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 essential 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
Teammate Engagement
Diversity & Belonging
Teammate Development
The DaVita Way
Environmental Stewardship
Carbon Emissions Reduction
Water & Waste Reduction
Healthy Communities
Charitable Giving
Volunteerism
Teammate 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.
Patient Care
Provide industry-leading care so that our patients can live their best lives
2025 Goal
Lead the industry in external quality ratings
2024 Progress
Continued as an industry leader under CMS’
Five-Star Quality Rating System ¹ for the nine most recently reported years
2025 Goal
25% of patients choose to dialyze at home ²
2024 Progress
Over 15% of patients are dialyzing at home, as of December 31, 2024
2025 Goal
Achieve greater health equity for our patients
2024 Progress
Launched a Transplant Health Equity pilot; continued health equity and social drivers of health interventions in select cities
2025 Goal
Patient Net Promoter Score (NPS) of 50 or higher
2024 Progress
NPS score of 64 from dialysis patients
2025 Goal
Patient Net Promoter Score (NPS) of 50 or higher
2024 Progress
NPS score of 64 from dialysis patients
2025 Goal
Educate more than 100,000 patients in a Kidney Smart class
2024 Progress
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
Teammate Engagement
Be recognized as a best-in-class employer of choice¹
2025 Goal
Teammate engagement score of 84% or higher
2024 Progress
Average teammate engagement score of 84% in 2024
2025 Goal
Sustain equal pay for equal work
2024 Progress
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.
2025 Goal
Meet or exceed EEO-1 benchmarks for all levels
2024 Progress
68% of EEO-1 benchmarks² met or exceeded
2025 Goal
Provide learning and development programs to more than 95% of teammates each year
2024 Progress
~100% attendance of teammates for learning and development programs through our online suite of courses³
2025 Goal
Increase participation to 50% of teammates participating in health and well-being programming
2024 Progress
~45% teammate participation in a health and well-being program in 2024
2025 Goal
Maintain focus and leadership on belonging
2024 Progress
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.
Environmental Stewardship
Reduce our carbon footprint in alignment with Science-Based Targets
2025 Goal
100% powered by renewable energy globally ¹
2024 Progress
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
2025 Goal
Reduce carbon emissions by 50%²
2024 Progress
72% reduction of scope 1 and 2 emissions, as of December 31, 2024
2025 Goal
Save 240 million gallons of water
2024 Progress
More than 75 million gallons of water saved in 2024;³
more than 326 million gallons of water saved
since 2021
2025 Goal
Implement recycling at 100% of U.S. facilities⁴
2024 Progress
Recycling implemented in more than 65% of our U.S. facilities⁵
2025 Goal
Vendors representing 70% of supply chain emissions set climate change goals⁶
2024 Progress
Vendors representing 68% of our scope 3 emissions with science-based targets
2025 Goal
Teammates to complete 70,000 Green Actions⁷
2024 Progress
~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.
Healthy Communities
Spread ripples of citizen leadership throughout our local communities
2025 Goal
125,000 hours of volunteerism
2024 Progress
~59,000 volunteer hours completed in 2024;
~147,000 hours completed from 2021—2024
2025 Goal
Enhance our impact through strategic giving focus areas
2024 Progress
Strategic giving through DaVita Giving Foundation, focusing on healthcare, kidney disease and social drivers of health
Leading with Integrity and Accountability
Do the right thing by operating from a foundation of compliance and ethics
2025 Goal
Ensure that compliance remains an enterprise priority by maintaining a strong culture of compliance
2024 Progress
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
2025 Goal
Continue to ensure that teammates and directors complete compliance training and review the code of conduct annually
2024 Progress
99.9% of teammates and directors completed annual compliance training;
Practically 100% of teammates reviewed the code of conduct.
2025 Goal
Continue to ensure that new teammates complete compliance training and review the code of conduct within 60 days of hire
2024 Progress
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
2025 Goal
Continue to ensure that all medical directors and joint venture partners receive annual compliance training
2024 Progress
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.
Key ESG Reports
For more information on our 2024 corporate citizenship initiatives, please visit our ESG Reporting Hub or download our full Community Care ESG Report. Unless otherwise indicated, the data included in this report is as of December 31, 2024 for the Company’s consolidated operations.