CVS Health : 2024 Impact Report
CVS
Healthy 2030
2024 Impact Report Appendix
Table of Contents
03 Corporate Profile
04 Healthy 2030 Impact Strategy & Governance
08 Impact Strategy Prioritization Assessment
09 Stakeholder Engagement
12 United Nations Sustainable Development Goals
15 Tracking Our Progress
17 Human Capital Data
28 Our Commitment to Human Rights
35 Environmental Data
Indices
40 About this Report
42 Global Reporting Initiative (GRI) Index
60 Sustainability Accounting Standards Board (SASB) Index
73 Climate Disclosure
Corporate Profile
Organizational Details
• CVS Health Corporation
Our Strategy:
• Public Corporation (NYSE: CVS)
• Headquartered in Woonsocket, RI
• Operates in the United States in 50 states plus the District of Columbia and Puerto Rico
• More than 300,000 Colleagues
Building a world of health around every consumer
Our Healthy 2030 impact strategy outlines how we are creating a more equitable health care system and sustainable future. It reinforces our company's strategy and is embedded in our purpose-driven culture. This strategy centers on our material topics and aligns with the Global Reporting Initiative (GRI) Standards. Healthy 2030 is constructed through our four-pillar framework - Healthy People, Healthy Business, Healthy Community and Healthy Planet. We are focused on making a meaningful, measurable impact within each of these pillars.
Our Board of Directors and our President and Chief Executive Officer (CEO) lead governance of our Healthy 2030 framework. The Nominating and Corporate Governance Committee of the Board of Directors is formally charged with over sight of impact strategy and performance, along with our President and Chief Executive Officer.
Our Chief Sustainability Officer (CSO) shares relevant impact-related impacts, risks and opportunities with the Nominating and Corporate Governance Committee semiannually, and the full Board annually. Additionally, the Nominating and Corporate Governance Committee reviews our annual Impact report.
In 2024, the Nominating and Corporate Governance Committee was engaged on several key topics, including: The Committee assesses how to oversee new initiatives through action and approval. Our CSO is responsible for developing our impact strategy and ensuring we progress against our goals. Under this direction, the Corporate Social Responsibility (CSR) & Philanthropy team regularly works with enterprise leaders to align our strategy with key business imperatives, and collaborates with colleagues throughout the company on programs and initiatives that drive social and environmental impact.
Our cross-functional Steering Committee is charged with advancing impact initiatives and progress to achieving our Healthy 2030 goals. The Steering Committee is comprised of senior leaders across the company at the vice president level and above, including representatives from human resources, legal and finance, as well as each of our business segments. These leaders and their teams are responsible for executing the day-to-day initiatives
•
Climate change reporting and risks
driving our progress.
•
Progress toward achieving emissions reduction
targets, including net-zero targets
Through our Healthy 2030 strategy, we have established
•
Sustainability initiatives across plastic, paper, waste,
several policies that govern our approach to issues of
and other resource reduction
importance to our business and our stakeholders. Topics
•
Renewable energy procurement
addressed include climate change, deforestation, human
•
Philanthropic programs and investments
rights, and chemical management, all of which are
•
Human capital matters
located in our online Resource Library. These policies are
reviewed and updated regularly.
Remuneration
To advance our Healthy 2030 strategy, we have identified key colleagues and business leaders with direct oversight of initiatives that will help us achieve our goals. These colleagues are responsible for driving performance and meeting established targets as part of their business plans and annual goals.
This includes members of our Steering Committee and their teams, and key senior leaders. The remuneration of these colleagues is partially linked to performance against these business plans.
In 2024, we evolved our workforce modifier to reflect a broader company culture metric and a more comprehensive measure of engagement and belonging, using colleague engagement survey results, and actions that reinforce CVS Health as an employer of choice for our colleagues while reinforcing leadership accountability. Progress will be measured based on the results of colleague engagement surveys, with a goal to maintain or improve scores over the year. Learn more in our annual Proxy.
Healthy 2030 supports the advancement of our roadmap in four key areas:
Healthy People
We are building a world of health around every individual. We connect people to the care they need, put medicine and wellness within reach and drive greater affordability, simplicity, and convenience in everything we do. Whether we are increasing access to health care and services or making investments to support our communities to improve health outcomes, we are utilizing our expertise and resources to improve people's health.
Healthy Business
We are purpose-driven - all of us. We have an opportunity to harness the power of our greatest strength - our talented and diverse workforce of more than 300,000 colleagues - to reimagine health care in America and create a more equitable and inclusive future for all. Together, we set high standards and hold ourselves to them. We work daily to create value for everyone who trusts and relies on us and ensure every action we take is done ethically and transparently. We support our colleagues' education and growth with scholarships, promote and develop leadership skills through training and development courses and continue strengthening our pipeline to expand our workforce through job training and skill building programs in our communities. We integrate governance and partnership across our business units.
