AutoZone : 2026 Corporate Responsibility Report
AZO
Published on 04/15/2026 at 10:02 am EDT
PARTS ARE JUST PART OF WHAT WE DO
2026 Corporate Responsibility Report
2026 Corporate Responsibility Report 2
3 | A Letter from our President and CEO
4 | Who We Are
6 | Environmental Stewardship
13 | Products
4 | About AutoZone
7 | Our Climate Transition Goals and Plan
14 | Product Quality and Safety
5 |
10 |
15 |
Pledge and Values
FY2025 Emissions and Energy
Vendor Code of Conduct
16 | Governance and Transparency
17 | Corporate Responsibility Governance
18 | Appendices
19 | SASB Index
29 | TCFD Index
31 | Forward-Looking Statements
21 |
30 |
31 |
GRI Index
2024 EEO-1 Report Trademarks and Service Marks
2026 Corporate Responsibility Report 3
At AutoZone, I've always believed our success starts and ends with AutoZoners. Across our more than 7,700 stores, distribution centers and support centers worldwide, nearly 130,000
A Letter from our President and CEO
Who We Are
Environmental Stewardship
Products
Governance and Transparency
Appendices
AutoZoners come to work every day, focused on doing What It Takes to Do the Job Right for our customers, their fellow AutoZoners and their communities. That commitment remains the driving force behind our performance and progress.
In FY2025, AutoZoners once again proved that growth and responsibility go hand in hand. Even as we expanded our footprint and served more customers, our teams found smarter, more efficient ways to operate. Through disciplined execution and long-term thinking, we significantly reduced our U.S. heat and electricity related emissions compared to our 2019 baseline, while continuing to invest in the systems and infrastructure that support our business for the
future. Investments like our Texas solar project, energy-efficient store upgrades and improved fleet efficiency are examples of AutoZoners striving for exceptional performance while using resources wisely.
AutoZoners also continued to put customers first by ensuring the quality and safety of the products we sell. In FY2025 alone, more than 2,000 pre-shipment examinations were conducted at vendor facilities, reinforcing our commitment to high standards and doing business the right way. That same mindset extends to how we work with our vendors, holding them accountable to our Vendor Code of Conduct and our shared expectation of ethical, responsible practices.
The AutoZone Value, An AutoZoner Always… Cares about People, remains at the heart of who we are. AutoZoners supported one another through programs such as the AutoZoner
Assistance Fund, which provided meaningful help to thousands of AutoZoners and their families facing unexpected challenges. They also gave back to the communities where we live and
work, contributing time, talent and generosity through volunteer efforts and our Matching Gift program, which helped amplify AutoZoner giving and supported causes that mattered
most to them.
Safety and well-being are also essential to caring about people. Throughout the year, AutoZoners across our stores, distribution centers and fleets focused on training, prevention and accountability to create safer workplaces. Whether it's investing in safer equipment, improving processes or reinforcing a culture where concerns are raised and addressed, our teams understand that taking care of people starts with keeping one another safe.
I'm proud of what we accomplished in FY2025, but even more proud of how we accomplished it. The progress outlined in the report reflects AutoZoners living our Pledge, embracing our Values and working together as 1TEAM. While we sell auto parts, our business has always been about people, and that has never been more evident than it is today.
Thank you to our AutoZoners for your hard work, dedication to our customers and commitment to one another. You are the reason AutoZone continues to move forward with confidence
and purpose.
President and Chief Executive Officer (CEO) Customer Satisfaction
2026 Corporate Responsibility Report
ABOUT AUTOZONE
AutoZone is a leading retailer and distributor of automotive replacement parts and accessories in the Americas. Each store carries an extensive product line for cars, sport utility vehicles,
vans and light duty trucks, including new and remanufactured automotive hard parts, maintenance items, accessories and
non-automotive products. In the vast majority of stores in the United States, Mexico and Brazil, AutoZone has a commercial sales program that provides prompt delivery of parts, products and commercial credit to local, regional and national repair garages, dealers, service stations, fleet owners and other accounts. AutoZone also sells automotive hard parts, maintenance items, accessories and non-automotive products through AutoZone.com, and commercial customers can make purchases through AutoZonePro.com. Additionally, AutoZone sells the ALLDATA brand of automotive diagnostic, repair, collision and shop management software through ALLDATA.com. AutoZone also provides product information on Duralast products through DuralastParts.com. AutoZone does
not derive revenue from automotive repair or installation services.
