CORPORATE 
SUSTAINABILITY  
REPORT
2021
TWO BRANDS, ENDLESS POSSIBILITIES

Statements in this Corporate Sustainability Report and Dollar Tree, Inc.’s website regarding the company’s Environmental, 
Social, Governance (ESG) initiatives and future operating results, outlook, growth, plans, and business strategies, including 
statements regarding projected savings and anticipated improvements to the company’s business and ESG metrics as 
a result of its initiatives and programs, as well as any other statements that are not related to present facts or current 
conditions or that are not purely historical, constitute forward-looking statements. These forward-looking statements are 
based on the company’s historical performance and its plans, estimates, and expectations as of April 1, 2021. Forward-
looking statements are not guarantees that the future results, plans, intentions, or expectations expressed or implied 
by the company will be achieved. Matters subject to forward-looking statements involve known and unknown risks and 
uncertainties, including economic, legislative, regulatory, competitive, and other factors, which may cause actual financial 
or operating results, levels of activity, or the timing of events to be materially different than those expressed or implied by 
forward-looking statements. Important factors that could cause or contribute to such differences include execution of the 
company’s plans and its success in realizing the benefits expected to result from its initiatives and programs, including its 
sustainability initiatives, and the other factors set forth in Part I, “Item 1A. Risk Factors” in the Company’s 2020 Annual Report 
on Form 10-K, as may be amended or updated in the company’s Quarterly Reports on Form 10-Q or other filings with the 
SEC. Except as required by law, the company specifically disclaims any obligation to update any forward-looking statements 
as a result of developments occurring after the date of this report, even if its estimates change, and you should not rely on 
statements contained herein as representing the company’s views as of any date subsequent to the date of this report.
Contents
MISSION STATEMENT	
2 
CEO LETTER	
3
WHO WE ARE	
5
OUR ESG JOURNEY	
9
COVID-19 RESPONSE	
11
ENVIRONMENTAL STEWARDSHIP	
16
SOCIAL IMPACT	
25
PRODUCT SAFETY & SUPPLY CHAIN	
36
GOVERNANCE & ETHICS	
41
APPENDIX	
50
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DOLLAR TREE | FAMILY DOLLAR 2021 CORPORATE SUSTAINABILITY REPORT

Dollar Tree and Family Dollar 
are two brands dedicated to 
something very simple: making 
peoples’ lives easier. Our promise 
is to make sure shoppers have 
the things they need in their 
everyday lives—and to create 
an experience that is uniquely 
convenient and affordable. But 
we do not want to merely fulfill 
this promise. We also carefully 
consider how we impact the 
places where we open our stores 
and are dedicated to creating 
jobs and directly investing in our 
communities. As we work toward 
this mission, we are continuously 
thinking about how we can 
become a more sustainable 
business for a better tomorrow.
OUR MISSION
Dollar Tree is a customer-oriented operator of variety 
stores, focused on delivering great value and convenience 
to customers across North America. We operate with 
measured and profitable growth, empower associates to 
share in our opportunities, rewards and successes, and 
work with others in an honest and considerate way.  
OUR VALUES
We bring a can-do attitude to everything we do, and act 
responsibly and with integrity and courtesy within our 
communities. We practice sound judgment and do the 
right things for the right reasons. Our commitment to 
always show respect for each other, our communities,  
and the company as a whole is unwavering as we work 
toward fulfilling our mission. 
OUR STRATEGY 
Everyone from our executive team to our associates are 
driven by the WINNER strategy, which guides every 
decision we make.
Wow the customer 
Invest in our people 
New stores—more, better, faster 
New businesses—new growth engines  
Ensure consistent, profitable growth  
Reinvent ourselves continuously
Our 
Mission
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DOLLAR TREE | FAMILY DOLLAR 2021 CORPORATE SUSTAINABILITY REPORT

Our communities are at the core of all we do. While 
providing customers with affordable, everyday 
essentials at great value and exciting products to 
celebrate life events, we continue to strive to be 
the best corporate citizen for all stakeholders – 
customers, associates, shareholders, vendors and 
the neighborhoods, towns and rural markets our 
more than 15,600 Dollar Tree and Family Dollar 
stores serve. 
While exceeding $25 billion in annual sales for the first time in 2020, we recognize our role as a leader in the retail space, 
and we encourage ourselves and others to help the world continually be a healthier, safer and more prosperous place for 
all. From opening and renovating thousands of energy-efficient stores, partnering with community leaders to encourage 
economic and social growth, supporting charitable partnerships and focusing on providing associates with development 
opportunities and flexible career paths – to going “above and beyond” regulatory requirements in order to source 
sustainable products, adopting new policies and procedures and establishing baselines to measure our progress – we are 
focused on our environmental, social and governance (ESG) initiatives and enhancing our reporting and transparency on 
these important matters.
Along with a solid operational performance, Fiscal 2020 was a pivotal year for the organization, which included achieving 
important milestones and accomplishing several sustainability goals, such as: 
	
•  Proactively reaching out to our largest institutional 
holders (~56% of the shares outstanding) to invite 
them to engage with our Governance, Investor 
Relations and senior management teams regarding 
ESG matters;
	
•  Conducting a detailed assessment of our impact on 
the environment and measuring our carbon footprint 
to establish an initial baseline;
	
•  Developing our first generation of climate goals aimed 
at reducing our emissions and increasing our use of 
renewable energy goals in our operations and our 
supply chain;
	
•  Fostering a corporate culture of Diversity, Equity and 
Inclusion (DEI) and forming our DEI Executive Council, 
charged to build on our progress of embracing 
differences, ensuring fair treatment and providing 
equal access to opportunities and resources;
	
•  Participating for a second consecutive year in the 
Clean Production Action’s Chemical Footprint Project, 
a tool for benchmarking companies as they select 
LETTER FROM THE CEO
While we have 
accomplished 
a great deal in 
recent years, we 
remain steadfastly 
focused on 
improvement, 
especially as 
related to our 
ESG goals and 
initiatives.”
“
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DOLLAR TREE | FAMILY DOLLAR 2021 CORPORATE SUSTAINABILITY REPORT

safer alternatives and reduce their use of chemicals of 
high concern;
	
•  Partnering with ADT® Commercial for comprehensive 
and innovative security solutions and real-time video 
monitoring services to stores across the U.S.;
	
•  Initiating a test of fresh produce and frozen meats in 
dozens of Family Dollar stores, focused on markets 
where shoppers have fewer grocery options;  
	
•  Launching our inaugural ‘Choose to Give’ workplace 
giving campaign, in which the Company and associates 
donated $2.7 million to our three largest charitable 
partners: Boys & Girls Clubs of America, Operation 
Homefront and United Way of South Hampton Roads;
	
•  Paying approximately $279 million in COVID-related 
expenditures, mainly to reward frontline store and 
distribution center associates with wage premiums 
and bonuses in recognition of their extraordinary 
efforts to serve customers during one of the most 
unprecedented times in modern history; and
	
•  Diligently maintaining safe and clean environments 
to help mitigate COVID-19 risks, while keeping store 
shelves stocked with essential products at great value 
in convenient store locations.
While we have accomplished a great deal in recent years, we remain steadfastly committed to improvement, especially as 
related to our ESG goals and initiatives. The following report demonstrates our focus on meaningful projects that minimize 
corporate sustainability risks while reducing costs and driving efficiency, which we believe ultimately ensures the creation 
of sustainable value to all stakeholders. 
Thank you for being part of our journey as we continue to move forward in our commitment to sustainability and a 
better world.
Michael A. Witynski 
President and Chief Executive Officer 
Dollar Tree, Inc.
THANK YOU TO OUR 
HEROES – STORE AND 
DISTRIBUTION CENTER 
ASSOCIATES – WHO  
SERVE THEIR COMMUNITIES 
EVERY DAY.
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DOLLAR TREE | FAMILY DOLLAR 2021 CORPORATE SUSTAINABILITY REPORT

Who We Are
At Dollar Tree, we believe that 
shopping should be fun—and that we 
have done our job when customers 
walk away feeling as if they have 
uncovered amazing items at an 
unbelievable value that make their 
lives easier and better. 
The predecessor of our Dollar Tree stores was founded 
in 1953 as a “five-and-dime” variety store in southeastern 
Virginia, still home to our corporate headquarters. 
From that humble start nearly seven decades ago, our 
business has grown into an international retailer of  
more than 15,600 stores across the U.S. and Canada.
At our Dollar Tree stores, we offer a range of 
merchandise—from household essentials and beauty 
items to toys and teaching supplies—primarily at 
the $1 price point in the U.S. or $1.25 (CAD) at Dollar 
Tree Canada stores. Most of these items sell for more 
elsewhere, which means that our customers can  
stretch their dollars to get the products they need at 
extreme value.
In 2015, we merged with the Family Dollar chain, whose 
discount retail stores focus on delivering top value for 
family essentials with competitively-priced merchandise 
that generally ranges from $1 to $10. Family Dollar sells 
food and beverages, household cleaners, health aids, 
apparel, home decor, and more.
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DOLLAR TREE | FAMILY DOLLAR 2021 CORPORATE SUSTAINABILITY REPORT

WHO WE ARE 
continued
1980
1986
Inspired by the 
traditional “five-and-
dime” store format, 
Company founders 
Macon Brock, Doug 
Perry, and Ray 
Compton launch 
“Only $1.00” stores in 
Georgia, Tennessee, 
and Virginia.
1993
The chain is 
rebranded to 
Dollar Tree 
Stores.
1995
Dollar Tree goes public on the 
NASDAQ exchange.
1997
Dollar Tree 
breaks ground 
on its new Store 
Support Center 
in Chesapeake, 
Virginia. 
2010
Dollar Tree operates 
its first retail 
locations outside 
of the U.S. when it 
acquires 86 Canadian 
Dollar Giant stores.
2011
The Company’s first  
Corporate Sustainability  
Report (CSR) is published.
2014
Dollar Tree celebrates the opening of its 5,000th store.
2015
The company completes the transformative merger with 
Family Dollar, and the combined enterprise operates more 
than 13,000 stores.
2019
Dollar Tree 
consolidates 
support 
functions and 
management of 
both brands in 
a new corporate 
headquarters 
in Chesapeake, 
Virginia.
1990
2000
2010
2020
2008
Dollar Tree earns a place 
on the Fortune 500 and has 
the number one performing 
stock for the entire Fortune 
500 during the year.
1953 BEN FRANKLIN VARIETY STORE, NORFOLK, VIRGINIA
2021
The company releases an enhanced 
CSR reporting for the first time on 
greenhouse gas metrics and goals.
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DOLLAR TREE | FAMILY DOLLAR 2021 CORPORATE SUSTAINABILITY REPORT

SNAPSHOT OF OUR BUSINESS
Our company continues to grow while staying true to our shared mission of providing 
customers with fantastic value. In 2020, consolidated net sales increased to $25.51 
billion and we ended the fiscal year with 15,685 retail stores.
Dollar Tree stores sell three main types  
of merchandise:
  •  Consumable Merchandise: Everyday consumables, such 
as household paper, food, candy, health, and personal 
care items.
  •  Variety Merchandise: Toys, durable houseware, gifts, 
stationery, party goods, and arts and crafts supplies.
  •  Seasonal Goods: Holiday-specific items, such as 
Christmas, Easter, Halloween, and Valentine’s Day 
merchandise.
WHO WE ARE 
continued
In 2019, we began testing multi-price assortments in more than 100 Dollar Tree stores, specifically providing 
even greater value and exciting products at the $3 and $5 price points. We are expanding this initiative to a 
total of 500 stores in 2021.
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DOLLAR TREE | FAMILY DOLLAR 2021 CORPORATE SUSTAINABILITY REPORT

WHO WE ARE 
continued
Our Family Dollar stores provide customers 
with a quality, high-value assortment of basic 
necessities and seasonal merchandise. We 
offer competitively-priced national brands from 
leading manufacturers alongside name brand 
equivalent-value, lower-priced private labels: 
  •  Consumable Merchandise: Food and beverage, pet food and 
supplies, hardware and automotive supplies, paper products, 
and household chemicals.
  •  Home Products: Housewares, giftware, bed linens and 
home decor. 
  •  Apparel and Accessories Merchandise: Clothing, fashion 
accessories, and shoes.
  •  Seasonal and Electronics Merchandise: Holiday items, 
party supplies, and personal electronics such as prepaid cell 
phones and services.
In late 2020, we announced our new partnership with Instacart, providing 
customers with same-day delivery options from more than 6,000 Family Dollar 
stores. We are focused on meeting the evolving needs of our Family Dollar 
customers and we believe the Instacart platform is enabling us to broaden the reach of our customer base. 
Historically, small towns and rural markets have had very limited retail options. Shoppers often travel long 
distances to meet all of their shopping needs, but we are changing that. By building on the success of both brands, 
we have created a new combination store format for markets with populations of 3,000 to 4,000.
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DOLLAR TREE | FAMILY DOLLAR 2021 CORPORATE SUSTAINABILITY REPORT

From its founding, Dollar Tree has 
operated its business with integrity 
and concern for others. The company 
is focused each day on promoting 
a welcoming and safe environment 
for its customers and associates. 
The principles that guide Dollar Tree 
are ingrained in its people and its 
operations. From the safety of the 
products it sells to its concern for  
the individuals who make them, 
Dollar Tree strives to stay focused  
on these values.
Our ESG  
Journey
ENVIRONMENTAL – SOCIAL – GOVERNANCE 
From an initial focus on customer and associate 
welfare, our vision has widened over the decades 
to encompass concerns in the communities 
where we work and live. Early on, our attention 
was drawn to developing standards about the 
products we sell, what goes into making them, and 
how our vendors and supply chain can promote 
a safer, more equitable world. At the same time, 
our customers and our shareholders were asking 
for more details about our efforts across a range 
of sustainability topics. Ten years ago, this led us 
to produce our very first Corporate Sustainability 
Report, bringing to the company’s website a 
consolidated source for information about Dollar 
Tree’s operations as they relate to environmental 
issues, social impact, and corporate governance. 
The report is now updated annually. 
Over time, we realized that stakeholders were seeking 
even more robust data, and in 2019 we committed to 
expanding our Corporate Sustainability Report.  
In response, the company identified climate change 
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DOLLAR TREE | FAMILY DOLLAR 2021 CORPORATE SUSTAINABILITY REPORT

