’ expectations for sustainable
production, packaging and contributions to a circular economy.
As we transform our Company, our commitment to our ethical
sourcing program, supplier code of conduct and human rights
requirements will not waver.
In addition to holding ourselves and our suppliers to the highest
ethical standards, we are also working diligently to increase
efficiency, reduce waste and lower our carbon footprint across the
supply chain.
2025 focus: hazardous waste
In the past year, we focused on the issue of addressing hazardous
waste at the workplace through several initiatives:
•
We strengthened our impact through pharmacy waste diversion,
expanded recycling with reverse vending machines, launched
better recycling training in New York and supported bag bans
across nine states.
•
We partnered with CleanEarth, a leader in environmental and
regulated waste management services. The partnership has
enhanced our impact by optimizing hazardous waste pickups
to reduce emissions and improve recycling and reclamation
efforts, thereby minimizing landfill impact through expert waste
management.
2025 Impact Report | 30
01 Our Patients, Customers and Communities
02 Our Team Members
Our Approach
Appendix
03 Our Planet
Product Donation and Liquidation
The Circular Economy model emphasizes our collective need
to move away from a single use waste model to one that
encourages repurpose, reuse, repair, refurbish of inventory
with recycling as a minimum.
One way we’re working to implement this principle and hit our
goals of reducing waste is through reverse logistics: A process
of moving products from their final destination back to a point of
origin for reasons such as returns, recycling, repair or resale.
Our first line of defense for reducing our stores’ waste is the
Green
Box program
, a recycling initiative at all Walgreens distribution
centers that redirects unsold merchandise from landfills.
The program, created by Desiree Paoli, Director, Supply Chain
Reverse Logistics, has been extremely successful in both reducing
waste and generating extra revenue. Items that are eligible for the
Green Box program are split into three categories:
•
Liquidate:
This is the primary option as we achieve direct
recovery, an average of 15%. We were able to achieve $7.1M
in gross recovery for fiscal 2025.
•
Donate:
This is the most flexible option, and has allowed us
to make a positive impact on our communities through our
excellent partners. There’s no direct recovery, that comes in the
form of a tax write off. Over $10 million of inventory was routed
for donation in fiscal 2025.
•
Dispose:
This is least preferred option, as it comes at a
cost to Walgreens. It’s generally reserved for hazardous or
expired inventory. Our reverse logistics team works closely
with compliance to make sure we’re following all applicable
regulations and that disposal materials do not end up in landfills.
Items that don’t qualify for the program, like magazines and
greeting cards, are now sent back to the distribution center where
the team works with specialized recyclers, who are chosen based
on what kind of material they specialize in. For example, a recycler
might take unused gift cards and turn them into PVC pipe. This is
not only good for the planet, as it diverts from landfills, but it also
generates revenue for our business.
“Because recyclers pay us for this
material, we're able to save money
each year. It's really a win-win
all around.”
— Desiree Paoli,
Director, Supply Chain Reverse Logistics
Reuse boxes from
Store returns for
Vendor returns
Corrugate
recycling at the
Distribution
Centers
and Stores
Plastic film
recycling at
Distribution
Centers
Prescription Take
Back Program
E-waste
Recycling
Recycle
manufacturer
stock bottles
at MFCs
01 Our Patients, Customers and Communities
02 Our Team Members
Our Approach
Appendix
2025 Impact Report | 31
03 Our Planet
Product Labeling
and Transparency
Our Planet: Data Appendix
Disclosures
Packaging Transparency:
At Walgreens, we know how
important it is to provide clear direction for our customers to
understand how to recycle and dispose of packaging, which
is why we have labeled over
4,000 of our owned brand
products
with the How2Recycle® label.
Responsible Sourcing:
Walgreens appreciates how high-risk
materials can contribute to climate change, which is why we
have a goal to increase p
hysically certified palm oil
by at
least
5%
annually
. In fiscal 2025, we exceeded our goal by
increasing
6%
.