OUR CULTURE
We are guided by our Pledge and Values. Our Pledge is our promise to customers and to each other as AutoZoners. The four simple, actionable lines of our Pledge help AutoZoners across the company know What It Takes To Do The Job Right, or what we call, WITTDTJR®. Every AutoZoner, from AutoZoners in our stores to our CEO Team (officers of the company), strives to LIVE the Pledge. We are also guided by our six Values as 1TEAM: An AutoZoner Always… Puts Customers First, Cares About People, Strives for Exceptional Performance, Energizes Others, Embraces Diversity and Helps Teams Succeed.
4
Our founder, J.R. "Pitt" Hyde
OUR HISTORY
Originally named "Auto Shack", AutoZone began as a division of Malone & Hyde, Inc., a publicly traded wholesale food distributor started by the Hyde family.
Our founder, J.R. "Pitt" Hyde, started Auto Shack with a few key members of the Malone & Hyde management team.
Seeking to diversify the business, Pitt and team researched several retail sectors and recognized an opportunity existed for a retail auto parts store that could supply individual customers with aftermarket parts so they could care for their own vehicles. Pitt believed the characteristics found in supermarkets could be applied
to the auto parts business: clean, well-lit, well-merchandised stores and exceptional, friendly customer service. The first Auto Shack store opened in Forrest City, Arkansas on July 4, 1979. In 1987, the name was changed to AutoZone.
PARTS ARE JUST PART OF WHAT WE DO
We sell auto parts, but our true purpose is to serve our customers; empower our employees, affectionately called AutoZoners, to build great careers; create shareholder value through relentless focus on execution and driving growth; enhance customers' experiences;
and provide AutoZoners with development opportunities while protecting and caring for people, the environment and the communities we proudly serve.
A Letter from our President and CEO
Who We Are
Environmental Stewardship
Products
Governance and Transparency
Appendices
2026 Corporate Responsibility Report 5
PLEDGE & VALUES
AutoZoners always put customers first! We know our parts and products.
Our stores look great!
We've got the best merchandise at the right price.
AN AUTOZONER
ALWAYS…
PUTS CUSTOMERS FIRST
Exceed your customers' expectations by providing WOW! Customer Service and going the Extra Mile. Understand your customers' needs and solve their problems. Treat each customer as your only customer.
CARES ABOUT PEOPLE
Treat people with dignity and respect. Recognize great work and provide frequent feedback. Demonstrate concern for others and your community. Create a safe environment. Own your development
and help develop others.
STRIVES FOR EXCEPTIONAL PERFORMANCE
Be accountable and honor your commitments. Act in a manner of the highest legal and ethical standards. Use resources wisely and promote a culture of thrift. Take strong initiative,
act quickly and do the job right the first time.
ENERGIZES OTHERS
Share your passion for the business. Generate enthusiasm, motivate others and promote innovation. Listen and assume positive intent in others.
EMBRACES DIVERSITY
Welcome each individual's heritage, differences and unique qualities. Build teams with diverse thoughts, skills, knowledge and backgrounds. Value the ideas and opinions of others.
HELPS TEAMS SUCCEED
Actively contribute to team goals and seek opportunities to lead. Be a reliable and supportive team member. Strive for accurate and clear communication. Place team goals over personal goals.
2026 Corporate Responsibility Report 6
Our greenhouse gas (GHG) emissions and energy usage disclosures include the full enterprise. Since we first published our short-term GHG emissions reduction goal in FY2021, we have made meaningful commitments and investments toward our goals. We will continue to assess and inventory our GHG emissions and energy usage across our company and measure progress toward our commitments.
Our Short-Term GHG Emissions Reduction Goal
Reduce heat and electricity related GHG emissions by 15% across Scopes 1 and 2 from our U.S. operations by 2025, measured against a 2019 baseline.
Our Medium-Term GHG Emissions Reduction Goal
Reduce Scopes 1 and 2 GHG emissions across the entire enterprise by approximately 50% by 2030, measured against a 2019 baseline.
Our Long-Term GHG Emissions Reduction Aspiration
Aspire to achieve Net Zero GHG emissions across Scopes 1 and 2 by 2050.