OUR ESG JOURNEY 
continued
as an area of new focus, with broad ramifications for the future, and set out to provide significant additional information 
about Dollar Tree’s response to the crisis. 
When we made this commitment, we had no sense of the unique challenges that 2020 would present to our country, our 
customers, our communities and our associates. As the COVID-19 pandemic took hold around the world, the senseless 
deaths of George Floyd, Ahmaud Arbery, Breonna Taylor, Rayshard Brooks and other minority men and women unleashed 
widespread anguish and sparked renewed calls for social justice and racial equity. In response to these challenges, Dollar 
Tree reassessed, among other things, the daily safety and security needs of our customers and associates as well as the 
impact of systemic racism and injustice on the communities we serve. 
These challenges also gave us an opportunity to reflect more broadly on our previous approach to sustainability and 
to embark on a new journey to enhance our identification, management, and disclosure of key risks relating to ESG 
(Environmental, Social, and Governance) issues, particularly around diversity, equity and inclusion (DEI), adding to our 
focus on climate change. We were driven not only by a desire to calculate and mitigate, but also by the promise that our 
efforts could make a real difference and set us on a path to a brighter future.
For the first time, Dollar Tree has partnered with outside experts to define and measure its carbon emissions footprint, to 
set long-term greenhouse gas (GHG) emissions goals, and to prepare a formal climate disclosure report.1 Over the coming 
months and years, we will further develop our goals and disclosures around environmental sustainability in response to 
our continued analysis and learning around climate change initiatives and renewable energy, anticipated governmental 
and regulatory requirements, and the demonstrated strong concerns of our customers and shareholders. 
Inside our headquarters, the expanding scope of sustainability reporting 
has been matched by ever increasing management attention to these 
issues and oversight by our Board of Directors. Through our newly-formed 
Diversity, Equity and Inclusion Executive Council, senior managers can 
advocate for strategies to promote and embrace diversity, ensure fair 
treatment, and enable everyone—across the communities we serve, 
our associates, and our customers and vendors—to feel welcome and 
have equal access to opportunities and resources. To help measure our efforts, we also expanded our social disclosures, 
providing more transparency around the racial, ethnic, and gender makeup of our evolving workforce.
In order to reflect its view that sustainability, as a category of business risk, deserved special attention, the Board of 
Directors first established explicit oversight responsibilities (via a committee) in 2019. Expanding on the growing range  
of ESG topics deserving focus, the Board of Directors recently revised its committee charters such that 
	
•  the Compensation Committee will now oversee and evaluate DEI and human capital programs, metrics  
and management topics;
	
•  the Audit Committee’s oversight of cyber, privacy, and data security risks has been documented in great detail; and 
	
•  the Nominating and Corporate Governance Committee has been renamed the Nominating, Governance,  
and Sustainability Committee and relevant duties and responsibilities, including ESG disclosure and shareholder 
engagement on ESG topics, have been expanded.  
At Dollar Tree and Family Dollar, our passion has always been to bring incredible value to customers who need it the most. 
Our more than 207,000 associates live and work in the very same communities where we “serve the underserved” every 
day. The challenges presented to our associates, customers, and communities in 2020 gave us a new lens through which 
to view, and re-engage with, ESG concerns that impact us all. This 2021 Corporate Sustainability Report, and the work that 
underlies it, marks the launch of a new phase in our journey to improve our processes and disclosures around significant 
corporate ESG initiatives, particularly DEI and climate change, and deepens our commitment to help create a safer, better, 
and more sustainable tomorrow.
1	
See Environmental Stewardship, page 16.
DIVERSITY, 
EQUITY & 
INCLUSION 
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DOLLAR TREE | FAMILY DOLLAR 2021 CORPORATE SUSTAINABILITY REPORT

When the COVID-19 pandemic initially 
reached the U.S. in March 2020, no one 
understood the impact it would have 
on our lives nor how long it would last. 
Today, the effects of COVID-19 still 
weigh on many of us, especially those 
in disadvantaged groups, who were 
hit hardest by the pandemic. Many of 
our customers are members of these 
communities who relied on Dollar Tree 
and Family Dollar to provide affordable 
food, cleaning supplies, over-the-counter 
cold and flu medicine, and other essential 
items they could not access elsewhere. At 
the same time, our customers expected us 
to provide a safe shopping environment. 
And we rose to the occasion.
As more customers discovered, or rediscovered 
our stores, we invested heavily in our associates. 
For example, we hired 25,000 new associates and 
have paid more than $213 million in premium 
pay to our frontline workers. We also adjusted our 
benefits to better support our associates through 
this challenging and often confusing time.
Since the beginning, we have made the safety 
of our associates, customers, and vendors 
our top priority. We adhere to the guidance 
of the Centers for Disease Control and 
Prevention (CDC) as well as state and local 
health departments. We have adopted many 
safety measures, and continuously adjust our 
protocols as necessary.
Our Response  
to COVID-19
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DOLLAR TREE | FAMILY DOLLAR 2021 CORPORATE SUSTAINABILITY REPORT

OUR RESPONSE TO COVID-19 
continued
SAFETY MEASURES 
Personal Protective Equipment (PPE)
We provide face coverings to associates in stores, at the 
SSC, and in our distribution centers to wear on their shifts, 
and associates also have the option to wear their own. 
Associates are continuously reminded of the importance 
of wearing face coverings by store and field leadership via 
email communications, on calls, and during store visits.
Social Distancing
Associates are required to maintain six feet of distance 
between each other and customers. To help customers 
comply with the requirement, we have marked six-feet 
spacing on the floors in checkout lines and remind 
them through in-store PA messages. For stores where 
the floor plan isn’t as conducive to social distancing, we 
have implemented special protocols such as additional 
partitions on both sides of checkout or closing off every 
other register.
Additional Signage
Signs communicating safety requirements, including 
social distancing and wearing face coverings, are clearly 
posted at the entrance and throughout stores to keep 
shoppers and associates informed. 
Plexiglass Guards
One of the first steps we took was to install plexiglass 
barriers at cash registers in all of our stores to help protect 
our shoppers and cashiers.
Associate Health Screenings
In an effort to minimize exposure among our workforce 
and customers, we established a self-assessment program 
which provides guidance for the associates to monitor 
their health no more than two hours before every shift. It 
requires associates to self-check for COVID-19 symptoms 
and review potential COVID-19 exposures in accordance 
with CDC guidance and to stay home if they do not 
successfully complete the self-screening. This assessment 
also extends to vendors who visit the stores, as well as 
to all associates who work at our distribution centers. 
Distribution center associates also undergo temperature 
checks upon arrival through sensors upon entry.
Restricted Travel
For field teams—including district managers, regional 
directors, and field asset protection—we have restricted 
travel and minimized face-to-face meetings. When travel is 
necessary, we have implemented protocols such as only 
allowing one person per car, restricting overnight trips and 
prohibiting dining inside of restaurants.
Positive Case Protocol
This protocol follows CDC guidance and allows us to 
trace contact between individuals who have contracted 
COVID-19 and others who may have come in prolonged 
close contact with them. This may include quarantine 
measures for affected associates and store closures to 
allow for deep cleaning and sanitizing. This also helps us 
refine our processes.
Enhanced Cleaning Protocols
We have implemented enhanced cleaning 
protocols across the company. We provide our 
teams with hand sanitizer and cleaning supplies. 
At stores, cleaning and sanitizing takes place on at 
least an hourly basis and includes common areas 
and surfaces such as door handles, shopping carts 
and baskets, keypads, and register counters. We 
also engage third-party professional cleaning  
services as necessary.  
This enhanced  
cleaning protocol  
also extends to our  
distribution centers.
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DOLLAR TREE | FAMILY DOLLAR 2021 CORPORATE SUSTAINABILITY REPORT

ASSOCIATE PAY  
AND BENEFITS
Pay Policy
Dollar Tree and Family Dollar implemented 
wage premiums for store and distribution center 
hourly-paid associates. For store managers, 
in lieu of the premium we provided minimum 
guaranteed sales bonuses. We also provided 
special bonuses for certain salaried associates 
in our field operations and distribution centers. 
Distribution center associates were eligible for 
sanitation pay—associates earned more per hour 
when they volunteered to clean up after a COVID-19 
event in the building—as well as pay for additional 
training that was necessary for learning new 
cleaning protocols. Wage changes are continuously 
evaluated. We also adopted a policy that provides 
full pay to associates who test positive for COVID-19 
and/or who are required to quarantine because of 
an exposure at work to someone who had tested 
positive for the virus.
Employee Benefits
The Benefits team chose to relax the company 
leave eligibility rules to better support our 
associates who had to be absent from work.  We 
also waived copays on United Healthcare virtual 
visits to assist  associates enrolled in the Company’s 
medical plan to avoid in-person doctor’s visits. 
CARING FOR OUR 
CUSTOMERS
Contactless Payment
Most registers are now equipped with contactless 
payment through Tap to Pay with Visa, MasterCard, 
Apple Pay, and Google Pay. This still requires touching 
the keypad to confirm a transaction but does 
minimize contact.
Early Shopping for At-Risk Customers
In select markets, we continue to dedicate the 
first shopping hour to at-risk customers including 
senior citizens, individuals with pre-existing health 
conditions, and pregnant women.
Return Policy Changes
For the safety of our customers and associates, we 
temporarily suspended our return and exchange 
policy in order to ensure that purchased products 
have not previously left our stores. We also 
temporarily suspended receiving bottle returns. 
These policies have since been reinstated.
SPOTLIGHT 
Distribution Centers
Within each distribution center, we created a “store”  
to allow our associates to shop for needed supplies at 
work when supplies were scarce in retail locations. 
Store Support Center
To protect the SSC associates who are not working 
remotely, we provide face masks and sanitizing 
stations have been installed throughout the building. 
Conference rooms are stocked with sanitizer and 
disinfectant wipes. In addition, we have closed the 
dining area and created one-way traffic flow for busier 
areas. SSC associates must complete a self-screening 
and also undergo temperature checks upon arrival 
through sensors at entry doors.
OUR RESPONSE TO COVID-19 
continued
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DOLLAR TREE | FAMILY DOLLAR 2021 CORPORATE SUSTAINABILITY REPORT

WORKPLACE RESILIENCE: 
UNSUNG HEROES
Last year was especially challenging, and our 
associates rose to the occasion to help not only 
their communities, but also each other. In April, 
the Company began recognizing these “unsung 
heroes” within our stores and distribution 
centers—and hundreds of heart-warming stories  
of goodwill and sacrifice were shared. For example, 
associate Sarah Brown in Store #472 in Fayetteville, 
NC, made face masks and gave them away to 
senior shoppers. And store manager Robert Kedian 
in Gorton, MA, was recognized for holding Store 
#8465’s grand opening following CDC guidance  
in April 2020. 
GIVING BACK TO  
THE COMMUNITY
Dollar Tree and Family Dollar 
make annual contributions to our 
philanthropic partners, and in 2020,  
we did so with the pandemic in mind.  
A $250,000 portion of our corporate gift 
to United Way of South Hampton Roads 
was designated for the organization’s 
Coronavirus Recovery Fund; at the  
time of the donation in April, it was  
the largest gift the fund had received. 
We also donated 4,000 masks to the 
United Way of South Hampton Roads, 
the Boys & Girls Clubs of America  
for use in southeast Virginia, and  
Operation Homefront.
For more than a decade, we have provided significant 
support to Operation Homefront. Despite the 
pandemic, we were still able to support military 
families in a big way with our customers donating 
millions of school supplies and toys. During events, 
donated items were distributed to military families 
from the safety of their cars. In Las Vegas, for example, 
300 families received the items while driving through 
a winter wonderland complete with snow and Santa 
Claus. And when Operation Homefront volunteers were 
unable to collect toys in person, stores partnered with 
organizations in their own communities to bring joy to 
customers who lived close by. 
478
the number of Unsung 
Heroes stories shared 
between April 6 and 
June 5, 2020.
Between early April and late September 2020, 
Distribution Center #10 in Windsor, CT, fulfilled 
an order with more than 1,100,000 items as part 
of a pandemic relief effort sponsored by a public 
innovation firm in New York City. The items were used to 
create care packages for residents in all five boroughs.
OUR RESPONSE TO COVID-19 
continued
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DOLLAR TREE | FAMILY DOLLAR 2021 CORPORATE SUSTAINABILITY REPORT