United Nations Sustainable Development Goals
Materiality Topics
Climate
Responsibility
Climate Change
Resiliency
Supply Chain Sustainability
and Efficiency
Scope 1 and 2 GHG Emissions
1,2
CO
2
e emissions ('000 metric tonnes)
Fiscal
2025
Fiscal
2024
Fiscal
2019
% Change Fiscal
2025 compared to
Fiscal 2019
Scope 1
242
245
264
(8)%
Scope 2 location-based
857
976
1,497
(43)%
G
ross Scope 1 and 2
location-based
1
1,099
1,222
1,761
(38)%
Scope 2 market-based
880
976
1,497
(41)%
Gross Scope 1 and 2
market-based
1
1,122
1,222
1,761
(36)%
GHG Emissions intensity
Emissions Intensity per
USD million in sales
0.0090
0.0106
0.0169
(47)%
1. Direct (Scope 1) GHG Emissions and Energy Indirect (Scope 2) GHG emissions are within
the Deloitte & Touche LLP review scope as detailed on page 35.
2. The only gas that is material for Walgreens is CO2. We believe that hydrofluorocarbons
(HFCs) may be material to the Company, and we are implementing processes that will
allow for reporting on HFCs in future reports if material. Source of the emission factors
and the global warming potential rate used: AR6 Emissions Factors and U.S. Environmental
Protection Agency Emissions & General Resource Integrated Database.
Category
1
Fiscal 2025
Fiscal 2024
% Change Fiscal
2025 compared
to Fiscal 2024
1
Purchase goods and services
7,321
7,990
(8)%
2
Capital goods
25
35
(28)%
3
Upstream fuel and energy-related
activities
308
327
(6)%
4
Upstream transportation and
distributions
42
71
(40)%
5
Waste generated in operations
83
349
(76)%
6
Business travel
14
19
(23)%
7
Employee commuting
45
87
(48)%
9
Downstream transportation
and distribution
701
1,257
(44)%
11
Use of sold products
1,011
987
2%
12
End-of-life treatment of sold products
135
143
(6)%
13
Downstream leased assets
4
107
(96)%
15
Investments
256
234
9%
Gross Scope 3
9,947
11,607
(14)%
1. Categories 8 - Upstream leased assets, 10 - Processing of sold products, and 14 - Franchises
are not material for the Walgreens business.
Scope 3 GHG Emissions
CO
2
e emissions ('000 metric tonnes)
2025 Impact Report | 32
01 Our Patients, Customers and Communities
02 Our Team Members
Our Approach
Appendix
03 Our Planet
Statement of energy consumption
Energy consumed (Gigajoules or "GJ")
1
Fiscal 2025
Fiscal 2024
Fiscal 2019
% Change Fiscal
2025 compared
to Fiscal 2019
Non-renewable fuel
consumption
3
4,173,092
4,225.793
4,462,840
(6)%
Renewable fuel
consumption
3
139,431
—
—
NM
Electricity consumption
3
8,587,560
9,226,851
11,982,102
(28)%
Total energy consumed
3
12,900,083
13,452,644
16,444,942
(22)%
Percentage grid electricity
67%
69%
73%
(9)%
Percentage renewable
2
1%
—%
—%
NM
Energy consumed per
$ million sales
105
116
157
(33)%
1. Excludes cooling consumption. The Company is implementing processes that will allow future
reporting on cooling.
2. Includes 139,000 GJ of green tariff electricity consumed in fiscal 2025.
3. Energy Consumption and Energy Intensity are within Deloitte & Touche LLP's scope of review as
detailed on page 35.
Metric tonnes of packaging material in owned brand products
(calendar year)
1
2024
2023
% change
Glass
145
93
56%
Metal
331
429
(23)%
Plastic
8,312
8,929
(7)%
Wood, pulp and paper
2
15,859
14,515
9%
Textile
4
5
(20)%
1. Walgreens owned brand packaging data is based on supplier responses within our Product
Sustainability Hub portal, of which 84% is actual and 16% is estimated.
2. Excludes pallets.
Palm Oil sourcing (calendar year)
2024
2023
% change
Palm Oil that is RSPO physically certified
213
145
47%
Palm Oil covered by RSPO Credits
133
119
12%
Palm Kernel Oil that is RSPO
physically certified
94
107
(12)%
Palm Kernel Oil covered by RSPO Credits
50
17
194%
Palm derivatives that are RSPO
physically certified
186
212
(12)%
Palm derivatives covered by RSPO credits
122
99
23%
Total
798
698
14%
Waste by method of disposal
2
(000 metric tonnes)
Fiscal 2025
Fiscal 2024
Fiscal 2019
% change fiscal
2025 compared
to fiscal 2019
Landfill
163
167
295
(45)%
Incinerated
2
2
—
NM
Total waste
165
169
294
(44)%
Materials diverted from disposal
2
(000 metric tonnes)
Recycled
303
310
331
(8)%
Reuse
1
219
236
—
NM
Total materials diverted
523
546
331
58%
1. Reuse includes: pallets, totes, and product donations and liquidation.
2. Waste generated, Waste diverted from disposal, and Waste directed to disposal
are within Deloitte & Touche LLP's scope of review as detailed on page 35.
