At Henry Schein, we have long understood that our business success is directly linked to our success at creating shared value with and for the key stakeholders that make up our Mosaic of Success — our Team Schein Members, customers, suppliers, stockholders, and society. By working alongside these stakeholders to create economic, environmental, and social benefit, we forge the trusted relationships that drive our Company’s sustained growth, amplify our collective strengths, and bring to life our vision of making the world healthier, together. Caring — for the health care providers we serve, the suppliers with whom we partner, the communities where we live and work, our Team Schein Members (TSMs), our stockholders, and the planet we share — is a key priority.

The power of our approach is demonstrated by the success of our recently completed BOLD+1 2022−2024 Strategic Plan, which exceeded 2024 targets for advancing our high-growth, high-margin businesses. For more specifics on our BOLD+1 accomplishments and 2024 financial results, see our 2024 Annual Report.

As we launch our renewed BOLD+1 2025−2027 Strategic Plan, engaging as a leading corporate citizen with our stakeholders to create shared value — the “+1” — remains core to our business strategy of strengthening our business operations, enhancing market competitiveness, and delivering long-term growth.

Our commitment to environmental responsibility is reflected in several key initiatives that are already making an impact. This year, we received validation of emissions reduction targets from the Science-Based Targets initiative and are building a transition plan to reach net-zero by 2050. Embedding environmental responsibility throughout our global supply chain is aimed at advancing our business’s long-term operational efficiency goals and energy diversification, which is intended to reduce costs and promote sustainability, so we can better meet the evolving needs of our customers and communities for generations to come.

We also continue to invest in and strengthen our greatest asset — Team Schein. Teams with diverse backgrounds, perspectives, and ideas foster innovative solutions and more effective problem-solving, enabling us to adapt, grow, and compete in a rapidly evolving marketplace. Guided by our values of Community, Caring, and Career, we’re investing in a culture of wellness, inclusivity, and collaboration — through initiatives like our 2024 Banish Burnout campaign, Culture Ambassador Program, and the launch of our seventh Team Schein-led Employee Resource Group. These and other initiatives, including additions to our learning and development programs and the launch of our new skills-based Core Leadership Capabilities, expand opportunities for personal and professional growth and position our TSMs to be responsive, innovative leaders.

In this year’s CARES report, we are pleased to provide an update on these efforts and more to deliver on the “+1” of our strategic plan. From driving greater sustainability in our facilities and supply chains, to further engaging and developing Team Schein, to ensuring the highest ethical standards throughout our Company, we highlight the ways in which we continue to create shared value with our constituencies especially to meet customer demands and advance our mission to help health care professionals deliver high quality care while making the world healthier.

Our many accomplishments this year would not have been possible without the dedication and hard work of Team Schein. By continuing to work together creatively, collaboratively, and with a shared understanding of our strategy and goals, we will continue to care for our business, our stakeholders, and the world.

Stanley M.Bergman
Chairman of the Board
and Chief Executive Officer,
Henry Schein, Inc.

Q: How is sustainability and corporate citizenship good for business and its growth?

Andrea Albertini: I see sustainability and corporate citizenship as not only core to any company’s responsibility but also fundamental to a successful business strategy. Our founders, Henry and Esther Schein, understood this when they embedded into their company more than 93 years ago an ethos of “doing well by doing good.” Today, this long-term commitment to citizenship and sustainability is fundamental to our brand, which rests on our promise to customers that they can “rely on us” to help them grow their practices and best serve their patients.

The health care providers we serve are under increasing pressure to deliver high-quality care while managing costs and reducing their environmental footprint. We are positioning our business to support them on this journey because we know that sustainable practices — like improving energy efficiency, cutting down on medical waste, or sourcing responsibly — can significantly lower operating expenses over the long-term and help them stay competitive. And with more and more medical and dental schools incorporating sustainability into their curriculums, along with growing support from health systems and clinicians, we believe sustainability will drive the health care practices of the future.

Ultimately, doing what’s right for people and the planet helps us strengthen our brand, build lasting partnerships, and ensure our long-term shared success across the health care ecosystem.

Tom Popeck: I agree and would add that sustainability and corporate citizenship are especially important in health care because they directly impact societal well-being. When it comes to manufacturing, sustainability is core to our ability to achieve our corporate mission of making the world healthier, together. By focusing on reducing waste, improving energy efficiency, and using safer, more sustainable materials, we aren’t just safeguarding our environment. We’re also streamlining operations and cutting costs. And we’re engaging our Team Schein Members, who care about supporting their communities and ensuring more people have access to the care they need.

Q: Are you seeing growing expectations from customers and suppliers on sustainability? And if so, how?