A Letter from our President and CEO
Who We Are
Environmental Stewardship
Products
Governance and Transparency
Appendices
2026 Corporate Responsibility Report
7
2026 Corporate Responsibility Report 8
Short-Term GHG Emissions Reduction Goal Achievement
In FY2021, we established a goal to achieve a 15% reduction in heat and electricity related GHG emissions from our U.S. operations by 2025, measured against a 2019 baseline. In FY2025, our U.S. heat and electricity related emissions decreased 77% compared to our baseline year, FY2019, significantly exceeding our goal. This reduction
was primarily driven by the recognition of the first full year of renewable energy credits (RECs) generated by a Texas solar farm in which we invested. These RECs substantially reduced our market-based Scope 2 emissions. Scope
2 emissions declined 91% compared to FY2019, while Scope 1 emissions decreased 2.6% over the same period. In addition to the impact of RECs, operational factors contributed to emissions reductions. Despite a 15% increase in our U.S. store count since FY2019, our total electrical consumption increased by only 7%, reflecting our continued focus on energy efficiency through initiatives such as a centrally managed Energy Management System for heating and air conditioning (HVAC) and lighting, LED lighting upgrades and the ongoing installation of rooftop solar panels at stores. We will continue to explore initiatives that drive cost efficiencies while reducing the carbon footprint
of our operations.
The following tables cover U.S. heat and electricity related emissions. FY2019-FY2024 emissions and intensity have been restated to include electric power consumption in leased stores where our landlord pays the utilities and
we reimburse.
SCOPES 1 & 2 HEAT AND ELECTRICITY RELATED GHG EMISSIONS (METRIC TONS CO2e) - U.S. OPERATIONS
FY2019
FY2020
FY2021
FY2022
FY2023
FY2024
FY2025
% Change (FY2019-25)
Scope 1 (Natural gas and propane
only)
37,861
31,573
31,689
38,381
32,578
31,167
36,859
-2.6%
Scope 21 (Purchased electricity)
198,398
195,776
182,108
175,752
171,002
72,603
18,623
-90.6%
Total (Scope
1 + 2)
236,259
227,349
213,797
214,133
203,580
103,770
55,482
-76.5%
1 Market-based figure.
GHG EMISSIONS INTENSITY - U.S. OPERATIONS
FY2019
FY2020
FY2021
FY2022
FY2023
FY2024
FY2025
% Change (FY2019-25)
Emissions
Intensity 4.7108 (kg CO2e per
sq ft)
4.5105 4.1414
4.0644
3.7236
1.8307 0.9446
-79.9%
In FY2024, we invested $215 million to build a solar farm outside of San Antonio, Texas for the investment tax credits (ITCs). The installation was completed in FY2024 and it is expected that the site will generate up to 400,000 megawatt hours (MWh) of renewable energy annually.
We are purchasing the RECs produced as a direct incremental expense of $17 million over the 10-year agreement without financial return. In FY2025, the solar farm generated over 370,000 RECs. As a result, in FY2025, even though we added 304 stores globally to our portfolio, increasing our square footage by 5%, our building-related emissions decreased by 27%. This decrease was primarily driven by the RECs generated from the solar farm. As evidenced by our FY2025 Scope 2 emissions reduction, the RECs generated from this investment significantly offset our U.S. electricity usage, helping us exceed our 2025 GHG emissions reduction goal and meaningfully contribute toward our 2030 goal. We have made significant investments to support the greening of the grid, providing capital for the development of renewable energy projects and receiving ITCs in return.
Even with our commercial sales growth of almost 7% in FY2025, our vehicle emissions only increased 3%. We are continuing to see reductions in fuel consumed in our hub store fleet from the over 1,400 light-duty vehicles we placed in service in FY2024 to replace less fuel-efficient vehicles used on our hub delivery routes. We also continue to monitor the over 100 hybrid
and 60 electric vehicles (EVs) we placed in service for research and development as we learn about these emerging technologies. We are learning more about the operational benefits and challenges of EVs and hybrid vehicles, their maintenance and failure cycles and their charging requirements. We will gain better insights into the impact on our business as EVs enter the vehicle populations we service and support, and this will ultimately enable us to continue to Put Our Customers First.
We expect our abatement projects, such as renewable energy investments, the integration of more fuel-efficient vehicles and efficiency projects like on-site solar will continue to translate to reductions in emissions over the coming years. To meet our medium term 2030 goal of reducing global Scopes 1 and 2 GHG emissions by approximately 50%, we are working to identify additional GHG reduction initiatives, especially in light of our accelerated new store opening plans and other growth initiatives implemented since establishing these goals in 2022.