2025 Impact Report | 33
01 Our Patients, Customers and Communities
02 Our Team Members
Our Approach
Appendix
03 Our Planet
Our Reporting Methodology
Walgreens publishes an Impact Report on an annual basis, in an
effort to be transparent about our sustainability commitments and
to show meaningful progress. It’s a mark of our commitment to our
stakeholders, including patients, team members and communities,
and a way to hold ourselves accountable as we continue to be
the best corporate citizens we can be.
For 125 years, Walgreens has been a cornerstone in local
communities helping people lead healthier lives through personal
care, trusted advice and accessible services. With over 8,000
stores, 14 distribution centers, 13 micro-fulfillment centers, and
two offices, we serve patients across all 50 states, Puerto Rico
and the U.S. Virgin Islands. We are also providing community-
focused, convenient care and making everyday essentials
more accessible and easy-to-get via walgreens.com and
the Walgreens app.
This year, we’ve combined the two reports we traditionally issue,
one more technical and metrics-driven and one focused on impact,
into one streamlined and digestible document to provide a holistic
look at the work. Data contained in this report is limited
to Walgreen Co.
We ground our sustainability activities in measurable, meaningful
data by conducting periodic materiality assessments to determine
the most important topics to our stakeholders. Most recently this
was a double materiality assessment (DMA) completed by a third
party which looked at our impacts from both a financial
perspective as well as environmental and societal. The focus
areas in this report are based on this assessment.
In past reports, we followed globally recognized sustainability
frameworks, including the Global Reporting Initiative (GRI) Universal
Standards, the Sustainability Accounting Standards Board (SASB)
and the International Sustainability Standards Board (ISSB). While
this year’s report may look slightly different to reflect our evolution,
these frameworks remain important guiding principles. We also align
our activities closely with the UN Sustainable Development Goals,
17 goals that provide a shared blueprint for a healthier future for all.
The reporting period covered in this report is Sept. 1, 2024 - Aug.
31, 2025, unless otherwise stated. Our fiscal year ends on Aug. 31
and references throughout the report to “fiscal 2025” “fiscal 2024”
and “fiscal 2019” refer to our fiscal years ended on Aug. 31, 2025,
Aug. 31, 2024, and Aug. 31, 2019, respectively.
Deloitte & Touche LLP reviewed subject matter as set forth in
their limited assurance report on page 35 within this report
in accordance with attestation standards established by the
American Institute of Certified Public Accountants (AICPA).
“Sustainability is about accountability, not just to
our patients and customers, but to our shared
goal of
creating healthier futures
. Walgreens’
transition is an opportunity to step up and
deliver real progress that strengthens our
communities and makes us a more resilient
business.”
— Abbe Luersman,
Chief Human Resources Officer
and Chair Walgreens ESG Governance Committee
01 Our Patients, Customers and Communities
02 Our Team Members
03 Our Planet
Our Approach
Appendix
2025 Impact Report | 34
Independent Accountant's Report
Walgreens ESG Governance Committee
Walgreen Co.
Deerfield, Illinois
We have reviewed management of Walgreen Co.'s (the “Company”
or “Walgreens”) assertion that the subject matter as set forth
in Appendix A for the fiscal year ended August 31, 2025, is
presented in accordance with the criteria set forth in Appendix
A. The Company’s management is responsible for its assertion.
Our responsibility is to express a conclusion on management’s
assertion based on our review.