Healthy Community
We are strengthening our communities by addressing the unique barriers to improving health outcomes locally. We support organizations centering their work on heart health, mental health, women's health, healthy aging and climate-related health impacts. We also invest in the resources needed for communities to take proactive steps toward a healthier future. This includes addressing food insecurity, improving access to workforce training and educational opportunities nationwide. When a natural disaster or other incident affects the communities where we live and work, we swiftly take action to ensure our response addresses our colleagues' and customers' evolving needs. Our colleagues are also making a difference by donating their time and talents with organizations that are meaningful to them. Together, we make a lasting impact by driving a holistic approach and collaboration across these community programs, investments and organizations.
Healthy Planet
We recognize that the health of the planet affects human health and our access to health care and nutritious food - from the impacts of extreme weather, to air and water quality, to the mental health and medicinal benefits from biodiversity and nature. We continue to invest in initiatives and programs that focus on improving the health of our planet by advancing our sustainability commitments and addressing the environmental factors that contribute to health inequities. We were one of the first companies in the world to have our net-zero targets validated by the Science-Based Targets Initiative's (SBTi) net-zero methodology. We continue to reduce greenhouse gas emissions and source renewable energy on the path to achieving net-zero emissions across our value chain by 2050. We also drive packaging innovation and efforts to reduce unnecessary plastics
and waste across the enterprise.
Impact Strategy Prioritization Assessment
Prioritizing impact in our Healthy 2030 strategy*
In 2023, we completed an assessment to identify the sustainability topics most important to our business and ensure their integration in our Healthy 2030 strategy. This work was done in collaboration with sustainable business network and consultancy BSR and aligns with leading reporting standards and frameworks.
This assessment represented a shift to an impact-based approach, measuring potential and actual impacts of sustainability topics. It assessed the severity of potential impact on enterprise value, society and the environment, as well as the likelihood of the impact to occur. Our Healthy 2030 strategy is continuously evolving. This assessment demonstrates our iterative approach to refining and strengthening our programming and initiatives. We continue to monitor reporting frameworks and guidance. More can be found in our reporting boundaries.
Learn more about results of our assessment from 2023
*FOR IMPACT STRATEGY: Our priority topics reference which economic, environmental, social and governance issues are most impactful to our stakeholders and our business. The inclusion of topics in this assessment and the inclusion of information in this report generally should not be construed as a characterization regarding its materiality or significance for any other purpose, including for purposes of applicable securities laws.
Stakeholder Engagement
Advancing our Healthy 2030 roadmap and achieving our goals requires the input and collaboration of a diverse set of external and internal stakeholders. We maintain regular, open communication with a broad range of stakeholders who share our commitments to support the health of all we serve. The feedback provided by our stakeholders is integral to advancing our strategy and the initiatives we drive to achieve our goals. We establish a two-way dialog with advocates, policymakers, shareholders, customers, colleagues, partners and patients.
2024 Engagement Highlights 2024 Engagement Highlights
• Through our membership in the CDP Supply Chain program, we collect supplier emission data and work with key suppliers for highest impact.
• To further reduce our carbon footprint, we have implemented several initiatives in collaboration with USPS, including the use of their recommended recyclable packaging, keeping delivery as local as possible, and standardizing 2024 addresses. Approximately 97% of our USPS prescription deliveries-representing more than half of all deliveries from retail locations-are made within a 50-mile radius from origin to destination.
• Launched phase 2 of the Consortium to Reinvent the Retail Bag.
• Conducted an investor perception study with S&P Global to understand how investors utilize our Impact Report and related assets to inform our 2024 approach.
• Provided $1.5 million to support communities impacted by natural disasters.
Stakeholder Engagement
Stakeholder groups and engagement types:
Stakeholder Group
Stakeholder Engagement Channels
Patients and consumers
• In-person interactions
• Telehealth appointments
• Virtual consultations
• Focus groups
• Customer relations inquiries
• Surveys
• Social media
• Websites
• Mail/email
Colleagues
• Meetings and interviews with leaders and business owners
• Engagement surveys
• Training and professional development opportunities
• CVS Health intranet
• Colleague Resource Groups (CRGs) virtual and in-person meetings
• Town Hall meetings
• On-going memos from leadership with enterprise updates
• Company website
Investors and stockholders
• Annual stockholders meeting
• Quarterly earnings calls
• Virtual meetings
• Email correspondence
• Responses to ratings and rankings
• Conferences
• Surveys and data requests
• Website
Suppliers
• Meetings
• Email/mail communications
• Industry/collaborative associations
• Conferences and events
• Factory audits
• Human Rights Policy
• Code of Conduct
• Training and workshops
• Surveys and audits
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Disclaimer
CVS Health Corporation published this content on April 04, 2025, and is solely responsible for the information contained herein. Distributed via , unedited and unaltered, on April 04, 2025 at 20:47 UTC.