A Letter from our President and CEO
Who We Are
Environmental Stewardship
Products
Governance and Transparency
Appendices
2026 Corporate Responsibility Report
9
2026 Corporate Responsibility Report 10
FY2025 Emissions and Energy
2030 Goal
Scope 2 (market-based)
Scope 1
FY25
FY24
FY23
FY22
FY21
FY20
FY19 baseline
200,000
100,000
2030 Goal
600,000
500,000
400,000
300,000
Global GHG Emissions
TOTAL SCOPES 1 & 2 GHG EMISSIONS (METRIC TONS CO2e) - GLOBAL OPERATIONS
FY2019
FY2020
FY2021
FY2022
FY2023
FY2024
FY2025
% Change (FY2024-25)
% Change (FY2019-25)
Scope 11
260,621
240,047
251,327
269,024
276,372
287,470
300,888
4.7%
15.5%
Scope 22 (location-based)
187,479
195,840
200,876
203,696
201,616
185,528
196,334
5.8%
4.7%
Scope 22,3 (market-based)
217,089
222,063
209,166
204,257
202,117
102,495
54,460
-46.9%
-74.9%
ENERGY CONSUMPTION (MWh) GLOBAL OPERATIONS
FY2019
FY2020
FY2021
FY2022
FY2023
FY2024
FY2025
% Change (FY2024-25)
% Change (FY2019-25)
Scope 11
1,107,861
1,015,376
1,055,333
1,138,105
1,168,881
1,225,449
1,293,784
5.6%
16.8%
Scope 2
479,430
525,664
537,561
535,027
523,946
536,933
556,355
3.6%
16.0%
Total (Scope 1 + 2)
1,587,291
1,541,040
1,592,894
1,673,132
1,692,827
1,762,382
1,850,139
5.0%
16.6%
FY2019-FY2024 emissions and energy consumption have been restated to include fugitive emissions from refrigerant leaks in our facilities and electric power consumption in leased stores where our landlord pays the utilities and we reimburse.
1 Includes Gasoline, Diesel, Natural Gas, Propane and Other Fuel.
2 Location-based emissions reflect the average emissions intensity of the electricity grid where we operate, while market-based emissions reflect the emissions associated with the specific electricity purchases we made, including RECs.
3 FY2024 and FY2025 Market-Based GHG Emissions include 194,434 MWh and 371,530 MWh of RECs, respectively.
ENERGY
We recognize the majority of our Scope 1 emissions stem from transporting products and people and the burning of fossil fuels to heat our buildings, while Scope 2 emissions are primarily a result of electricity purchased to power and cool our business.
Investments in Energy Efficiency
We have made significant investments in technologies and projects designed to use energy more efficiently. These efforts help us reduce GHG emissions and realize cost savings. In FY2025, we installed lighting motion sensors in the hard parts section of over 1,700 stores in the U.S. to continue to reduce energy consumed in our stores. Other energy efficiency projects and measures we have deployed in select stores and most distribution centers (DCs), both domestically and internationally, include the following initiatives:
Operating a centrally managed Energy Management System to control HVAC systems and lighting, while upgrading HVAC systems with peak power reduction controls
Installing LED interior and exterior lighting, including signage
Replacing dock doors at our DCs for improved insulation
Using energy-efficient roofing to reduce heat buildup during the summer months
Upgrading to more efficient battery chargers for powered industrial equipment
Engaging independent auditors to perform energy conservation audits in our DCs
Installing rooftop solar panels in select stores
All stores and DCs are now using LED lamps. We also replaced HVAC units across various DCs to improve efficiency.
A Letter from our President and CEO
Who We Are
Environmental Stewardship
Products
Governance and Transparency
Appendices
2026 Corporate Responsibility Report
11
ENERGY
Fuel Efficiency for Fleet
In FY2025, total miles driven by our light-duty, private vehicle fleet, which is primarily used to deliver merchandise from our stores to commercial customers, increased by 3% compared to FY2024 as our commercial business continued to accelerate. To support this growth, we are making targeted investments and pursuing strategies such as enhanced and optimized routing that improve delivery speed and service levels while also reducing unnecessary miles driven and fuel consumption. We seek investments that benefit the environment while also supporting our business. This initiative reduces fuel consumption and lowers fuel costs.
For our Class 8 tractor and trailer fleet, which mainly transports merchandise from our DCs to stores, we are continuing to invest in the following technologies to capture greater fuel efficiencies:
Updating the scheduling and routing system by examining daily routes to identify efficiencies, such as consolidating loads and reducing miles driven
Installing solar panels on tractors to help operate the tractors' battery-powered HVAC systems, as well as solar panels on trailers to help power liftgates
Equipping tractors with automatic transmissions, which improved miles per gallon (MPG) by an average of 0.09 MPG in FY2025 compared to standard transmissions. As of FY2025, our tractor fleet is 99% automatic, with more than 77,000 gallons of diesel
saved annually.