Our review was conducted in accordance with attestation
standards established by the American Institute of Certified Public
Accountants (AICPA) in AT-C Section 105, Concepts Common
to All Attestation Engagements, and AT-C Section 210, Review
Engagements. Those standards require that we plan and perform
the review to obtain limited assurance about whether any material
modifications should be made to management’s assertion in
order for it to be presented in accordance with the criteria. The
procedures performed in a review vary in nature and timing
from and are substantially less in extent than, an examination,
the objective of which is to obtain reasonable assurance about
whether management’s assertion is presented in accordance
with the criteria, in all material respects, in order to express an
opinion. Accordingly, we do not express such an opinion. Because
of the limited nature of the engagement, the level of assurance
obtained in a review is substantially lower than the assurance that
would have been obtained had an examination been performed.
We believe that the review evidence obtained is sufficient and
appropriate to provide a reasonable basis for our conclusion.
We are required to be independent and to meet our other ethical
requirements in accordance with relevant ethical requirements in
accordance with the AICPA Code of Professional Conduct.
We applied the Statements on Quality Control Standards
established by the AICPA and, accordingly, maintain a
comprehensive system of quality control.
The procedures we performed were based on our professional
judgment. In performing our review, we performed analytical
procedures, inquiries, and other procedures as we considered
necessary in the circumstances. For a selection of the specified
information outlined within Appendix A, we performed tests
of mathematical accuracy of computations, compared the
disclosures to underlying records, or observed the data
collection process.
The preparation of the subject matter requires management to
interpret the criteria, make determinations as to the relevancy
of information to be included, and make estimates and
assumptions that affect reported information. Measurement of
certain amounts, disclosures and metrics may include estimates
and assumptions that are subject to substantial inherent
measurement uncertainty including, for example, the accuracy
and precision of conversion factors or estimation methodologies
used by management. Obtaining sufficient appropriate review
evidence to support our conclusion does not reduce the inherent
uncertainty in the amounts. The selection by management of a
different, but acceptable measurement method, input data, or
model assumptions, or a different point value within the range of
reasonable values produced by the model, may have resulted in
materially different amounts, disclosures or metrics being reported.
Information outside of the subject matter referenced in Appendix
A, including linked information, was not subject to our review,
including the alignment to United Nations (“UN”) Sustainable
Development Goals accordingly, we do not express a conclusion
or any form of assurance on such information. Further, any
information relating to periods prior to the year ended August
31, 2025, or information relating to forward looking statements,
targets, goals and progress against goals was not subject to our
review and, accordingly we do not express a conclusion or any
form of assurance on such information.
Based on our review, we are not aware of any material
modifications that should be made to management of the
Company’s assertion that the subject matter referenced in
Appendix A for the period or date indicated therein, are presented
in accordance with the criteria set forth in Appendix A.
Chicago, IL
March 10, 2026
2025 Impact Report | 35
01 Our Patients, Customers and Communities
02 Our Team Members
03 Our Planet
Our Approach
Appendix
Appendix A
LIST OF SUBJECT MATTER SUBJECT TO REVIEW
This Appendix A is part of the Independent Accountant’s report dated March 10, 2026.
Subject Matter on Which Management's Assertion is Based
Criteria
The Statement of Greenhouse Gas (GHG) Emissions, including Scope 1 and
Scope 2 GHG Emissions
Greenhouse Gas Protocol: A Corporate Accounting and Reporting Standard (Revised Edition) published by the World
Resources Institute/World Business Council for Sustainable Development
Energy consumption within the organization
Energy consumption within the organization aligned with the Global Reporting Initiative (GRI) Sustainability Reporting
Standards 2021:
302 Energy (2016) Disclosure 302-1
Energy intensity
Energy intensity aligned with the GRI Sustainability Reporting Standards 2021:
302 Energy (2016) Disclosure 302-3
Direct (Scope 1) GHG emissions
GHG emissions aligned with the GRI Sustainability Reporting Standards 2021:
305 Emissions (2016) Disclosure 305-1
Energy indirect (Scope 2) GHG emissions
GHG emissions aligned with the GRI Sustainability Reporting Standards 2021:
305 Emissions (2016) Disclosure 305-2
GHG emissions intensity
GHG emissions intensity aligned with the GRI Sustainability Reporting Standards 2021:
305 Emissions (2016) Disclosure 305-4
Waste generated
Waste generated aligned with the GRI Sustainability Reporting Standards 2021:
306 Waste (2020) Disclosure 306-3
Waste diverted from disposal
Waste diverted aligned with the GRI Sustainability Reporting Standards 2021:
306 Waste (2020) Disclosure 306-4
Waste directed to disposal
Waste directed to disposal aligned with the GRI Sustainability Reporting Standards 2021:
306 Waste (2020) Disclosure 306-5
2025 Impact Report | 36
01 Our Patients, Customers and Communities
02 Our Team Members
03 Our Planet
Our Approach
Appendix
Fiscal 2025 ESG Data Basis of Preparation
1.0 Introduction
This document provides a framework for Walgreen Co. to follow
when reporting internally and externally on matters related to ESG
issues, allowing for more complete, accurate and consistent data
capturing and reporting.