Andrea Albertini: Sustainability and corporate citizenship have been guiding lights for Henry Schein since our beginning. Our focus on these issues is not new. But newer reporting requirements in some geographies — such as the EU Corporate Sustainability Reporting Directive and Australian Sustainability Reporting Standards — are pushing sustainability even more to the forefront. And we are seeing sophisticated customers and suppliers increasingly reaching out to understand what steps Henry Schein is taking, how we are tracking our environmental impact, and how we can work together to drive meaningful, positive change. In our view, collective action from manufacturers, distributors, and providers is urgently needed given that roughly 5% of global carbon emissions come from the health care sector

Tom Popeck: Sustainability is also of growing importance in manufacturing, where it starts with responsible material sourcing. That’s why we employ an audit process on certain manufacturers with regard to their sustainability efforts. Even as the conversation around sustainability evolves in the U.S., our European manufacturers maintain a very strong commitment to sustainability.

Q: How are you embedding sustainability and corporate citizenship into your teams?

Tom Popeck: I’m a true believer in sustainability — I have solar panels on my house, I drive an EV — and have long encouraged my teams to explore ways to grow our business while also boosting our communities and improving our environmental sustainability. And in my experience, people generally want to be involved in these efforts because it makes them feel good about what they’re doing.

Our Brasseler facility in Savannah made the switch from plastic bubble wrap to paper-based void fill — not only reducing plastic waste but also saving money. With the installation of rooftop solar panels, our FKG Dentaire manufacturing facility in France now runs on 100% green energy, including 40% solar energy produced on site and 60% hydropower. And our Altatec facility in Germany has made improvements resulting in reductions in both water and energy consumption. These are all the results of the commitment and ingenuity of our TSMs. If you set the expectation, your team will gladly get behind the effort.

Andrea Albertini: Tom’s right, it’s all about leading by example and working to build sustainability and corporate citizenship into our everyday culture. From training and educating our teams to offering ways to recycle and reuse items in the office to volunteering with local community partners, we aim to create small, meaningful habits that add up. We also involve our Team Schein Members in the process — getting their ideas, sharing wins, and making sure everyone feels like they’re contributing to something bigger than just the job. This really echoes my personal experience growing up in Bologna, Italy — where being involved with and contributing to the community were very important — and the way I’m raising my own children to embrace opportunities to give back.

Q: What advice do you have for other sales leaders on the business case for sustainability and corporate citizenship?

Tom Popeck: Start by showing how sustainability can directly impact the bottom line. Whether it’s through cost savings from energy efficiency, waste reduction, or how sustainable practices can help your customers meet their own goals, there’s real financial value to be found. Plus, being a responsible corporate citizen can be a key differentiator in a competitive market. When you lead with values, you attract not only customers but also top talent and investors who want to be part of a business with purpose. By connecting sustainability to your team’s KPIs, you can make progress on both sustainability and other performance metrics.

Andrea Albertini: Sustainability and corporate citizenship should be approached as opportunities — not just as “nice-to-haves” because it’s about “doing well by doing good.” More and more customers, whether health care providers, patients, or consumers, want to partner with brands that align with their values. So, by integrating sustainability into your products and services, you’re not just ticking the box — you’re building trust, loyalty, and long-term relationships with your customers and a sense of purpose and belonging with your team. Fully realizing the benefits means getting the whole team on board — sales leaders, marketing, and operations. Everyone should be part of the conversation.

Q: How is sustainability embedded into our manufacturing processes and sites globally?
We’re advancing sustainability in our manufacturing processes in a number of ways. For example, we continue to improve our sites and processes to reduce our use of resources like energy, water, and raw materials. In some facilities, this means equipping our lighting with sensors to conserve energy, while in our more advanced facilities, we are recycling air and water and using renewable energy. We’re also optimizing our manufacturing and distribution spaces through ongoing facility consolidation, which will really help shrink our overall environmental footprint. Through adherence to lean manufacturing principles, we are driving reductions in waste. And we are laser-focused on eliminating hazardous waste, both to improve safety and the environment. Finally, the sustainability of the products we make at our sites is also important. That’s why we are focused on optimizing the lifecycle of our products by offering our customers services like dental handpiece repair and instrument sharpening.

Q: Why is sustainability important to you?
By embracing sustainable manufacturing, we’re reducing our environmental impact, which is hugely important. At the same time, we’re also making our business stronger and fostering a workplace where everyone feels like they’re making a real long-term difference. So, sustainability is extremely valuable — to our business, to our people, and to our planet.

Q: How does sustainability drive business for Henry Schein Products?
For one thing, our customers are asking us to show our commitment to sustainability — so improved sustainability is directly related to demand for Henry Schein Products. In addition, when we use resources efficiently, reduce waste, and streamline our processes, it can lead to some significant cost savings, which is also great for our business. There’s no doubt that the sustainability of our manufacturing network has an important role to play in driving our business forward.