COVID-19’S IMPACT ON OUR BUSINESS
Operations and Growth
The COVID-19 pandemic has had a significant impact on various aspects of our day-to-day business and operations. As 
an essential business, our stores have remained open during the pandemic to serve customers. During this time, through 
the resourcefulness and ingenuity of our associates, we have successfully addressed, among other things, associate and 
customer safety concerns, changes in the mix of products being sold (such as increased sales of essential products and 
reductions in party and seasonal goods designed for large-group gatherings), and supply chain challenges. 
The pandemic also presented a challenge to our store opening and renovation plans. Although new store openings 
during fiscal year 2020 were affected by construction delays caused by COVID-19, we were able to open 341 Dollar Tree 
stores and 156 Family Dollar stores, just nine and 44 stores fewer than, respectively, our original plans. We also renovated 
approximately 770 Family Dollar stores to the H2 format (an improved model of Family Dollar stores) in fiscal year 2020, 
compared with our original plan of 1,250 renovations. 
Company Innovations
As a result of COVID-19, we found innovative and practical solutions to adapt to a world that included fewer personal 
interactions. This has had unexpected yet positive consequences, such as increased productivity. For example, our field 
leaders can virtually visit eight to 15 stores per day via cameras and phone conversations, a much greater number than if 
they had to visit each store in person as they did in the past. The success of the program has the Company reviewing ways 
to create a system that will facilitate more remote visits.
We also moved quickly to remote recruiting and hiring, which we did successfully thanks in part to an interview guide 
created by our Human Resources team. This year, newly-hired associates only entered a building for orientation.
To accommodate stay-at-home orders and meet customers where they are, we introduced the ability to shop—
for everything from toys and kitchenware to cleaning supplies and baby essentials—through FamilyDollar.com. 
Online customers can take advantage of free in-store pickup and direct home delivery, and our company’s  
digital team has rolled out same-day delivery options through Instacart for even greater value and convenience. 
OUR RESPONSE TO COVID-19 
continued
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As a large retailer, our vision is to have a 
positive impact on the lives of our customers 
and associates, and the communities in 
which they live and work.  We understand 
that our business, including our store 
operations, the products we sell and our 
supply chain, depend on limited natural 
resources and impact the environment in 
various ways, including through the energy 
we use, the water we consume, and the waste 
we generate. We care about our impact on 
the environment and the impact of climate 
change on our business and on all future 
generations. As we move forward, we are 
committed to reducing our environmental 
impact and addressing the risks posed to our 
business by climate change.
ENVIRONMENT 
In 2020, we initiated a process to 
formalize our environmental strategy, 
building on our existing in-store 
environmental initiatives. We updated 
our Environmental Policy, which sets out 
our commitments to:
  •  Reduce our environmental impact and 
plan for potential impact of climate 
change and other environmental risks 
pertinent to the business;
  •  Upgrade our operations to use more 
energy-efficient systems;
  •  Partner with vendors that also work to 
reduce their environmental impact; and 
  •  Communicate our commitments and 
progress to our stakeholders.
Environmental 
Stewardship
View our Environmental Policy
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DOLLAR TREE | FAMILY DOLLAR 2021 CORPORATE SUSTAINABILITY REPORT

These commitments apply to all areas of our business, including store and distribution center construction, renovation 
and maintenance; transportation; energy and water usage; education of our associates; vendor selection and expectations; 
waste management; and product and their packaging selection.
CLIMATE CHANGE AND OUR BUSINESS 
As a retailer, we recognize that climate change may impact our business in several ways, 
from our operations and supply chain to our product offerings. Over the past decade, 
we have invested extensively in making our stores and facilities more energy efficient—
by replacing lighting of our stores with more efficient, environmentally-friendly LED 
lighting, and installing energy management systems and HVAC replacement systems 
to lower our energy consumption and costs. In our supply chain, we are driving 
efficiencies through investment in transportation optimization technology, backhaul 
miles reduction, and participation in the EPA’s SmartWay® program. We are also 
committed to helping our customers lead more sustainable lifestyles by expanding  
the number of products we offer that are energy efficient.  
We continue to move forward on these initiatives. In 2020, 
we made significant progress in understanding how climate 
change will impact our business and our long-term strategy. In 
addition to calculating our first GHG (greenhouse gas) footprint, 
we developed our first generation of climate goals aimed at 
reducing our emissions and increasing our use of renewable 
energy goals in our operations and our supply chain. 
The following section discusses our approach for evaluating 
and managing climate change risks and opportunities and is 
guided by the recommendations of the Task Force on Climate-
related Financial Disclosures (TCFD). We are working towards 
disclosure that reflects the recommendations of the TCFD, 
across its four pillars: (1) governance, (2) strategy, (3) risk 
management, and (4) metrics and targets. 
Governance 
The Nominating, Governance and Sustainability Committee (NGSC) of our Board of Directors has a key role in the oversight 
of environmental and sustainability matters affecting the company. The NGSC’s primary responsibilities are to oversee 
the company’s overall environmental and sustainability strategy, develop 
and recommend appropriate policies and procedures to the Board of 
Directors, oversee the company’s systems for evaluating material risks 
and opportunities related to environmental and sustainability matters, 
and oversee the company’s approach to shareholder and stakeholder 
engagement on such matters.
Our Chief Legal Officer is responsible for managing our overall environmental 
sustainability strategy, including climate change. The Chief Legal Officer 
ENVIRONMENTAL STEWARDSHIP 
continued
The Nominating, 
Governance and 
Sustainability Committee of 
our Board of Directors  
meets at least twice a year 
to review ESG matters.
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DOLLAR TREE | FAMILY DOLLAR 2021 CORPORATE SUSTAINABILITY REPORT

ENVIRONMENTAL STEWARDSHIP 
continued
periodically reports on progress to both the NGSC and the Board of Directors. Our Board of Directors is kept informed of 
environmental and sustainability risks to the business and approves our environmental and sustainability strategies and 
policies. The Board of Directors also reviews and approves the company’s annual budget, which includes a budget for energy 
efficiency and climate risk mitigation efforts. The Board of Directors, NGSC, and our executive leadership team are aware of the 
potential for climate change impacts to our business and are beginning to evaluate climate change risk and opportunities in 
light of the recommendations of the TCFD. 
In 2020, we established an executive Sustainability Committee that includes key leaders from various departments in the 
company. This Committee is responsible for providing executive oversight of the company’s progress on meeting our 
sustainability goals and objectives. 
For additional information on our governance policies and practices, please see the Governance and Ethics section of 
this report.
Risk Management
In 2020, we assembled for the first time a cross-functional senior leadership group with representation from Real Estate, 
Operations, Property Management, Finance, Legal, Human Resources, Product Procurement, Transportation, Governance, 
Engineering, and Logistics to assess how we may be impacted by the physical risks of climate change and the transition to 
a low-carbon economy2 and to develop our first generation of climate goals.  
Based on our initial assessment, our most significant risk is the higher cost of goods from our suppliers due to the impacts 
of a carbon price. As a value retailer, any significant increase in the cost of goods we buy will affect our ability to serve our 
customers. We note below other climate change risks associated with potential operational and market changes. 
RISK
POTENTIAL IMPACT
Regulation
Environmental regulation relating to store and distribution center operations and products could increase 
our operating and merchandising costs, which could result in lower demand for our products. 
These regulations may include, but are not limited to, hazardous waste, recycling, single-use plastics, 
Extended Producer Responsibility, use of refrigerants, carbon pricing or tax, product efficiency standards 
and product labeling. These regulations also create potential opportunities for increased sales of higher 
efficiency or more sustainable products.  
Market
Climate change may drive an increase in demand for more sustainable, energy-efficient products, or 
preferences to purchase from companies that prioritize sustainability.
Reputation
As a customer-oriented, value-driven company, our reputation among customers and the people in the 
communities we serve is important to us. We desire to have the reputation of being a dependable supplier 
of products that meet or exceed regulatory, legal, and, where applicable, industry standards.
Physical Acute
We may experience increased severity and frequency of extreme weather events such as cyclones, 
hurricanes, tornadoes and floods. Extreme and unpredictable weather events and patterns may increase 
operating costs, disrupt our supply chain, change customer buying patterns, result in store closures and 
impede physical access to our stores.
Physical Chronic
Changes in average temperatures may lead to higher operating costs.
TABLE 1: Climate change risks that could impact our business and value chain
2	 Physical risks relate to the chronic or acute changes of climate change, such as temperature and sea-level rise and extreme weather events. 
Transition risks arise from policy changes, technological innovations, market changes, and other factors that result from the transition to a low-
carbon future. We considered events and risks within a 10-year time horizon.
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DOLLAR TREE | FAMILY DOLLAR 2021 CORPORATE SUSTAINABILITY REPORT

VALUE 
CHAIN
POTENTIAL 
IMPACT ON  
OUR BUSINESS
ACTIONS OR PL ANS TO ADDRESS RISK  
AND OPPORTUNIT Y
Products
The increased cost of goods 
due to regulation or supply 
chain disruptions could 
impact our ability to keep 
product prices low.  
Customer preference may 
shift to favor companies that 
provide more sustainable 
product offerings.  
Improved our understanding of our Scope 3 emissions to identify the product 
categories associated with the highest GHG emissions along their lifecycle. 
Opportunities to expand the number of products that are energy efficient to 
help our customers lead more sustainable lifestyles. We have increased our 
offerings of products to help customers live more sustainably.  
Operations
Extreme weather events 
could cause temporary 
closure of our stores and 
distribution centers or could 
impact the ability of our 
consumers to travel to our 
stores.
We recognize sea level rise 
and rising temperatures as 
a possibility but determined 
these risks to be low risk for 
our business.
Regulation may increase the 
cost of operating our stores 
due to higher energy costs.    
We consider the impacts of extreme weather events in our risk assessment 
and disaster planning process for stores and critical infrastructure.  In 
planning for extreme weather events where an extended electrical power 
outage is expected (including outages resulting from California’s new Public 
Safety Power Shutoff program to prevent wildfires), stores prepare by adding 
dry ice to the freezers and coolers to avoid shrink in perishable products.  
An expanded e-commerce presence will reduce disruptions to consumers 
accessing our stores.
We have invested significantly in making our stores, distribution centers  
and SSC more energy efficient. These investments include upgrading to  
LED lighting, implementing an energy management system, replacing  
freezers and coolers, completing HVAC and boiler upgrades and optimizing 
the design for new stores. The prioritization of these efforts is influenced by 
increased efficiencies and lower costs.
Our efficiency standard for all new stores will drive further consistency and 
improved environmental performance across our portfolio of stores, even 
as we continue to grow. For a description of the efficiency standard, see the 
Dollar Tree In-Store Energy Efficiency Standard in GHG reductions in  
our operations and value chain.
We are also exploring the feasibility of securing renewable energy for our 
stores through Virtual Power Purchase Agreements. See Renewable Energy 
in GHG reductions in our operations and value chain.   
TABLE 2: Actions taken to address potential climate change risks and opportunities
ENVIRONMENTAL STEWARDSHIP 
continued
Strategy
As a value retailer, climate change may impact many aspects of our business, from our products and operations to our 
supply chain and reputation. Table 2 presents how we have addressed climate change impacts to date, or how we plan 
to address climate change impacts on our business in the near-term. We have not performed a climate-related scenario 
analysis to inform our strategy, but we anticipate undertaking an assessment in the future to consider the impact of 
climate-related risk and opportunities on our business, strategy and financial planning process over the short, medium, 
and long-term time horizons.
See GHG reductions in our operations and value chain for our  
energy efficiency efforts in 2020.
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DOLLAR TREE | FAMILY DOLLAR 2021 CORPORATE SUSTAINABILITY REPORT

VALUE 
CHAIN
POTENTIAL 
IMPACT ON  
OUR BUSINESS
ACTIONS OR PL ANS TO ADDRESS RISK  
AND OPPORTUNIT Y
Supply chain 
and value chain 
Increased frequency and 
severity of extreme weather 
events may damage supplier 
manufacturing facilities.
Regulation may increase the 
cost of producing goods sold.  
We consider the impacts of extreme weather events in our supply chain. 
Resilience is built into our supply chain given our diverse base  
of suppliers and portfolio of products.
Reputation
Negative reputation from 
stakeholders as a result of 
perceived inadequate action 
on climate change.
We enhanced our sustainability reporting including disclosure of our carbon 
footprint, GHG reduction initiatives and GHG goals. 
We updated our Environmental Policy in April 2020.
In 2021, we joined the Virginia Corporate Sustainability and Environmental 
Executive Committee to collaborate with leading businesses in Virginia to 
advance sustainability initiatives that promote long-term economic success.
Metrics and Targets 
We are excited to announce our first generation of climate goals, including our Dollar Tree In-Store Energy Efficiency 
Standard. These goals allow us to align our initiatives to a climate change strategy and track real progress against goals, 
both internally and externally. We look forward to translating climate risks into opportunities for our business while we 
reduce our carbon footprint. 
OUR INITIAL CLIMATE GOALS
SCOPE 1 AND 2  
EMISSIONS 
  •  Beginning in 2022, all new stores will 
meet our In-Store Energy Efficiency 
standards.  
  •  By 2031, we will reduce Scope 1 and 
2 emissions by 25% per square foot 
across our retail stores, distribution 
centers, and Store Support Center.
SCOPE 3 GOAL/
COMMITMENT 
We are committed to engaging with 
our top suppliers to understand their 
sustainability commitments. We 
target 75% of our supplier spend3 
to be with companies which have 
measurable greenhouse gas reduction 
or renewable energy targets by 2031.
3 Supplier spend related to purchased goods 
resold to the customer
ENVIRONMENTAL STEWARDSHIP 
continued
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DOLLAR TREE | FAMILY DOLLAR 2021 CORPORATE SUSTAINABILITY REPORT