2.0 Basis for reporting
Walgreen Co. has an approach to recording, measuring and
reporting on ESG performance, a defined set of reporting criteria
and a set of ESG measures and performance indicators that are
applicable to all businesses.
Walgreen Co.'s policy is to complete a comprehensive refresh
of our ESG materiality assessment at least every three years,
in alignment to best practices in corporate sustainability
reporting. During interim periods, we continue to engage with
key stakeholders and monitor our peers and industry groups to
confirm our identified material topics identified remain relevant. For
the fiscal 2025 ESG report, Walgreen Co. leveraged insights from
the Walgreens Boots Alliance 2023 double materiality assessment,
which included a U.S.-specific evaluation incorporating feedback
from both internal and external stakeholders in that market.
2.1 Scope of reporting
Except as set forth below, this report includes entities within
Walgreen Co. GHG emissions are reported for those entities
for which Walgreens has financial control, as defined by the
GHG Protocol. GHG emissions pertaining to the organizational
and operational boundaries have been reported for all owned,
managed, and leased locations. Excluded from the scope of
this reporting are entities in which the Company does not have
a controlling interest. The main areas that are excluded when
reporting ESG information externally are:
•
Divestments:
Businesses that are no longer subsidiaries of the
Company at the fiscal year end due to divestment are excluded
from current year reported data.
•
Equity method investments:
Equity method investments are
excluded from the Company’s external reporting scope.
•
Outsourced activities:
These are excluded from the reporting
scope except where the outsourcer’s activities are dedicated to
the Company’s business and where the associated impacts may
be significant to our ESG performance, e.g. third-party product
deliveries made exclusively for the Company. The Company’s
Code of Conduct and Business Ethics sets out the principles for
dealing with, and the requirements for, suppliers.
•
Business acquisitions in the period:
Acquisitions during the
period are excluded from ESG performance data except for
workplace data, which are reported as of the end of the fiscal
year. The complete dataset is reported once a full year of data
are available.
2.2 Approach to reporting
Walgreen Co.'s framework of ESG priorities covers Our Patients,
Customers and Communities, Our Team Members and Our
Planet data.
The Company captures, analyzes and reports data at a detailed
level to provide a clear understanding of contributing factors to
ESG performance. This includes:
Our Patients, Customers and Communities
Contributions are analyzed as follows:
•
Cash (charitable and other donations) and non-cash (team
member time, in-kind donations and management costs)
•
Focus of the organizations contributed to: health, social welfare,
education, other (for example, relating to arts, culture, emergency
relief, economic development)
•
Team member time (volunteer hours). (Please note team member
time relates to volunteering hours during paid working time only).
Our Planet
Emissions and Energy Consumption:
•
Scope (Scopes 1, 2 (location and market-based) and 3,
•
Emissions from energy by type: electricity (direct and indirect),
gas (indirect), and other (combined heat and power, oil and
liquefied petroleum gas)
•
Emissions intensity by sales (USD millions)
•
Energy Consumption by type (non-renewable, renewable,
electricity, heating)
•
Percentage and energy consumed (grid and renewable)
2025 Impact Report | 37
01 Our Patients, Customers and Communities
02 Our Team Members
03 Our Planet
Our Approach
Appendix
Waste is analyzed as follows:
•
By method of disposal: landfill, incinerated, reused and recycled
(includes materials recovered via incineration with heat recovery)
•
By content: hazardous and non-hazardous
Our Team Members
•
Diversity of team members (including age group, gender, race
and ethnicity)
•
Team member category (manager, non-manager and senior
director and above)
•
Employment type (temporary, permanent, part-time and
full-time)
Standard definitions for external Walgreen Co. reporting purposes
have been developed (link to definitions document) and are made
available via the Company intranet and as part of the Company’s
ESG performance reporting instructions, which are reviewed
annually.
