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Our Approach

Our Environmental, Social & Governance (ESG) program builds on our proud legacy of caring for our patients, each other and our world with earnest commitment, diligent measurement and transparent reporting.

Governance Structure

The Nominating and Governance Committee of DaVita’s Board of Directors (the “Board”) oversees DaVita’s activities, policies and programs related to corporate environmental and social responsibility. Our management ESG Steering Committee, composed of leaders with diverse perspectives from across the business, is responsible for aligning our community strategy across the company.

Other essential ESG Steering Committee responsibilities include:

  • Providing guidance on strategy and disclosures for ESG initiatives.

  • Reporting to the Nominating and Governance Committee on a regular basis.

  • Providing periodic reports to the Audit Committee on ESG-related public reporting, including reporting controls.

  • Providing an ESG report to the full Board no less than once per year.
     

ESG Strategy

In 2021 we conducted a prioritization assessment to identify the economic, environmental and social issues that are most important to our organization and our stakeholders. We surveyed our teammates, interviewed senior leaders, benchmarked industry peers and leveraged external expertise, including the SASB recommended metrics for health care service providers, which includes investor feedback. This input helped us to identify our five community strategic focus areas and key initiatives within each.

Patient Care

Quality of Care

Patient Experience

Patient Education

Health Equity

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Teammate Engagement

Diversity & Belonging

Teammate Development

The DaVita Way

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Environmental Stewardship

Carbon Emissions Reduction

Water & Waste Reduction

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Healthy Communities

Charitable Giving

Volunteerism

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Leading with Integrity & Accountability

Compliance, Ethics & Governance

Data Privacy

Supply Chain

Progress Report: Our 2025 Goals

In 2021 we published a series of ESG goals to achieve by 2025, many of which are aspirational, and the hard work it will take to meet them has only begun. While we recognize that it may be difficult to achieve some of these ambitious goals during the timeframe, we believe there is value in striving for them. The table below provides disclosure of our achievements to date.

2025 Goal

2024 Progress

Lead the industry in external quality ratings

Continued as an industry leader under CMS’
Five-Star Quality Rating System ¹ for the nine most recently reported years

Patient Care

Provide industry-leading care so that our patients can live their best lives

25% of patients choose to dialyze at home ²

Over 15% of patients are dialyzing at home, as of December 31, 2024

Achieve greater health equity for our patients

Launched a Transplant Health Equity pilot; continued health equity and social drivers of health interventions in select cities

Patient Net Promoter Score (NPS) of 50 or higher

NPS score of 64 from dialysis patients

Educate more than 100,000 patients in a Kidney Smart class

40,000+ people attended a Kidney Smart class
in 2024;
142,000+ people have attended a Kidney Smart class since 2021

¹ According to October 2024 data (for 2023 year), the most currently available data, from the Centers for Medicare & Medicaid Services’ Five-Star Quality Rating System
² Modality selections and decisions related to a patient’s care are always made by the attending nephrologist and patient, and provided pursuant to a physician’s order

2025 Goal

2024 Progress

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Teammate engagement score of 84% or higher

Average teammate engagement score of 84%
in 2024

Teammate Engagement

Be recognized as a best-in-class employer of choice¹

Sustain equal pay for equal work

Continued investments in a proactive approach to
equitable pay; systematically defining, monitoring and acting upon outliers within our aligned pay structures as we strive to ensure equitable pay over time.

Meet or exceed EEO-1 benchmarks for all levels

68% of EEO-1  benchmarks² met or exceeded

Provide learning and development programs to more than 95% of teammates each year

~100% attendance of teammates for learning and development programs through our online suite of courses³

Increase participation to 50% of teammates participating in health and well-being programming

~45% teammate participation in a health and well-being program in 2024

Maintain focus and leadership on belonging

84% Belonging score, based on  2024 surveys; fourth annual Week of Belonging held in November 2024.

¹ Data from Teammate Engagement Section includes U.S. teammates only.
² Data is aggregated and reported out to align with our organizational structure, where we create differentiation between managers and directors. We hold each of those populations to the same EEO-1 benchmark standard. Data as of 12/31/24.
³ Calculation excludes physicians and teammates on leave as of 12/31/24.

2025 Goal

2024 Progress

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100% powered by renewable energy globally ¹

100% of U.S. operations matched by renewable energy purchases through our virtual power purchase agreements;
83% of global operations matched by renewable energy purchases

Environmental Stewardship

Reduce our carbon footprint in alignment with Science-Based Targets

Reduce carbon emissions by 50%²

72% reduction of scope 1 and 2 emissions, as of December 31, 2024

Save 240 million gallons of water

More than 75 million gallons of water saved in 2024;³
more than 326 million gallons of water saved
since 2021

Implement recycling at 100% of U.S. facilities⁴

Recycling implemented in more than 65% of our U.S. facilities⁵

Vendors representing 70% of supply chain emissions set climate change goals⁶

Vendors representing 68% of our scope 3 emissions with science-based targets

Teammates to complete 70,000 Green Actions⁷

~32,000 Green Actions completed in 2024;
~68,700 Green Actions completed since 2021

¹ Via on-site renewable energy and/or virtual Power Purchase Agreements
² As compared to 2018 baseline
³ Calculated based on gallons per treatment savings from clinics with water efficiency projects implemented
⁴ Where local recycling is available and permitted at our premises
⁵ Includes domestic kidney care centers with confirmed recycling services
⁶ See page 44 of the downloadable report for more detail
⁷ A Green Action is complete when any teammate does something to improve the environment, reduce environmental impact, and/or learn something new or educate others about sustainability. 1 volunteer hour equates to 1 Green Action.

2025 Goal

2024 Progress

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125,000 hours of volunteerism

~59,000 volunteer hours completed in 2024;
~147,000 hours completed from 2021—2024

Healthy Communities

Spread ripples of citizen leadership throughout our local communities

Enhance our impact through strategic giving
focus areas

Strategic giving through DaVita Giving Foundation, focusing on healthcare, kidney disease and social drivers of health

2025 Goal

2024 Progress

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Ensure that compliance remains an enterprise priority by maintaining a strong culture of compliance

Two compliance surveys annually to get feedback about teammate perception on DaVita’s culture of compliance that we use to drive greater awareness, empower leaders and promote accountability

Leading with Integrity and Accountability

Do the right thing by operating from a foundation of compliance and ethics

Continue to ensure that teammates and directors complete compliance training and review the code of conduct annually

99.9% of teammates and directors completed annual compliance training;
Practically 100% of teammates reviewed the code of conduct.

Continue to ensure that new teammates complete compliance training and review the code of conduct within 60 days of hire

Compliance training completed by 99.5% of new teammates and directors within 60 days of hire; code of conduct reviewed by 99.6% of new teammates within 60 days of hire

Continue to ensure that all medical directors and joint venture partners receive annual compliance training

95.6% of medical directors and joint venture partners completed annual compliance training

Our 2025 ESG Goals reflect our voluntary alignment with several of the Sustainable Development Goals (SDGs) adopted by all United Nations Member States in 2015. The SDGs are a call for action by all countries to promote prosperity while protecting the planet. They are part of the United Nations’ 2030 Agenda for Sustainable Development, which sets out a 15-year plan to achieve the SDGs. As a global citizen, DaVita is committed to helping reach these
 goals. Accordingly, our 2025 goals align with several of the SDGs, including Goal 3: Good Health and Well-Being, Goal 8: 
Decent Work and Economic Growth and Goal 13: Climate Action.

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