OUR CARBON FOOTPRINT
While we have been focused on reducing our energy use and GHG emissions for many 
years, 2020 marked the first year that we prepared a comprehensive GHG inventory to 
measure our carbon footprint to establish an initial baseline.  We used the World Resources 
Institute’s GHG Protocol Corporate Accounting and Reporting Standard to calculate 
metric tons of greenhouse gas emissions (Scope 1, 2 and select Scope 3) and energy.  
Energy and Greenhouse Gas Emissions
Our energy and GHG emissions come from the energy we consume across our 
stores and distribution centers, the emissions associated with the production 
of the goods we sell and the transportation of those goods from our suppliers 
to our stores. 
Our Operational Footprint - Scope 1 and 2 
We monitor and collect energy, fuel consumption data and GHG emissions for 
U.S.- and Canada-based facilities, including our more than 15,600 retail stores, 
26 distribution centers, and our headquarters known as the Store Support 
Center (SSC).  
Scope 1: Our transportation vehicles (i.e., leased vehicles and distribution center equipment), backup generators, and the 
refrigeration in our freezers and coolers were included in our Scope 1 calculation.  
Scope 2: Our Scope 2 calculation includes the purchased electricity and steam used in our facilities. The electricity, 
consumed at our retail stores, distribution centers and SSC, accounts for 82% of our overall operational footprint (Scopes  
1 and 2) and 16% of our total footprint (Scopes 1, 2 and 3). 
Our Value Chain Emissions - Scope 3
Value chain emissions make up 80% of our total GHG footprint and therefore represents our most significant impact. The 
sources of Scope 3 emissions in our footprint include purchased goods that we sell to the consumer, transportation and 
distribution of our goods from our suppliers to our distribution centers and stores, and our corporate business travel. 
Purchased goods resold 
to the consumer: These 
emissions are from goods 
purchased from our 
suppliers that are then 
resold to consumers at 
our retail stores across the 
U.S. and Canada. These 
emissions include product 
life cycle emissions from 
resource extraction to 
manufacturing of the 
products. We used the EPA’s 
supply chain greenhouse 
ENVIRONMENTAL STEWARDSHIP 
continued
SCOPE
EMISSIONS mt  
CO2e (2020)
Scope 1
239,704
Scope 2
1,132,928
Scope 3
5,486,397
TOTAL
6,859,028
TABLE 3: Scope 3 Emissions Percentages
84.7%
Emissions  
required to 
produce the 
goods we sell at  
our stores
0.02%
Emissions 
associated with our 
business travel
15.3%
Emissions 
associated with 
the transport 
of the goods to 
our distribution 
centers and 
stores
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DOLLAR TREE | FAMILY DOLLAR 2021 CORPORATE SUSTAINABILITY REPORT

GHG REDUCTIONS IN OUR OPERATIONS AND VALUE CHAIN
Our Scope 1 and 2 Reduction Initiatives 
Our electricity consumption constitutes the largest component of our operational footprint. 
Since 2012, we have conducted a variety of in-store energy efficiency initiatives:
•  LED Program: Since 2016, we have installed LED lighting at 79% of stores and 50% of 
distribution centers. We also require that all new stores have LED lighting.  
•  Energy Management System: We implemented an energy management system at 
approximately 15,500 stores. The system includes optimized temperature, lighting 
schedules, and demand response. We plan to implement an energy management system 
at 800 stores in fiscal year 2021, including new stores.
•  Freezer and cooler upgrades: In 2014, we implemented a program to evaluate and 
either replace or service aging freezers and coolers in stores. In both cases, we ensure 
compliance with the latest available EPA regulations to appropriately collect and dispose 
refrigerants. Between 2017 and 2020, we have serviced or repaired over 4,400 freezer and 
cooler units and added/replaced an additional 2,800 across all our facilities.
TABLE 4: Scope 3 Purchased goods –  
top five categories by emissions in 2020
13.5%
9.8%
11.7%
9.0%
7.7%
Sugar, candy, and chocolate 
General merchandise
Paper products
Snack foods
Frozen food
Candy, chocolates, gum, mints, seasonal candy
Household products, home décor, seasonal supplies 
Paper products, paper goods, giftwrap, giftbags, office supplies, 
seasonal décor
Chips, pretzels, cookies, popcorn
Frozen pizzas, smoked meats, egg products, fruit, pies
ENVIRONMENTAL STEWARDSHIP 
continued
Upstream transportation and distribution: Transport 
and distribution made up approximately 15% of our 
emissions in 2020. These include the following sub-
categories of transport: (1) transport between our suppliers 
and distribution centers, including backhaul carriers that 
optimize the distance and loads carried,  (2) transport 
between our distribution centers and retail stores (also 
known as outbound transport), and (3) imports or 
international shipments that transport our goods from 
international ports of origins to our distribution centers in 
the U.S. and third-party facilities in Canada.
Business travel: As with most companies in 2020, our 
business travel made up a small percentage of our Scope 
3 emissions. These emissions are from business travel on 
airplanes and use of rental cars.
We identified these categories based on relevance to the 
business and current data availability.  We will continue 
to refine our understanding of our Scope 3 emissions and 
expand the categories we calculate in future years. 
gas emission factors for U.S. industries and commodities to calculate emissions for this category. Table 4 below summarizes 
the five largest product categories for Dollar Tree by emissions in 2020.
See Appendix for a breakdown of our GHG and additional relevant metrics
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DOLLAR TREE | FAMILY DOLLAR 2021 CORPORATE SUSTAINABILITY REPORT

•  HVAC upgrades: In 2020, we installed energy-efficient HVAC units in 399 stores. These newer HVAC units have variable 
frequency drives to save energy and prolong equipment life. Over the last two years, we upgraded HVAC units in 531 stores.  
•  Battery Reduction: In 2017, we partnered with Crown Battery to reduce the types of batteries 
needed for our forklifts. At the beginning of our program, we had over 20 different types of 
forklift batteries. By working with Crown Battery, we optimized our battery needs to only 
two types for all new forklifts. Also, we reduced the number of required batteries from three 
to two per forklift. Through this program, we have calculated a savings of 7.3 million kWh in 
comparison to the battery energy needs prior to implementation.
•  Battery Technology: We introduced centralized watering in the forklift batteries to improve 
temperature control, extend battery life, and ensure associates’ health and safety. Over the last 
year, we added battery cell monitoring on all new batteries and rolled out battery management 
software to ten distribution centers. These two technologies increase battery life and efficiency, 
which ultimately reduces energy usage and GHG emissions.  
Dollar Tree In-Store Energy Efficiency Standard
As part of our 2020 goals, we have developed a Dollar Tree In-Store Energy Efficiency Standard for all new stores, 
relocations, or expansion projects. Beginning in 2022, all new stores will meet the following standard:
	
All stores will be equipped with LED lighting; 
	
For new roofs or roof replacements, stores will have a cool roof  
system, which has a higher solar reflectance and higher thermal  
emittance than standard roofs;
	
All glass will be low emissivity glass; 
	
All stores will be equipped with low energy hand dryers;
	
All stores will be equipped with motion detected occupancy  
sensors in restrooms;
	
Energy management systems will be installed at all stores; 
	
All new or replacement HVAC units will be high-efficiency units;
	
All new or replacement building insulation will meet or exceed  
the required International Energy Conservation Code;
	
All stores will install a cardboard baler or cardboard  
recycling container;
	
All stores will install a non-electric drinking fountain when a  
new or replacement fountain is required; and
	
Additional criteria related to reducing water consumption  
and product or chemical waste are also included.
ENVIRONMENTAL STEWARDSHIP 
continued
TYPES OF BATTERIES:
7.3
MILLION
kWh
20
2
We will also pursue these 
standards for existing and 
renovated stores as appropriate. 
We are retrofitting our existing 
stores with upgraded LED lighting 
and HVAC replacements.
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DOLLAR TREE | FAMILY DOLLAR 2021 CORPORATE SUSTAINABILITY REPORT

ENVIRONMENTAL STEWARDSHIP 
continued
Renewable Energy
We are evaluating the use of renewable energy to reduce our footprint, including the possibility  
of utilizing renewable energy transactions, such as Virtual Power Purchase Agreements.
Our Scope 3 Reduction Initiatives 
Value chain emissions come from a variety of sources and suppliers. A large portion of our value chain emissions is from the 
transportation and distribution of our goods from our suppliers to our distribution centers and ultimately to our retail stores. 
To date, we have instituted a few initiatives and programs to target reductions related to our transportation and distribution.
•  Transportation Optimization Software: To reduce the impact of trucking, we currently optimize full truckloads 
to reduce miles driven as measured on a per‐store basis using state‐of‐the‐art optimization software. This software 
maximizes the cargo utilization of each trailer shipped, thereby reducing total miles driven. 
•  Backhaul miles program: Our program works to reduce the number of trucks that go to and from the distribution 
centers. We use available fleet capacity to pick up and deliver vendor shipments inbound to our distribution centers, 
thereby reducing empty miles driven. For every backhaul mile, we saved an additional mile of an empty truck driven back 
to our distribution centers. In 2020, we had approximately 6 million backhaul miles, which translates to avoided 
emissions of 8,364 mt CO2e.
•  SmartWay Shipping: In addition, since 2013, we have participated in 
the U.S. EPA’s SmartWay Shipper Performance Program that seeks to 
reduce transportation‐related carbon emissions by creating incentives for 
transportation providers to improve fuel efficiency. This program enhances 
our supply chain sustainability by measuring, benchmarking and improving 
freight transportation efficiency.  In 2019, the most recent reporting year, 
100% of our truck shipping was completed using EPA SmartWay-certified carriers.  
Engagement with Suppliers
Further reduction in Scope 3 emissions will rely on our engagement with our supply chain. In 2021, we set a goal to engage 
with our top suppliers on their carbon strategies, including GHG goals and renewable energy targets.  
For additional information on supplier engagement, please see the Product Sourcing, Product Safety and Engaging with 
our Supply Chain sections of this report. 
Waste
Emissions generated from waste can contribute to value chain emissions. To date, we have instituted a number of 
initiatives and programs to target reductions in waste-related emissions and waste generation. 
•  Battery recycling: In 2017, we partnered with Crown Battery to develop a battery recycling program for our forklifts. 
Crown Battery manufactures its batteries in a closed loop whereby it recycles battery cases into new products. In 2020, 
we recycled 648,880 pounds of lead acid batteries, which is equivalent to 15,800 standard car batteries. All of our 
new batteries manufactured in 2020 contain recycled lead from our old batteries.
•  •  Cardboard and plastic recycling and packaging: Our stores will continue 
to engage in the collection and recycling of cardboard and other waste 
products. Over the past three years, our stores and distribution centers 
have recycled greater than 1.2 million tons of cardboard, plastics, 
fibers, metals, glass, and organics. In addition, we plan to reduce our 
impact by integrating recyclable materials into our packaging and reduce 
our overall use of packaging materials. 
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DOLLAR TREE | FAMILY DOLLAR 2021 CORPORATE SUSTAINABILITY REPORT

More than 207,000 associates across North 
America work at our stores, distribution 
centers, and Store Support Center (SSC), and 
we consider each and every person crucial 
to our success. Our goal as a company is to 
empower our associates to live their best 
lives—both at work and at home. 
At Dollar Tree, our associates are given 
equal opportunities to grow and build 
meaningful careers; no matter the position, 
no matter the location. To that end, we are 
continuously assessing our programs and 
benefits to invest in our team’s potential. 
We are committed to providing them with a 
robust benefits plan that addresses physical, 
mental and financial wellness. Our company 
is also dedicated to creating a diverse, 
equitable, and inclusive work environment.
A Commitment  
To Our  
People
RETENTION
Our commitment to hiring and 
training the best store leaders 
continued in 2020 with a 
decrease of YOY store manager 
turnover rate by 18% for Family 
Dollar and 8% for Dollar Tree. 
For the past four years, Family 
Dollar and Dollar Tree’s store 
manager 
turnover 
rates have 
improved 
by 30% 
and 22%, 
respectively.
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DOLLAR TREE | FAMILY DOLLAR 2021 CORPORATE SUSTAINABILITY REPORT

COMPENSATION 
We are committed to providing market-competitive pay for all 
positions and we are a pay-for-performance organization, offering 
performance-based compensation opportunities at nearly all levels of 
the organization, including hourly-paid positions. We are also committed 
to our policy of gender and racial pay equity as an important part of 
our mission. Full-time associates can participate in our Retirement 
Savings Plan, which provides a dollar-for-dollar match on the first 5% 
of employee contributions and all associates can participate in our 
Employee Stock Purchase Plan.
Both Dollar Tree and Family Dollar offer a monthly Store Manager 
Bonus Program, that rewards store managers for performance.
In fiscal 2020, a year in which 
the company saw record 
sales, Store Managers in 
98%
of our stores earned  
bonus compensation. 
BENEFITS
We are proud to offer comprehensive benefits 
to eligible associates in order to address the 
needs of our diverse workforce. By supporting 
our associates’ health and work-life balance, we 
believe we are setting up our teams for success.
Physical and Mental Health
Virtual Medical Visits: The company’s medical coverage allows for 
associates to seek medical care from the comfort of their home for a 
variety of non-emergency medical conditions.
Dental & Vision: Associates have the freedom to choose from a 
multitude of providers, with access to additional perks outside of 
traditional coverage.
Parental Leave & Primary Caregiver: Parental Leave provides two 
weeks paid time off (at 100% pay) for either parent. Primary Caregiver 
Leave provides up to four weeks paid time off (at 100% pay) for eligible 
associates who are the primary caregiver for newborns or adopted 
children. Associates are eligible to receive both leave benefits, for a 
total of six weeks. Associates can also extend their leave for additional 
time off through the Family Medical Leave Act.
Wellness Program: We support associates in achieving personal goals 
such as weight loss, eating healthy, and tobacco cessation. We also 
have programs that can help them manage chronic health conditions. 
In 2020, we doubled our wellness incentive under the medical plan 
and added a new free virtual physical therapy resource. 
REAL APPEAL
This online weight-loss program 
is available at no additional 
cost to associates through the 
UnitedHealthcare medical plan. 
It helps them set achievable 
goals and provides resources 
such as online group sessions 
with a coach.
A COMMITMENT TO OUR PEOPLE 
continued
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DOLLAR TREE | FAMILY DOLLAR 2021 CORPORATE SUSTAINABILITY REPORT

A COMMITMENT TO OUR PEOPLE 
continued
Employee Assistance Program: Every associate is a unique individual, and the company can help with a variety  
of challenges they and their families may face. A few examples include:
	