Scope 1 and 2 GHG emissions information has been prepared in
accordance with the World Resources Institute/World Business
Council for Sustainable Development Greenhouse Gas Protocol:
A Corporate Accounting and Reporting Standard, Revised Edition
(the GHG Protocol). Walgreens has set fiscal 2019 as the GHG
baseline year for these emissions.
Scope 3 GHG emissions information has been prepared in
accordance with the World Resources Institute/World Business
Council for Sustainable Development Greenhouse Gas Protocol:
Corporate Value Chain (Scope 3), Accounting and Reporting
Standard. Collectively, the Corporate Accounting and Reporting
Standard, Revised Edition and Corporate Value Chain (Scope 3),
Accounting and Reporting Standard are referred to as the GHG
Protocol in this document.
2.3 Target setting and monitoring
Walgreen Co. has established a framework of ESG commitments
against each principle (Our Patients, Customers and Communities,
Our Team Members and Our Planet). The Company establishes
targets against these commitments on an annual basis.
Progress against these targets is regularly reviewed and monitored
by the Walgreens ESG Governance Committee.
3.0 Data capture and review
3.1 Data capture and consolidation
ESG performance data is entered bi-annually into a central
consolidation system.
3.2 Data quality
The capture of ESG performance data continues to evolve. Some
of Walgreen Co.'s data is provided by third parties.
The Company continually seeks ways to improve the quality and
reliability of data through robust collection processes in which
completeness, accuracy and relevance are reviewed considering
Walgreen Co.'s definitions, policies and procedures.
In instances where estimation or extrapolation techniques are
used, the following points are considered by the businesses:
•
Is the sample upon which the estimation/extrapolation based
representative of the data?
•
Has the sample been reviewed at least annually?
•
Has the technique for estimation/extrapolation been reviewed
at least annually?
•
Can the data be benchmarked to or checked against alternative
sources of data for reasonableness?
•
Have the current year’s data been compared to the prior year’s
data to identify any significant changes?
The business is challenged to work with suppliers and to
continually enhance internal data capture processes to improve
the quality of each element of ESG performance data.
3.3 Management review
The involvement of senior management is important to support
the ongoing improvement of ESG performance data collection,
validation and reporting.
All ESG performance data bi-annual submissions are prepared by
the finance team and ESG team. Prior to submission, workplace
data must be reviewed and approved by a senior human resources
leader, and all the data and supporting commentary are reviewed
and approved by a senior finance leader.
2025 Impact Report | 38
01 Our Patients, Customers and Communities
02 Our Team Members
03 Our Planet
Our Approach
Appendix
3.4 Changes to prior year reporting
Every effort is made to ensure that the Company reports accurate
data and that processes are designed to support this. In cases
where the Company becomes aware of updates to the previous
year’s data, it will consider restating data where the changes result
in a discrepancy that is material to this ESG report. In these cases,
the Company provides details in footnotes to the data tables.
4.0 Forward-Looking Statements
All statements in this Walgreens Impact Report that are not
historical, including goals for and projections of future results, the
expected execution and effect of our ESG strategies and initiatives
and the amounts and timing of their expected impact, constitute
forward-looing statements that are based on current societal,
market, competitive and regulatory expectations. These forward-
looking statements are not guarantees of future performance
and are subject to risks, uncertainties and assumptions, known
or unknown, which could cause actual results to vary. These
statements speak only as of the date they are made and
Walgreens undertakes no obligation to update publicly any
forward-looking statement made in this Walgreens Impact Report,
whether as a result of new information, future events, changes in
assumptions, or otherwise.
2025 Impact Report | 39
01 Our Patients, Customers and Communities
02 Our Team Members
03 Our Planet
Our Approach
Appendix
Appendix
About Walgreens
Founded in 1901, Walgreens proudly serves more than 9 million
customers and patients each day across nearly 8,000 stores
throughout the U.S. and Puerto Rico. Walgreens has approximately
210,000 team members, including roughly 85,000 healthcare
service providers, and is committed to being the first choice for
pharmacy, retail and health services, building trusted relationships
that create healthier futures for customers, patients, team
members and communities.
Contact Us
Walgreen Co.
108 Wilmot Rd, MS #2002
Deerfield, IL 60015
1-800-925-4733
impact@walgreens.com
walgreens.com