2026 Corporate Responsibility Report
12
2026 Corporate Responsibility Report 13
2026 Corporate Responsibility Report 14
VENDOR AUDITS
We require merchandise vendors to adhere to our Vendor Code of Conduct (Vendor Code - see page 15). Our domestic vendors work with their factories to abide by the standards of factory audits. Our direct import vendors are audited by globally recognized, third-party auditors and/or AutoZoners to maintain compliance with our Vendor Code and industry standards.
A prospective vendor must pass on-site factory and business assessments in order to become an AutoZone Global Sourcing partner. Thereafter, we conduct periodic unannounced and scheduled
in-person factory evaluations and audits, which identify adherence and compliance to our requirements on human rights, safety, quality, performance, physical plant standards and other requirements. Our Global Sourcing and Quality teams personally make regular visits to our direct import vendors' factories to evaluate conditions. To remain an AutoZone vendor, it is understood that our expectations and standards must be maintained and verified through our audit process. Vendors are subject to corrective action including, but not limited to, termination of our contractual relationship for violations of the Vendor Code and/or repeated audit and inspection failures. This includes violations of forced labor and/or human trafficking, among others.
PRODUCT QUALITY AND SAFETY
Our Pledge to our customers is that we have the best merchandise at the right price. Inherent in this Pledge is that the auto parts and/or other products they buy from us will meet their expectations
for quality, innovation and safety. To live up to that Pledge, we conduct and require ongoing Product Qualification Testing so our products meet or exceed necessary safety and quality standards.
Once orders are placed with our direct import manufacturers/vendors and the product order is ready to ship, we conduct an on-site factory Pre-Shipment Examination (PSE). These inspections are conducted throughout the year for every direct import manufacturer/vendor.
It's not unusual for some items to fail the PSE initially. When this happens, the manufacturers/ vendors are required to address the discrepancies and pass a re-inspection before shipment.
Over 2,000 PSEs were conducted in FY2025 to verify our products met our quality standards.
A Letter from our President and CEO
Who We Are
Environmental Stewardship
Products
Governance and Transparency
Appendices
VENDOR CODE OF CONDUCT
We have a long history of operating our Company through honest, ethical business practices. When we market our products, we do so fairly, accurately and truthfully. We do not misrepresent or make false claims about AutoZone or our products, and we do not make unfair or untrue statements about our competitors.
These are the same attributes we look for in our vendors. We seek out only ethical, law-abiding, high-quality vendors who share our Values. When we find companies that meet our high standards, we work with them to establish lasting relationships. We avoid doing anything to give one vendor an unfair advantage or preferential treatment over another.
Every AutoZone merchandise vendor is required to adhere to our Vendor Code, which is also included in the vendor contract and must be signed before doing business with us. This agreement emphasizes our expectation that their business practices, workplace conditions and interactions with their employees and
AutoZoners are consistent with our Values. Our zero-tolerance policy forbids any instance of underage and/or forced labor; harassment in the workplace; corruption and bribery; and human trafficking; among others. We do not do business with companies that do not prohibit such practices or violate our Vendor Code.
In addition to complying with our Vendor Code, we require all vendors to comply with applicable local laws and regulations in the countries and communities in which they do business. This includes, but is not limited to, legal employment age, compensation, maximum working hours and human rights laws.
TRAINING ON OUR VENDOR CODE
As part of the onboarding process, every new merchandise vendor acknowledges the Vendor Code. Additionally, we regularly train vendors and AutoZoners on our Vendor Code. Beyond this training, our annual Vendor Summits provide additional touchpoints where aspects of our Vendor Code are communicated, reinforced and our business requirements are underscored.
A Letter from our President and CEO
Who We Are
Environmental Stewardship
Products
Governance and Transparency
Appendices
2026 Corporate Responsibility Report
15
2026 Corporate Responsibility Report 16
2026 Corporate Responsibility Report 17
The Board of Directors oversees corporate responsibility. Certain corporate responsibility matters may be delegated to a specific committee and then brought back to the full Board for review and discussion as needed.
Our President and Chief Executive Officer and the Executive Committee provide the Board with up-to-date information on AutoZone's corporate responsibility practices and progress. They evaluate whether AutoZone's internal Corporate Responsibility Steering Committee has the right leadership in place. Our Chairman and Chief Executive Officer may engage directly with shareholders on their corporate responsibility priorities, while keeping the Board abreast of these discussions.