•  Starting a Family	
•  Financial and Legal Services
	
•  Parenting and Family Issues	
•  Caring for Aging Parents
	
•  Resilience Skills	
•  Coping with Grief 
	
•  Best Practices for Working Remotely
Financial Health
401(k): Full-time associates can participate in the 401(k) plan, beginning  
30 days after the date of hire. The company matches 100% of the first 5%  
of employee contributions after one year of service.
Stock Purchase Program: To help build their investment portfolios,  
all associates employed for at least three months can take advantage of 
Dollar Tree’s Employee Stock Purchase Program, which allows them to 
purchase Dollar Tree stock (NASDAQ: DLTR) at a generous 15% discount  
off the market price.
Reimbursement & Spending Accounts: Associates are able to save pre-tax 
dollars on health care, dependent care, and commuter expenses.
Pay Any-Day: This voluntary benefit allows associates to advance their 
payday earnings for flexibility on meeting their bills and expenses. 
NEW FOR 2021 
Company Education Assistance Program  
In 2021, we are building upon our past educational assistance programs 
with ValuEd, a new program designed to attract, retain, and develop talent 
while removing barriers to education. Associates are eligible for tuition 
reimbursement, can receive personalized education coaching, support 
with the application process, discounted tuition at over 200 colleges and 
universities, and financial aid application assistance.
New Retirement Plan Administrator 
The company is now partnering with the retirement plan administrator Empower Retirement®, which provides 
associates with easier tools to save. For example, there is a financial wellness survey to help associates create a personal 
action plan in addition to a learning center to help associates understand topics such as debt management and 
budgeting for families.
Associate Relief Fund 
In 2021, Family Dollar’s relief fund will be expanded company-wide. This fund offers financial grants to those associates 
who experience extreme financial hardship due to unexpected events such as natural disaster, family loss, illness, or 
family-member job loss.
Family Scholarship Program 
As part of our commitment to supporting our associates and their families, we are partnering with the National Merit 
Scholarship Corporation to launch a scholarship program for associates who have high school-age children. Ten 
scholarship winners will receive stipends of $1,000 per year for up to four years of college.
OUR FAIR LABOR 
POLICIES
  •  Code of Ethics
  •  Leave of Absence
  •  Open Door Policy
  •  Accurate Time Keeping & Pay
  •  Hours Worked and Overtime
  •  Equal Employment Opportunity
  •  Conflicts of Interest
  •  Prohibition on Insider Training
  •  Proprietary and Confidential 
Information, Company 
Records, Protection of Personal 
Information, Protection 
of Medical Information, 
and Disability and Other 
Accommodations 
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DOLLAR TREE | FAMILY DOLLAR 2021 CORPORATE SUSTAINABILITY REPORT

Human Rights Policy
Dollar Tree and Family Dollar respect the human rights and dignity of all workers in not only our retail stores, distribution 
centers, and SSC but also our international supply chain. We will not conduct business with factories that do not respect 
basic human rights and all vendors must comply with our Code of Vendor Conduct. Further, Dollar Tree partners with 
independent third-parties who conduct social compliance audits of its new and existing direct import vendor facilities. 
 The social compliance audits are announced and include inspections of the facilities, documentation review, and private  
interviews of the workers. We are dedicated to the elimination of forced labor, child labor, and discrimination in 
employment of any kind.
For more information, you can view our Code of Ethics, Code of Vendor Conduct, and California Transparency  
in Supply Chains Act statement on our website.  
California Transparency in Supply Chains Act
Code of Vendor Conduct 
Code of Ethics
LEARNING & DEVELOPMENT
We are committed to building a culture of learning, one that allows our associates to 
grow their skill sets regardless of where they are in their career or whether they work 
in a retail store, distribution center, or Store Support Center. We do this by offering a 
variety of general and job-specific training programs, including virtual opportunities 
that focus on leadership development, communication skills, and computer training. 
Our plan is to expand our learning and development offerings in the future as we 
continue to consider the changing needs of our associates. 
Onboarding: In 2020, we unveiled a virtual onboarding experience so 
new associates feel welcomed and supported, especially during the first 
90 days at the company.
Online Learning Tool: In 2020, we launched an enhanced computer-
based learning system called iLearn. For the first time since Dollar Tree 
and Family Dollar joined together, this allowed associates from both 
brands to have access to the same training systems. 
Store Manager Training: With this new program—which became 
available in iLearn in August 2020—store managers were able to  
quickly learn how to run a brand-standard store without the use of 
paper books.
Virtual Classroom: Due to COVID-19 travel restrictions, the company 
was not able to offer in-person group training. Instead, we created an 
interactive virtual classroom for programs such as the Model Store 
Trainer (MST) certifications.
In 2020, more than 700 
Dollar Tree and Family 
Dollar store managers were 
fully certified as new MSTs.
A COMMITMENT TO OUR PEOPLE 
continued
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DOLLAR TREE | FAMILY DOLLAR 2021 CORPORATE SUSTAINABILITY REPORT

PROMOTING A SAFE WORKPLACE
At Dollar Tree and Family Dollar, the safety of our associates and customers is a critical 
goal. Creating a culture of safety is something the company takes very seriously, and 
we have established a safety program to promote accident prevention and to achieve 
a safe working environment for our associates. All of our associates participate in 
training during work hours. 
We also care about the physical security of our associates and our customers while they are on the job or shopping.  
We recognize that our stores represent an investment in some neighborhoods many other retailers will not serve, provide 
essential, affordable items at convenient, close-to-home locations and create jobs, career paths and economic vitality 
while partnering with community leaders to support economic and social growth. Alongside that investment, we have 
invested millions of dollars in site safety, remote monitoring, and enhanced store safety protocols.
The safety of our associates and our customers is critical, and we tailor our store operations, current best practices, and 
security protocols for each store. We work with, and support, local law enforcement, and evolve our tactics to further 
enhance our protocols and mitigate risks, including by providing ongoing associate training. We also utilize third-
party security guards as another layer of security, and we have partnered with ADT® Commercial for comprehensive 
and innovative security solutions and real-time video monitoring services in stores across the U.S. Dollar Tree deeply 
understands the concerns about the changing nature of our shared communities, and we are always looking for new ways 
to help our neighborhoods be healthier, safer, and more prosperous.
Field Manager Responsibilities: Our field managers are responsible for ensuring 
the safety program is available to all associates and verifying that each associate 
completes all necessary training. Managers conduct monthly safety meetings as well 
as safety audits for each store in order to identify and resolve any deficiencies in a 
timely manner. 
Associate Responsibilities: Accident prevention requires the continued effort and 
participation of all associates at every level of our organization. Associates are expected to 
observe all safety rules and use good judgment to prevent accidents and injuries, including 
asking for help if needed when operating equipment or tools. If unsafe conditions 
are observed, they understand to report them immediately to a manager. Associates 
understand that they have the right to report safety concerns without fear of retaliation.
Environmental Health and Safety Department: Our Environmental Health and 
Safety Department establishes standard safety protocols and operating procedures 
across the company. It communicates health and safety protocols to our retail stores, 
distribution centers, and to the corporate headquarters.
Occupational Health and Safety Training: Our associates receive safety training 
when they begin working for us and it continues through their tenure with the 
company. Maintenance technicians annually receive specialized safety training,  
as well as technical training on electrical, mechanical, and controls systems. 
Hazard Communication Program: There are some associates who may be at risk 
of exposure to hazardous substances under normal working conditions or during an 
emergency. Therefore, we created a policy of routinely and clearly communicating 
information regarding the hazards of each chemical as well as safety precautions for 
handling the chemicals.
!
ADDITIONAL 
TRAINING
  •  Workplace Harassment 
Prevention Training
  •  Introduction to Phishing 
Training
  •  Powered Material 
Handling Equipment 
Training
  •  Injury and Illness 
Prevention Program
  •  Guidelines on Safe Lifting 
Practices
  •  Fire Safety Awareness
  •  Regular Safety Audits
A COMMITMENT TO OUR PEOPLE 
continued
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DOLLAR TREE | FAMILY DOLLAR 2021 CORPORATE SUSTAINABILITY REPORT

CREATING A CULTURE OF INCLUSION
At Dollar Tree and Family Dollar, our goal is to create and support a diverse and 
inclusive workforce where the individual differences among us are understood, 
respected, and appreciated. We understand the importance of cultivating an 
environment that is truly accepting, and one where associates can bring their true 
selves to work. Creating a culture of inclusion is also critically important to our overall 
mission so we can connect to each other, our customers, and our community. As an 
industry leader, we must make diversity, equity, and inclusion a priority.
Dollar Tree and Family Dollar also understand that we serve communities where the impacts of systemic racism are 
pervasive, and we as a company have the chance to do better in supporting them. Our executive team is coming together 
to do the hard work of self-examination that is required to build a more equitable and inclusive society. Our goal is to foster 
meaningful relationships with diverse community partners and invest more in the communities we call home. 
As we embark on this DEI journey to the benefit of both our associates and to the communities we serve, we are guided 
by our values of our can-do attitude, sound judgment, and commitment to always show respect for each other and our 
communities—all of which will help us move forward with achieving our DEI goals. 
Diversity by the Numbers 
Our diverse workforce of over 207,000 associates strengthens our competitive advantage and reflects the customers we 
serve. These charts reflect the demographics of Dollar Tree and Family Dollar’s U.S. workforce in fiscal year 2020. Charts  
do not necessarily add up to 100% because they exclude “no response,” or because of rounding.
U.S. WORKFORCE
29.1% 
Black
4.4% 
Other
20.6% 
Latino
1.4% 
Asian
44.3% 
White 
31.6% 
Male 
68.4% 
Female 
Total= 
204,056 
associates
A COMMITMENT TO OUR PEOPLE 
continued
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DOLLAR TREE | FAMILY DOLLAR 2021 CORPORATE SUSTAINABILITY REPORT

2020 New Hires
Board of Directors (excluding retiring)
2020 Promotions
Minority 61.1% 
Minority 18.2% 
Minority 40.5% 
Minority 24.3% 
Minority 52.2% 
Female 66.5% 
Female 27.3% 
Female 72.1% 
Female 37.9% 
Female 75.1% 
White 38.8% 
White 81.8% 
White 59.3% 
White 73.5% 
White 47.4% 
Male 33.5% 
Male 72.7% 
Male 27.9% 
Male 62.0% 
Male 24.9% 
We are committed to fostering an inclusive culture 
that continually strives for excellence in all aspects 
of our business. With this commitment, our top 
priority is to provide each associate with career 
growth opportunities in a safe, positive, and 
professional work environment.”
BETTY CLICK 
Chief Human Resources Officer
“
A COMMITMENT TO OUR PEOPLE 
continued
Officers, Directors & Managers  
(excluding Store Managers) 
1,835 persons
Store Managers
15,332 persons
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DOLLAR TREE | FAMILY DOLLAR 2021 CORPORATE SUSTAINABILITY REPORT

OUR DIVERSITY, EQUITY AND INCLUSION (DEI) COMMITMENT
Our DEI programs and initiatives are focused around four areas:
Recruitment
Our goal is to continue to attract and retain diverse talent that is representative of the communities we serve 
at all levels of the company. We are developing standardized recruiting, interviewing, and hiring processes to 
help with this goal. 61% of new hires in 2020 were minority and 66.5% were female.
Retention
The happier and more fulfilled our associates are coming to work, the more likely they are to stay and grow 
with the company. Moving forward, we will be devoting more attention to achieving successful retention 
strategies for diverse associates. 
Advancement & Promotion
We are dedicated to helping all of our associates advance in their careers. Part of our action plan is to make 
available more opportunities for more professional development.  In 2020, 52% of promotions were 
minority associates and 75% were female.  
Satisfaction
We conduct an annual Associate Satisfaction Survey (though due to COVID-19, we did not conduct one in 
2020). In 2021, we plan to resume the survey and will include a greater focus on DEI. Based on the findings, 
we will be able to take greater action to make sure we are meeting the needs of our associates when it comes 
to DEI.
Diversity, Equity and Inclusion Executive Council
Created in 2020, this council consists of a diverse group of senior leaders 
from each division at the company and is working diligently to create and 
implement the company’s DEI-focused strategies. As we work toward 
achieving our goals, the council will provide oversight on DEI efforts and 
capture and report metrics to assess whether we are fostering meaningful 
organizational change across the company.
Resource Groups 
Dollar Tree and Family Dollar are committed to forming a number of employee resource groups available for associates 
to join, and we also encourage associates to come together to create new groups if desired. These resource groups are a 
platform for communities within a targeted demographic, as well as their allies, to come together to support each other. 
Our biggest and most active ERG was founded in 2019 to be a resource for our female associates organized around 
community, culture and customer service. Our plan is for each ERG to be aligned with a corresponding DEI Council 
subcommittee focused on the demographic. Each employee resource group will have an executive sponsor who is a 
member of the DEI Executive Council.
DEI Employee Training
In 2020, as we grappled with the senseless deaths of George Floyd, Breonna Taylor, and other minority men and 
women, we introduced three associate trainings on the topic of unconscious bias: “Understanding Unconscious Bias,” 
“Overcoming Unconscious Bias in the Workplace,” and “Overcoming Your Own Unconscious Bias.” In addition, we are 
A COMMITMENT TO OUR PEOPLE 
continued
The Compensation 
Committee of the Board 
of Directors meets at least 
twice a year to review DEI 
and human capital matters.
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A COMMITMENT TO OUR PEOPLE 
continued
currently working on training for our store associates to 
address concerns around racial profiling. 
In the summer of 2020, Dollar Tree and Family Dollar 
offered a new “Creating a Culture of Inclusion” learning 
series to Store Support Center associates to assist with 
having critical conversations within our company about 
systemic racism. During this series—sponsored by the 
Women of One, Power of One resource group—we 
shared presentations, personal stories from leaders, and 
learning materials. Each of the four seminars focused on 
a different issue, such as unconscious bias and allyship. 
Allyship Guide
As part of the learning series above, we created the 
Allyship Guide in order to educate associates on the 
subject of racism and what it means to be an ally to those 
in underrepresented groups. It identifies important terms 
to know around the conversation of systemic racism and 
suggests ways to take action. We also solicited feedback, 
and the DEI Executive Council is working to update and 
expand the guide in 2021. 
INVESTING IN OUR COMMUNITIES
Dollar Tree and Family Dollar stores are often located in underserved communities, and we 
are proud to provide them with a clean, safe, and friendly shopping environment—all while 
offering essential and healthy products, affordable prices, and convenience, as well as 
career opportunities. 
Bringing Economic Development and Jobs
Dollar Tree and Family Dollar strive to bring economic development and jobs to every community we enter. We hire 
associates locally and make it a practice to promote from within, as well as work closely with local organizations and 
governments to help support the growth of our shared communities.
Dollar Tree will be actively 
participating in the 2022 Corporate 
Equality Index survey. The Human 
Rights Campaign Foundation’s 
Corporate Equality Index is the 
national benchmarking tool for 
LGBTQ workplace inclusion.
CELEBRATING  
EACH OTHER
To celebrate International Women’s Day in  
March, associates wore purple to work and we 
featured historic female icons on our internal 
enterprise network and video monitors. 
Two Q&A-style interview articles were shared 
with associates via the company’s internal 
communication and email channels:
  •  In honor of Pride Month in June, our VP of 
Planning shared his experiences as a member 
of the LGBTQ community. 
  •  To recognize Hispanic Heritage Month in 
September, our VP of Health and Beauty Aids 
spoke about his Argentinian heritage and 
what DEI means to him. 
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A COMMITMENT TO OUR PEOPLE 
continued
Operating in Food Deserts  
There are many neighborhoods where traditional supermarkets 
choose not to operate, which can lead to the creation of a food 
desert. By having stores in locations where others won’t, we 
believe our stores can be a solution, providing a convenient, 
close-to-home store where customers can shop for essentials 
in between their grocery visits—from healthy food items such 
as eggs, milk, bread, and frozen fruits and vegetables to today’s 
critical cleaning supplies and paper goods, all at prices they can 
afford. We also accept SNAP and EBT debit cards (food stamps) 
in many locations. 
Complementary Locations
In addition to having stores in underserved communities, many 
are also located in the same shopping center as or within a few 
miles of a grocery store. In this way, we offer complementary 
experiences for our customers. Between a Dollar Tree or Family 
Dollar store, with their exceptional values, and a traditional 
grocery store, shoppers can find everything they need.
PHILANTHROPIC EFFORTS
Another way that Dollar Tree gives back  
to our communities is by contributing to  
a diverse group of local, national, and global 
organizations that support a variety of causes 
and populations, including medical research, 
the arts, underrepresented youths, and  
active military members and veterans. 
We pride ourselves on our active and ongoing commitment to our philanthropic partners—and last year was no 
exception. In 2020, Dollar Tree together with its associates contributed a total of $2.7 million to three main charitable 
partners: Boys & Girls Club of America, Operation Homefront, and United Way of South Hampton Roads (UWSHR). 
Additionally, we worked throughout the year with our vendor partners and customers to donate millions of additional 
dollars to the charitable partners.
To support its neighbors in southeastern Virginia, the company announced its new partnership with UWSHR in 2020 to 
help facilitate the ‘Choose to Give’ campaign that empowered its Store Support Center associates to donate to all three 
charitable partnerships. Along with the funds donated by associates, the company also made a corporate gift to UWSHR 
of $1 million in April 2020, of which $250,000 was used to provide immediate COVID-19 relief through direct services to 
individuals needing assistance, support to nonprofit agencies on the front-lines, and long-term recovery planning. The 
other funds are being used for UWSHR’s various initiatives that are focused on breaking the cycle of poverty and promoting 
economic mobility for children, veterans, and families in the coastal Virginia area.
The philanthropic efforts of Dollar Tree extend beyond monetary contributions. The company also hosts blood drives and 
collections for various causes.  For example, in 2020, despite the pandemic, the SSC hosted a blood drive to support the 
In 2020, we initiated a test of fresh 
produce and frozen meats in dozens 
of Family Dollar stores, focusing on 
neighborhoods where shoppers 
have fewer grocery options. Our goal 
is to provide these customers with 
convenient access to basic produce 
items, as well as beef, poultry, and pork. 
We are expanding this test in 2021 to 
more stores and communities.
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A COMMITMENT TO OUR PEOPLE 
continued
American Red Cross. We also facilitated our Change Brigade event, during which 
more than 4,000 face masks were collected and donated to Boys & Girls Club of 
America, Operation Homefront, and UWSHR.
Charitable Partner Spotlight: Boys & Girls Club of America
For the third year in a row, Family Dollar and The Coca-Cola Company® teamed up 
for the “Make Every Sip Count” campaign. During this campaign, Coca-Cola® and 
Family Dollar donated a percentage of purchases that included participating Coca-
Cola products, resulting in a $1 million dollar donation to the Boys & Girls Club of 
America. In 2020, the company was also the title sponsor for the Boys & Girls Club of 
Southeast Virginia Youth of the Year program, which provides opportunities for teen 
Club members to build critical leadership skills. 
Other donated funds are being used to serve meals to youth, support families of 
healthcare workers and first responders, and to provide out-of-school services 
to local communities. Many Family Dollar stores share neighborhoods with Club 
locations and the company recognizes the important role Boys & Girls Clubs of 
America serves in helping the youth of today become the leaders of tomorrow.
Jim Clark, President and CEO, Boys & Girls Clubs of America said “We are so 
thankful to have Dollar Tree, Family Dollar, and The Coca-Cola Company as 
dedicated partners to our mission. Their support will help provide much needed 
resources for youth and families in local communities.”
Dollar Tree and Family Dollar Distribution Center Associates 
Contributing to Local Communities
In 2020, more than $130,000 was donated by our distribution center associates – 
including a company match – to local charities in communities where we operate, 
including various chapters of Make-A-Wish® and Ronald McDonald House; children’s 
hospitals in Memphis and Chicago; and Meals on Wheels in South Carolina.
Our Corporate Giving website explains more: dollartree.com/corporate-giving
OTHER 
CHARITABLE 
PARTNERS
  •  Access College 
Foundation
  •  American Cancer Society
  •  American Diabetes 
Association 
  •  Business Consortium for 
the Arts 
  •  Chesapeake Cares Clinic 
  •  Chrysler Museum 
  •  Elizabeth River Project 
  •  ForKids 
  •  Junior Achievement
  •  Lynnhaven River NOW 
  •  Virginia Foundation of 
Independent Colleges 
Brighter Futures 
Scholarship Program 
At Dollar Tree, we have a passion for service. Our Board 
of Directors and associates at all levels give their time and 
talent, volunteering for charities that have a positive impact 
in our local neighborhoods. Dollar Tree not only serves the 
communities in which we operate, but also gives back in 
meaningful ways through financial contributions, sponsorships, 
and community activities. Through our charitable partnerships, 
the Company strives to channel resources where they will 
have the most immediate impact and long-term benefits. I am 
especially proud of the results of the inaugural “Choose to 
Give” campaign and look forward to supporting continued 
charitable giving efforts.”
BOB SASSER, Executive Chairman
“
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DOLLAR TREE | FAMILY DOLLAR 2021 CORPORATE SUSTAINABILITY REPORT