Our Executive Committee works to prioritize and align AutoZone's corporate responsibility programs with the company's broader strategic direction and long-term initiatives. The Executive Committee receives regular reports from the Corporate Responsibility Steering Committee about initiatives, progress towards goals and potential roadblocks.
A Letter from our President and CEO
Who We Are
Environmental Stewardship
Products
Governance and Transparency
Appendices
Our Corporate Responsibility Steering Committee provides executive oversight of our corporate responsibility initiatives and builds awareness of priority topics across the organization. This Committee includes our Chief Executive Officer, Chief Financial Officer, Chief Operating Officer and Senior Vice President, General Counsel and Secretary plus four Vice Presidents among others across the organization. This Committee tracks progress toward goals and assesses initiatives to reach AutoZone's goals and aspirations.
2026 Corporate Responsibility Report 18
2026 Corporate Responsibility Report 19
SASB Code
Accounting Metric
SASB Data
Energy Management in Retail & Distribution
CG-MR-130a.1
1 ) Total energy consumed
Percentage grid electricity
Percentage renewable energy
See FY2025 Emissions and Energy; pg. 10.
1 ) 6,660,502 gigajoules (GJ) were consumed by AutoZone's global operations (Scopes 1 and 2). Higher Heating Values (HHVs) are considered for the fuels included in this total.
30% of total energy consumed globally (across Scopes 1 and 2) was purchased electricity.
Percentage of energy consumed from a renewable energy source was 0.2%.
Data Security
CG-MR-230a.1
Description of approach to identifying and addressing data security risks
See 2025 10-K Report; pg. 19-21, 24-25
CG-MR-230a.2
1 ) Number of data breaches
Percentage involving personally identifiable information (PII)
Number of customers affected
No material breaches during the reporting period.
Labor Practices
CG-MR-310a.2
1 ) Voluntary turnover rate for store and distribution center employees
2) Involuntary turnover rate for store and distribution center employees
Voluntary Involuntary Total
Turnover Turnover Turnover
DCs 36.6% 18.5% 55.1%
Stores 38.9% 10.2% 49.1%
Turnover metrics reflect full-time AutoZoner turnover.
Workforce Diversity & Inclusion
CG-MR-330a.1
Percentage of gender and racial/ethnic group representation for
1 ) executive management
non-executive management
all other employees
% Women in % Racially/Ethnically Workforce Diverse in Workforce
All AutoZoners 23.3% 52.9%
Board of Directors 44.4% 33.3%
Executive Committee 25.0% 31.3%
Vice President 23.3% 37.2%
Director 20.9% 34.9%
Management 28.9% 45.8%
2026 Corporate Responsibility Report 20
SASB Code
Accounting Metric
SASB Data
Product Sourcing, Packaging & Marketing
CG-MR-410a.1
Revenue from products third-party certified to environmental and/or social sustainability standards
AutoZone does not use external certifications for product environmental/social standards but does set and uphold its own standards in working with manufacturing vendors.
CG-MR-410a.2
Discussion of processes to assess and manage risks and/or hazards associated with chemicals in products
See Product Quality and Safety; pg. 14
CG-MR-410a.3
Discussion of strategies to reduce the environmental impact of packaging
Over the past several years, we have accelerated efforts to optimize product packaging to reduce waste and cost, prevent potential injuries and improve our overall packaging footprint. We have engaged our suppliers in this effort.
We continue to employ the following efforts:
Working to shrink packaging in line with the product size and eliminate redundant outer packaging
Removing inner case packaging where possible without risking damage to the products
Implementing perforated boxes to avoid the use of box cutters
Optimizing unit packaging to decrease the package footprint and increase storage capacity on shipping containers
In FY2025, our packaging initiatives focused on establishing and documenting the full life cycle of vendor packaging materials to support compliance with Extended Producer Responsibility requirements.
Activity Metrics
CG-MR-000.A
Number of:
1 ) Retail locations
2) Distribution centers
1 ) 7,657 total stores
2) 16 distribution centers
CG-MR-000.B
Total area of:
1 ) Retail space
2) Distribution centers
1 ) 51,817,580 square feet of selling space
2) Approximately 8.5MM square feet in distribution centers
Disclaimer
AutoZone Inc. published this content on April 15, 2026, and is solely responsible for the information contained herein. Distributed via Public Technologies (PUBT), unedited and unaltered, on April 15, 2026 at 14:01 UTC.