Our commitment to being good corporate citizens spans 
the entire lifecycle of our products—not just the period 
of time they spend in our distribution centers, stores, 
and on our store shelves. The vendors we choose to 
work with, the materials they source, and the processes 
by which those materials are transformed from raw 
ingredients into quality products all affect the impact our 
company has on the world. To prevent our products from 
ending up in landfills after they leave consumers’ hands, 
we are taking new steps to encourage recycling on some 
of our U.S. private-brand packaging.
The below initiatives and standards demonstrate our 
holistic approach to product safety, including our 
efforts to eliminate chemicals of high concern from our 
products; how we source products and the progress 
we’ve made toward some of our goals; and how we 
engage with our supply chain, including our zero-
tolerance policy on human rights issues, such as child 
labor, prison labor, and forced labor.
We are dedicated to offering our 
customers products that are safe, 
reliable, and ethically sourced and 
manufactured. That means taking 
extra care to examine the practices 
of our vendors and manufacturers 
so that we can minimize our 
environmental impact while working 
to create a humane supply chain.  
Our Products:  
A Holistic Approach
For more about our commitment to sustainability,  
see page 9
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OUR PRODUCTS: A HOLISTIC APPROACH 
continued
PRODUCT SAFETY
Partnership with Vendors
Our ability to provide ethically-sourced products to our customers 
depends on partnering with vendors who share our vision for a 
better and more sustainable tomorrow. We are proud that our 
Company sources product from industry leaders who have taken 
up the torch for environmental sustainability and blazed greener 
trails in their respective product categories.
For example, key suppliers in our clothing category are part of the 
Sustainable Apparel Coalition (SAC). Members are committed to 
measuring and improving social and environmental sustainability 
impacts within the apparel, footwear, and textile industries. They 
use the Higg Index—a set of tools designed to standardize the 
measurement of value chain sustainability—to evaluate their 
environmental and social labor impacts across the supply chain.  
This allows them to be both transparent and accountable; make 
continual progress towards better sustainability; and pinpoint and 
address systemic challenges that require an industry-wide response. 
In addition, we are setting a new goal that by 2031, 75% of 
Dollar Tree’s spend with direct producers will be associated with 
companies that have measurable objectives for greenhouse gas 
reduction or carbon reduction. We will continually assess our top 
suppliers’ sustainability goals so that we can ensure that we are 
partnering with businesses that share our commitment to a more 
sustainable future.
CHEMICAL POLICY
Our Commitment to Eliminating Chemicals of High Concern
We established our sustainable chemical plan in 2016 in order to identify and eventually eliminate the use of chemicals  
of high concern in our formulated private label products. This plan goes beyond regulatory requirements and has the  
full commitment of our management team, who report our progress to our Board of Directors for ongoing transparency  
and accountability. 
Adherence to our chemical policy is a requirement in our contracts with vendors. Our suppliers are required to submit 
chemical ingredient information for formulated products, including categories such as household cleaning products,  
health and beauty products and hardware products. 
As part of these efforts, we continually work with our suppliers of both national brand products and private label goods 
to find alternatives to the chemicals listed on our priority chemical list. In addition, we encourage them to innovate 
and find alternative options that can be used to create safe, effective products for our consumers. For example, Dollar 
Tree is working with suppliers to implement substitutes for phthalates and to incorporate natural ingredients for base 
formulations and fragrances.
To evaluate our progress—and be part of an industry-wide solution—we began participating in Clean Production Action’s 
Chemical Footprint Project (CFP) in 2019. The CFP annually surveys companies, asking 19 questions designed to weigh their 
CHILDREN’S TOYS  
& PRODUCTS
Dollar Tree takes a very thorough 
approach with testing children’s toys 
and other products that goes above 
and beyond regulatory requirements. 
We require multiple tests on each 
production run to be performed by 
accredited laboratories who conduct 
random sample collection on site visits. 
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OUR PRODUCTS: A HOLISTIC APPROACH 
continued
chemical management systems’ ability to measure and reduce its chemical impact against best practices. By participating in 
the survey, we can help establish industry benchmarks for moving away from chemicals of high concern and towards safer 
alternatives.
In early 2021, we began re-evaluating our chemical priority list to incorporate new chemicals of concern so that we can 
continue evolving our requirements around high-priority chemicals as new information and recommendations become 
available. We’ll revisit our chemical priority list at least every other year to ensure that our priorities are in line with changing 
consumer needs, industry standards, and scientific-based evidence. 
Dollar Tree will adapt the EPA’s risk-based framework to address high-priority chemicals based on their: 
  •  Intersection with our products and consumer needs; 
  •  Exposure potential for our consumers; 
  •  Persistence and bioaccumulation scores within the environment; and 
  •  Carcinogenic properties or toxicity effects in humans. 
A full copy of our Chemical Policy is available here
17 CHEMICALS OF HIGH CONCERN
In 2020, we achieved our goal of excluding  
17 chemicals of high concern from active 
formulated private-brand products. 
1.  Lead in children’s products in excess of federal 
and state limits
2.  Asbestos in children’s products
3.  BPA in children’s products
4.  Formaldehyde
5.  Cadmium and Cadmium compounds
6.  Toluene
7.  1-Bromopropane
8.  Diethyl phthalate
9.  1,4-Dioxane
10.  Nonylphenol ethoxylates
11.  Cyclic Aliphatic Bromides Cluster  
of flame retardants (HBCD)
12.  Butylparaben
13.  Octamethylcyclotetrasiloxane (D4)
14.  Dibutyl phthalate
15.  Tetrachloroethylene (PERC) 
16.  Propylparaben
17.  Trichloroethylene 
Chemicals of High Concern Elimination Timeline
WHAT’S NEXT?
Evaluate our chemical priority list 
every two years to incorporate new 
chemicals of high concern as needed 
as standards evolve.
2016
Established 
sustainable 
chemical 
plan 
2017
Set goal of 
eliminating the 
17 chemicals  
of high concern 
from active 
SKUs
2019
Began 
participating 
in the annual 
Chemical 
Footprint Project 
2020
Achieved  
our 
elimination 
goal
2020
2016
2017
2018
2019
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OUR PRODUCTS: A HOLISTIC APPROACH 
continued
Waste Reduction
As of February 2021, we have a new commitment to work with our U.S. private-brand suppliers to label:
  •  100% of food private-brand packaging with the How2Recycle® label by 2023
  •  100% of all other private-brand packaging with the How2Recycle label by 2026,  
as appropriate
How2Recycle labels are designed to create clear and consistent recycling instructions for North 
American consumers. Many items that are recyclable currently end up in landfills because consumers 
do not know that they are recyclable or are confused by inconsistent or unclear recycling instructions. 
By using the How2Recycle labels on our private-brand packaging as appropriate, we can empower 
consumers to reduce their environmental footprint and help establish a standardized system of 
recycling labels.
PRODUCT SOURCING
Sustainable Sourcing Commitment
We are committed to investigating and exploring strategies to more sustainably source key goods, such as those that are 
high risk for producing environmental hazards or for engendering social compliance violations.
Palm Oil Policy
Dollar Tree is committed to ensuring that the palm oil, palm kernel oil, and palm oil derivatives contained in our private label 
and national brand products is procured in a responsible and sustainable manner. Our policy calls for our suppliers to procure 
palm oil in a manner that supports deforestation-free production of palm oil that includes the protection of all natural forests. 
We also expect that our suppliers will comply with the Roundtable on Sustainable Palm Oil certification standards or other 
best practices, including ensuring a workplace that protects the rights of workers and indigenous communities. 
Pollinator Protector Policy
Pollination plays a vital role in the world’s biodiverse ecosystems and agricultural health. In 2021, Dollar Tree released a 
new policy promoting responsible pest management practices including, but not limited to, efforts to reduce the negative 
effects that select pesticides have on essential pollinators. 
This policy applies to our food products, flowers, and other types of products with potential impacts on industries such as 
cotton farming practices, which support apparel finished products. In addition, we are working to educate our suppliers on 
enhanced sustainability practices for all materials sourced from agricultural settings.
ENGAGING WITH OUR SUPPLY CHAIN: 
FACTORY VETTING FOR IMPORTED GOODS
Human Rights Issues
Providing value for our customers should never come at the cost of ethical production practices. That mission begins by working 
with our suppliers and their factories to create safe products through manufacturing processes that respect human rights. 
Palm Oil Policy
Pollinator Protector Policy
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OUR PRODUCTS: A HOLISTIC APPROACH 
continued
We believe that the people who help create our products have the right to work in a safe, equitable environment in which they 
are treated with dignity and respect. We have a zero-tolerance policy for human rights violations such as child labor, prison 
labor, or human trafficking at all stages of the supply chain. These policies as well as our ethical standards and guidelines are 
laid out in Dollar Tree’s Code of Ethics and Code of Vendor Conduct, which we require all vendors to comply with. 
To help ensure that these codes are followed, we regularly conduct social compliance audits of our vendors. (See next 
section for more details.) We also provide annual training to all of our associates who are directly involved in vendor 
management. This training helps them better understand the human rights issues at-hand and teaches them how to  
spot indications of human trafficking and forced labor while visiting supplier facilities.
Social Compliance Audits
In order to make sure that products produced outside of the U.S. are manufactured in accordance with human rights best 
practices, we enlist independent third parties to conduct social compliance audits on all of the overseas factories from 
which we directly source goods. The social compliance audits include inspections of the facilities, documentation review 
and private interviews of the workers. 
These audits assess whether or not vendors are compliant with:
  •  Health and Safety Standards
  •  Anti-Discrimination Policies
  •  Labor Laws 
  •  Zero Tolerance for Child Labor
  •  Zero Tolerance for Prison Labor 
  •  Zero Tolerance for Human Trafficking 
Dollar Tree is committed to ensuring its suppliers comply with our policies, industry standards and legal requirements and 
do not participate in child or prisoner labor or human trafficking and slavery.
Training and Whistleblower Hotlines
Dollar Tree annually trains its associates with direct involvement in vendor management 
on the compliance demanded by our Codes of Ethics and Vendor Conduct. This training 
brings awareness and understanding of the issues and includes how to look for indications 
of violations while visiting supplier facilities. We provide our associates with reporting 
guidelines for any suspected incidents. 
We have established two toll-free hotlines and internet resources for associates and supplier employees to report any 
possible violations of our Code of Ethics. Reports may be made anonymously 24/7. These hotlines are designed to field 
concerns about store-related issues, including improper or illegal activities; loss prevention; safety; payroll; benefits; 
harassment; discrimination; human resource issues; ethical issues; accounting irregularities; false financial statements; 
insider trading; financial fraud; or Code of Ethics violations.
In addition, phone numbers have been made available so that our associates and supplier employees can report possible 
violations or concerns to our Vice President, Internal Audit; Chief Legal Officer; Vice President, Merchandise and Operations 
Law Group; and Deputy General Counsel, Corporate.
A full copy of our Code of Vendor Conduct is available here
A full copy of our Code of Ethics is available here
Our statement in compliance with the California Transparency in Supply Chains Act can be found here
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That work begins with the composition of the 
Board itself. We continually strive to establish 
a Board that reflects the diversity of both this 
country and the many employees who make up our 
company. Three of our current Board members are 
female, and two represent minority backgrounds. 
We are hoping to increase these numbers in the 
future. Having a wide-range of backgrounds and 
experiences on the Board to draw from is an 
invaluable benefit. In addition, we believe that 
having a balanced array of relevant skill sets, 
expertise, and industry knowledge is essential 
to creating a Board that can guide the company 
forward as it continues to evolve in response to 
new challenges.
In order to effectively oversee Dollar Tree’s business 
and management, the Board must be a self-
governing body with processes in place to hold itself 
At Dollar Tree, ESG (Environmental, 
Social, and Governance) supervision 
is a key part of our strategy to create 
a more sustainable tomorrow. 
We recognize that our ongoing 
sustainability journey requires ethical 
oversight from a demonstrably 
independent Board of Directors that 
can serve as a model for the values, 
behaviors, and diverse perspectives 
we believe are critical at every level of 
the organization.  
Governance 
and Ethics
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GOVERNANCE AND ETHICS 
continued
accountable to shareholders. The Board has established a number of governance best practices to this end and regularly 
revisits and enhances those measures as needed. 
The following pages highlight the measures we’ve taken to ensure the effectiveness of Board and management oversight 
of the business, including Board and committee responsibility for risk oversight, the skills and diversity of our Board 
members, Board tenure and refreshment, our process for engaging stakeholders, our commitment to ethics and 
compliance with laws, and our approach to data privacy and security.
Q&A WITH BOARD MEMBER STEPHANIE STAHL 
Chief Executive Officer of Ace of Air, a fully circular beauty and wellness brand, and Director of 
Dollar Tree since January 2018
Board Committees: Chair of the Nominating, Governance and Sustainability Committee, 
Member of the Compensation Committee
What are the guiding values of Dollar Tree’s corporate governance practices?
Ms. Stahl: We believe that our corporate governance practices reflect the responsiveness of the Board to our shareholders and 
other stakeholders and provide the foundation for effective oversight by the Board of Directors. Our guiding values start with 
a commitment to integrity and ethical behavior at all levels of the organization, commitments to environmental stewardship, 
addressing the sustainability risks of the business over the long-term, and enhancing the diversity, inclusion, training 
and promotion of our associates. The Board recently made changes to its committee charters and corporate governance 
guidelines to formalize the underlying governance structures that will support the Board’s work in these critical areas.
What experience, background, or skill set does the Board hope to add through its waterfall refreshment strategy  
in the year ahead?
Ms. Stahl: We believe that Board recruitment should focus on diverse candidates who possess the skills and experience that 
will be necessary to support management in addressing current and future challenges to our business. Since 2016, we have 
added six new directors, three of them women, one of whom is also a person of color. In addition to executive leadership 
skills, we continue to add expertise in key areas of our business. 
What are the Board’s sustainability priorities in the year ahead?
Ms. Stahl: We recognize the importance of planning for the potential impact of climate change and other sustainability 
risks, and in 2020 we undertook an analysis to evaluate how our long term business strategy may be adapted to address 
these potential challenges. The Board will be guided by the results of this assessment in its ongoing strategic planning and 
will use it as a focal point for further engagement with our shareholders. As an example, we are studying long term goals for 
acquiring electricity from renewable sources.  
What were the Board’s biggest accomplishments in 2020?
Ms. Stahl: The Board became very focused on working with management to address the business challenges posed by the 
COVID-19 pandemic beginning in early 2020, and especially the health and safety of our associates and customers. Despite 
the many challenges and concerns, the Board and management have made substantial progress on critical matters such as 
our Board refreshment, sustainability and diversity and inclusion initiatives. Importantly, as the result of our work in 2020, 
we were able to establish our first climate-related goals to reduce our carbon footprint.
How is the Board seeking to enhance its governance best practices in the year ahead?
Ms. Stahl: Our Board has adopted numerous corporate governance best practices after years of ongoing feedback 
and discussions with our shareholders. As corporate governance best practices continue to evolve, we are committed 
Q
A
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GOVERNANCE AND ETHICS 
continued
to staying knowledgeable about and responsive to changes. One of the many benefits of our shareholder outreach 
program is that we are able to have an open dialogue with our investors to ensure we are aware of their views of 
governance best practices.
RISK OVERSIGHT
The Board of Directors is actively involved in overseeing enterprise risk, primarily 
through its committees, which address the risks within their areas of responsibility. 
Our Board has three standing committees, each composed solely of independent 
directors: the Audit Committee, the Compensation Committee and the Nominating, 
Governance and Sustainability Committee.  
The Audit Committee has a key role in the assessment of various financial and enterprise risks related to our business, 
including risks relating to information security and data privacy. The Compensation Committee is primarily responsible 
for monitoring risks relating to our compensation policies and practices. The Nominating, Governance and Sustainability 
Committee advises the Board on corporate governance matters and is primarily responsible for monitoring and 
evaluating the company’s sustainability and ESG risks, including the environment, human rights, labor, health and 
safety, workforce diversity, supply chain, governance and similar matters affecting company stakeholders.
AUDIT  
COMMITEE
COMPENSATION 
COMMITEE
NOMINATING, GOVERNANCE 
AND SUSTAINABILIT Y 
COMMITTEE
Arnold S. Barron
Gregory M. Bridgeford
Thomas W. Dickson
Lemuel E. Lewis
Jeffrey G. Naylor
Winnie Y. Park
Bob Sasser
Stephanie P. Stahl
Carrie A. Wheeler
Thomas E. Whiddon
Michael A. Witynski
Board of Directors (excluding retiring directors)
Lead Independent Director
Chairperson
Member
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GOVERNANCE AND ETHICS 
continued
BOARD SKILLS, DIVERSITY AND TENURE
The Board believes that our directors, as a group, represent an effective mix of 
skills, experiences, diverse backgrounds, and fresh perspectives. As the chart below 
summarizes, our Board members’ skills and experiences cover the areas we believe  
are most important to sustaining our success. The Board profile below excludes two 
directors retiring in 2021.
Deep, Relevant Expertise
Consumer/Retail Industry
Marketing/ Advertising/ Brand-Building
E-Commerce/ Omni-channel
Information Technology/ Cybersecurity 
Operations
Human Resources
Strategic Planning
Risk Management
Global Sourcing/ Supply Chain
Public Board Experience
The Board has adopted a waterfall strategy in which each year we expect to engage thoughtfully in additional Board 
refreshment as our newer members continue to gain needed experience. The waterfall strategy seeks to balance the need 
for fresh perspectives and additional relevant skill sets with the institutional and industry knowledge of seasoned directors.  
Our goal is to reach and thereafter maintain a relatively balanced mix of short-, medium- and long-term tenured directors. 
In addition, our Board values diversity, in its broadest sense, reflecting, but not limited to, geography, gender, age,  
sexual orientation, race, ethnicity, national origin, and life experience and is committed to a policy of inclusiveness.  
The Nominating, Governance and Sustainability Committee endeavors to include women and minority candidates in  
the qualified pool from which Board candidates are chosen and, when nominated and elected, to consider such directors  
for leadership positions on the Board and its committees.
In 2020, Nominating, Governance and Sustainability Committee launched a formal search to find a diverse candidate to 
replace Conrad Hall who retired in June 2020. As a result, Winnie Park was appointed to the Board in December 2020. 
Ms. Park is a Chief Executive Officer with substantial experience in retail, brand-building, omni-channel, and merchandising. 
She brings highly-relevant skills and a diverse perspective to the Board. As part of the Board’s refreshment approach,  
Mr. Saunders and Dr. Zeithaml decided to retire after 28 years and 14 years of dedicated service, respectively. We express 
our appreciation for their significant contributions and valued leadership over the years and we wish them all the best. 
Since 2016, Dollar Tree has added six highly qualified independent directors to its Board and plans to continue its 
Board Tenure
Board Diversity
>10 years
3-5 years
0-2 years
4
4
3
Average  
Tenure  
7.1  
years
27%  
Gender 
Diversity
18%  
Ethnic  
Diversity
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GOVERNANCE AND ETHICS 
continued
multi-year effort to achieve a fit-for-purpose Board. Based on the Board’s refreshment over the years and the upcoming 
retirements of Mr. Saunders and Dr. Zeithaml at the 2021 annual meeting, the tenure profile now reflects a balanced mix of 
short-, medium-, and long-tenured directors, with four directors having two years or less in tenure; three directors between 
three and five years in tenure; and four directors with more than ten years in tenure. We believe that a well-balanced, fit-for-
purpose and diverse Board that is aligned to our business strategy is key to the long-term success of our company.  
SHAREHOLDER ENGAGEMENT
The Board believes that fostering long-term, open, and institution-wide relationships 
with shareholders and maintaining their trust and goodwill is a core objective of our 
shareholder outreach program. Under our enhanced Shareholder Engagement Policy, 
our senior executive officers and the investor relations department are primarily 
responsible for our communications and engagement with shareholders and the 
investment community. Management is responsible for promptly reporting to the 
Board all material shareholder comments and feedback it receives.
The Vice President, Corporate Governance, together with the Corporate Secretary serve as liaisons with our shareholders 
on governance matters. We believe this approach provides a more direct channel for communications with shareholders 
to ensure an open dialogue on an ongoing basis and to promote an increased understanding of industry standards for best 
practices in corporate governance as they evolve.
Although shareholder outreach is primarily a function of management, our Board also believes that in appropriate cases, 
Board-level participation in dialogue with shareholders on matters of significance can be an effective means of promoting 
a mutual understanding and of informing the Board of shareholder perspectives. In addition to the engagement that is 
expected to occur by the Chief Executive Officer and the Executive Chairman, the Board expects that the Lead Director 
will generally be the primary independent director who would participate in such discussions, with the understanding 
that on certain matters, the Chairs of relevant Board committees or, in certain cases, other directors may also be asked by 
the Executive Chairman, the Lead Director, or the Board to participate. Accordingly, directors may also from time to time 
participate in an organized and coordinated manner with management in one-on-one meetings or investor events to elicit 
shareholder views.
During 2020, we contacted institutional holders of approximately 56% of outstanding shares to invite them into the 
engagement process on matters of corporate governance, incorporating other members of senior management or the 
Board when appropriate or as requested by individual shareholders. We engaged with our shareholders on topics related 
to board refreshment, executive compensation, long-term business strategy, social issues that affect our business, and 
environmental impact and sustainability matters, including climate change. 
The Board reviewed feedback from these conversations to better understand our shareholders’ priorities and perspectives. 
For example, in response to feedback from shareholders, we took steps to increase our transparency and reporting on 
sustainability matters.   
Dollar Tree’s Code of Ethics serves as our guide for using sound judgment and common sense in everyday dealings and 
establishes the framework for our ethical approach to business. All officers, directors, and employees of Dollar Tree are 
required to be familiar with our Code of Ethics, and senior managers sign a certification each year. 
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GOVERNANCE AND ETHICS 
continued
ETHICS AND COMPLIANCE
The Code of Ethics is designed to promote honest and ethical conduct; full, fair, 
accurate, and timely disclosures in public reports, documents, and communications; 
compliance with all applicable laws, rules, and regulations; and protection of 
company assets, including confidential information. The Code is also written to deter 
wrongdoing and ensure accountability.
The Code of Ethics includes policies on:
  •  Honesty and Integrity: We expect our associates to uphold the company’s values when dealing with other associates, 
Vendors, and external business partners.
  •  Commitment to Associates: The company is committed to fostering an inclusive environment that ensures all 
associates are treated with dignity and respect.
  •  Product Safety, Safe Workplace, and Environmental Responsibility: Our goal is to provide safe quality products to 
our customers, a safe working environment  for our associates, and to operate in a sustainable and environmentally 
responsible manner.
  •  Vendor Relationships: We pride ourselves on establishing relationships with vendors who uphold our core values.
  •  Kickbacks and Rebates: Associates and their family members are prohibited from receiving any improper payments, 
kickbacks, or rebates.
  •  Accepting Gifts: Associates and their family members cannot accept gifts or money or profit off of dealing with Vendors.
  •  Conflicts of Interest: We require associates to avoid engaging in conduct that creates—or could appear to create—a 
conflict of interest.
  •  Anti-Corruption, Anti-Money Laundering, and Anti-Terrorism: We prohibit associates and agents from engaging in 
bribery or corruption, and require them to comply with all applicable anti-corruption laws.
  •  Protection of Company Assets and Intellectual Property: Associates must take reasonable steps to prevent the 
improper or unauthorized possession, destruction, fraud, waste, or misuse of company property and assets.
  •  Confidential and Proprietary Information: Associates are prohibited from disclosing or using any nonpublic, 
confidential, sensitive, or proprietary information.
  •  Securities Trading Laws: The company does not tolerate Insider Trading.
  •  Antitrust, Competition, and Truth-in-Advertising: Associates should never discuss pricing policies and procedures 
or proprietary business strategies, territories, or product distribution or Vendor relationships with anyone who is not an 
Associate without authorization. 
  •  Financial Reporting: The company’s public filings and communications must be accurate, complete, timely, and in 
compliance with both generally accepted accounting principles and the company’s internal controls and procedures.
  •  Government Investigations: Associates must cooperate with any government investigations.
  •  Political Activities: The company will not abuse its standing to influence political issues.
To ensure compliance, all associates are required to report any suspected violations of the Code of Ethics. We have set 
up multiple ways for associates to anonymously share concerns about potential ethical issues, bribery, corruption, or any 
other violations of our corporate policy or of the law. We prohibit retaliation against an Associate or stakeholder who makes 
a report in good faith.
A full copy of our Code of Ethics is available here
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GOVERNANCE AND ETHICS 
continued
DATA PRIVACY AND SECURITY
An area of particular focus for the Board is the changing digital landscape in which 
the company operates. Data privacy and security have become increasingly important 
for modern businesses. At Dollar Tree, we believe that these areas require continued 
attention from corporate leadership. We have put a number of policies in place as well 
as independent review systems designed to ensure that we meet or surpass industry 
standards for information privacy and security.
Governance of Cybersecurity 
•  Two of our Board members have cybersecurity experience, and both of these  
directors are members of the Audit Committee, which has oversight over risks  
relating to information security and data privacy.
•  Dollar Tree has defined cybersecurity performance objectives for the CEO.
•  The Audit Committee, whose members are 100% independent, has overseen 
information security risk management for more than a decade.
•  At least twice a year, senior leadership briefs the Board on information  
security matters.
•  Please see page 49 for a discussion of security breaches and their costs.
Our Chief Information Security Officer (CISO) leads our enterprise Information Security department and is responsible for 
the company’s overall information security, cyber risk, and business continuity programs. The CISO reports to the Chief 
Information Officer and serves as the designated executive leader for cyber or data-related incident response activities.  
The CISO provides an annual report to executive management and the Board on the State of Information Security, and 
meets annually with our Chief Executive Officer to review information security matters. 
Our senior management reports disclosures and 
risks associated with our cybersecurity posture to 
the Board’s Audit Committee, composed solely 
of independent directors, at least semi-annually. 
These updates are designed to inform the Board 
of any potential risks for information security or 
data privacy as well as any relevant mitigation or 
remediation tactics being implemented. 
In addition to managing and maintaining our own 
cybersecurity posture, we carry appropriate levels 
of cyber risk insurance as a level of assurance and 
risk mitigation to our employees, customers and 
investors. These policies are annually reviewed by 
industry underwriters at which time our security 
practices, programs, processes, and procedures are 
scrutinized and evaluated by external third parties 
for efficacy and to determine our insurability.
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GOVERNANCE AND ETHICS 
continued
Data Privacy
We understand that the protection and privacy of customer information is critical to a strong reputation and continued 
business success. To protect the confidentiality of information entrusted to us, we employ extensive physical, technical, 
and procedural security controls at all our systems. We actively monitor and enforce compliance with our security policies 
and procedures, and we regularly review and update our physical and technical controls, as well as our policies and 
procedures, to respond to new threats and to adapt to changing technology. In addition, we maintain only the minimal 
amounts of information voluntarily supplied by our customers, and data on associates is collected in compliance with the 
requirements necessary to facilitate their employment.  
Dollar Tree will not give or sell personal information to unaffiliated third parties without first receiving consent from 
the individual. The company may share information with our corporate affiliates, such as: our parent company, sister 
companies, subsidiaries, joint ventures, or other companies under common control.
Information Security
Data protection and safeguards are embedded throughout the fabric of our operations and information technology 
programs. We take a multi-layered approach to provide protection for all corporate digital assets, information, and data as 
well as our customers and strategic partners. 
Our information security team is composed of 21 experienced professionals and is augmented by a strategic partnership 
with a leading Managed Security Services Provider. Our security associates are highly trained with many holding advanced 
certifications from industry-leading credential granting organizations that specialize in information security best practices.  
The information security team operates under one goal: ensuring the right controls are in place to keep our systems and 
information safe and secure. 
Security Assessment and Review
We regularly conduct internal reviews and work with third-parties to identify and manage information security risks and  
to ensure that our information security meets and exceeds established industry best practices.
•  We have an annual PCI-DSS assessment conducted by certified PCI-DSS Internal Security Assessors (ISAs). External network 
review and penetration activities are conducted by an independent external qualified penetration examining firm.
•  We also have an overall assessment and penetration evaluation led by leading external consulting firms each year. In 
addition, we conduct third-party reviews of current incident response plans, provide recommendations for updates,  
and conduct tabletop exercises with key stakeholders in the company.
•  Biennially, we conduct an external review of our certificate management practices and overall cryptographic 
infrastructure.  
•  We continuously self-assess against our internal policies and procedures, using internally developed risk assessment 
processes and measuring against a variety of generally accepted frameworks or controls, including the Center for Internet 
Security (CIS) Top 20 Controls, the National Institute of Standards and Technology (NIST) Cybersecurity Framework, Mitre 
Attack Framework, Sarbanes Oxley (SoX), and the Payment Card Industry Data Security Standard (PCI-DSS). 
•  We leverage a third-party risk evaluation and management platform to perform comprehensive reviews of mission-
critical third-party vendors. All contracts with third parties are reviewed by our CISO and security team for security related 
concerns and adherence to company policies. 
•  Our CISO regularly and routinely reviews our security model and its practices and future initiatives with external auditors 
to ensure alignment with industry best practices, changes in audit compliance requirements, and adherence to planned 
business objectives.  
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Security Breaches
Thanks to our dedicated teams, we have not experienced any computer data security breaches in the past three years as 
a result of a compromise of Dollar Tree or Family Dollar information systems.  As a result, we did not incur any expenses, 
penalties or settlements relating to an information security breach of our systems during this period. In fiscal year 2020, 
there was a security incident suffered by a third-party service provider that affected the information of a small number of 
our associates. To resolve this issue, we worked with the third party and its forensics investigating firm, and appropriately 
notified affected associates and required state regulatory agencies. We incurred out-of-pocket expenses of approximately 
$23,000 in connection with the third-party incident.
Comprehensive Employee Training
All associates are informed of and receive periodic notices and training on protecting corporate data and digital assets.  
This training encompasses everything from password protection and social media expectations to physical asset 
protections. Targeted training is also provided on topics such as, but not limited to, phishing, secure application 
development, social media, and fraud.  Associates whose roles and responsibilities require travel outside of the U.S.  
receive additional training on safeguarding their privacy, any information they access or require, and any use of corporate 
digital assets while abroad.
To review our privacy policies, see: 
Dollar Tree Privacy Policy
Family Dollar Privacy Policy
GOVERNANCE AND ETHICS 
continued
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APPENDIX – GHG EMISSIONS BREAKDOWN
The following tables summarize our energy consumption and greenhouse gas 
emissions associated with our operations and value chain in 2020.
Data availability for some sources of emissions, such as refrigeration, was limited. In order to estimate fugitive emissions 
from refrigeration, we used assumptions based on EPA guidance and averages, where data was not available. Each year 
going forward, we plan to review and refine our emissions measurement and calculation methodology to improve our  
data availability and require fewer assumptions.
Table A – Company-wide Activity Metrics
2020
NUMBER OF FACILITIES
THOUSANDS SQ. FEET
THOUSANDS SQ. METERS
SSC
1
510
47
Retail stores
15,648
154,014
14,308
Distribution centers
26
22,670
2,106
TOTAL
177,194
16,462
AREA OF FACILITIES
EMISSIONS INTENSITY 
mt CO2e / 1,000 sq. feet
mt CO2e / 1,000 sq. meters
Scope 1 and 2 emissions intensity
7.75
83.38
ELECTRICITY INTENSITY
MWh / 1,000 sq. feet
MWh / 1,000 sq. meters
14.41
155.06
GJ/1,000 sq. feet
GJ / 1,000 sq. meters
51.86
558.16
2020
ENERGY CONSUMPTION SUMMARY 
Total (MWh)
Total (GJ)
Diesel (used in backup generators)
73
262
Propane in stores
16,788
60,432
Natural gas
423,145
1,523,199
Jet fuel
6,032
21,714
Diesel for yard trucks 
17,633
63,475
Propane for forklifts 
102
368
Electricity (facilities)
2,551,677
9,185,304
Electricity (outdoor)
857
3,085
Steam
0.449
2
Table B – Energy and Emissions Data
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** We used the guidance outlined in the World Resource Institute (WRI) and the World Business Council for Sustainable Development’s (WBCSD) GHG 
Protocol: A Corporate Accounting and Reporting Standard (Revised Edition) to calculate the Scope 1 and 2 emissions generated by our facilities. 
Through this assessment, we calculated the GHG emissions associated with the natural gas and other fuels we use for heating and cooling our 
facilities, for backup generators, and for our vehicles (leased vehicles and distribution center equipment), as well as the refrigerants used in 
refrigerators and coolers (Scope 1 emissions). In addition, we calculated the GHG emissions associated with the electricity we purchase to power our 
stores, DCs and SSC. GHG emissions are reported in metric tons of CO2e (mt CO2e). We calculate energy and emissions based on actual data when 
available. When actual consumption data is not available, we estimate using square footage intensity factors by facility type. For Scope 3 emissions, 
we followed guidance outlined in the GHG Protocol Corporate Value Chain Accounting Reporting Standard. 
GREENHOUSE GAS EMISSIONS** (mt CO2e)
Scope 1 Emissions 
Mobile combustion 
6,010
Stationary combustion
79,478
Fugitive emissions
154,216
Total Scope 1
239,704
Scope 2 Emissions 
Scope 2 (Location-based method)
1,132,928
Scope 2 (Market-based method)
1,119,351
Total Operational Emissions (Scope 1 & 2 Location-based method)
1,372,632
Scope 3 Emissions 
Purchased goods and services
4,644,970
Upstream transportation and distribution
840,191
Business travel
1,236
Total Scope 3 Emissions
5,486,397
Total Emissions
6,859,028
Table B –Energy and Emissions Data continued
APPENDIX 
continued
TWO BRANDS, ENDLESS POSSIBILITIES 
FOR MORE INFORMATION, PLEASE VISIT DOLLARTREEINFO.COM
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