Creating Value Beyond Real Estate



A message from our CEO

Fellow Stakeholders,


Communities around the world are struggling under the social and economic weight of the COVID-19 pandemic, while at the same time expressing pent-up frustrations over centuries-old systemic social and racial injustices. First, please know that our hearts go out to everyone affected, as does our gratitude to those on the frontlines working to address these challenges every single day.

Also know that Prologis is not simply supporting from the sidelines. In fact, the demonstrated resiliency of our global platform has put our company in a position of financial and operational strength, which has allowed us to deploy a variety of resources to help.

Specific to COVID-19, we established a $5 million global relief fund to support nonprofits, hospitals and organizations that are focused on public health and safety, as well as access to food and economic recovery. We also donated 1.2 million square feet of space, equal to $4.9 million of in-kind rent, in Prologis facilities across 13 global markets through our Space for Good program, which we stood up to assist municipalities and relief organizations. Furthermore, we made an initial donation of $250,000 to the Equal Justice Initiative, with a total of $1 million committed to support racial equality causes. We also made a public statement reinforcing our continued commitment to focus on inclusion and diversity, and speak out against racial injustice.

Importantly, we view our response to these challenges as a meaningful extension of our historical leadership and ongoing commitment to environmental stewardship, social responsibility and governance (ESG). To guide us through our next phase of growth, in 2019 we launched the 3Cs: Customer Centricity, Change Through Innovation and Operational Excellence, and Culture & Talent. We believe our ESG initiatives further and embolden the 3Cs, and create value for our stakeholders—value that reaches beyond the walls of our real estate.

Customer Centricity has always been at the core of our business, and on the ESG front this past year we expanded our approach to improve the customer experience even further. For example, we made significant strides to enhance the Community Workforce Initiative (CWI), which we launched in 2018 to address our customers’ pain points around labor. To that end, we developed a cutting-edge, digital logistics training curriculum and formed direct partnerships with global customers to develop solutions to address their specific talent needs, such as virtual reality training tools for supervisors and employee engagement platforms for frontline workers. In addition, through our Prologis Ventures investment into WorkStep, an industrial talent hiring and retention platform, we delivered customers a more efficient and cost-effective way to meet their talent needs. In fact, in one case, a global third-party logistics customer leveraged WorkStep to hire during its peak season while significantly improving their retention.

Hamid Moghadam

Hamid R. Moghadam, Chairman and CEO



3Cs Graphic

Change Through Innovation & Operational Excellence is about embracing new challenges and using our global footprint and expertise to offer innovative solutions to our customers. As an example, we leveraged our scale to establish a dedicated manufacturing line of LED light fixtures that we can install through our Prologis Essentials LED program, which resulted in procurement cost savings of $15 million in 2019. Also, as our customers come to us for our expertise in sustainable real estate solutions, we are always looking for ways to help them tap into the environmental and economic benefits of renewable energy. For example, we helped our customer L’Oréal achieve carbon-neutral operations in Muggensturm, Germany, with a facility that featured a 2 megawatt (MW) solar installation and the procurement of certified renewable energy from the local electric grid.

Culture & Talent has always been the driving force behind our success. Our commitment to a philosophy of inclusion and diversity is critical to our future as a company. This ranges from our focus on diversity in hiring practices to ensuring that we establish the right tone from the top. Along those lines, we announced that Ms. Avid Modjtabai, a 27-year Wells Fargo veteran and one of American Banker’s “Most Powerful Women in Banking,” joined the Prologis board of directors in February 2020. We are thrilled to be able to gain from her perspective. Her extensive finance and technology expertise, coupled with her focus on customer experience, is an enormous asset to our company.

Never has it been more important than during these trying times that we maintain our dedication to ESG, which has been recognized globally: on the Corporate Knights Global 100 Most Sustainable Corporations in the World list, we were named the #1 real estate company, #6 in the U.S. and #26 overall; and we were included in the Dow Jones Sustainability World Index, placing us among the top 10% of global companies. We are continuing to shape a model for real estate that delivers tangible solutions and value to all of our stakeholders and extends past our net asset value. In the pages that follow, we hope you will see that this value was further propelled in 2019 by our ESG leadership, not just within the real estate industry, but in the global business community.



Hamid Signature

Hamid R. Moghadam
Chairman and CEO, Prologis, Inc.

We are continuing to shape a model for real estate that delivers tangible solutions and value to all of our stakeholders and extends past our net asset value.

Hamid R. Moghadam, Chairman and Chief Executive Officer


Scale augments efficiency.

in assets under management (AUM)

814 MSF
owned, managed or under development



Partnership ensures enduring value.


multisite customers

global occupancy rate


Business model delivers results.

five-year TSR1

outperformance over MSCI US REIT Index over past five years1

greater dividend CAGR than REIT average2

net earnings per share five-year compound annual growth rate

core FFO3 per share compound annual growth rate

All data is as of December 31, 2019.
1. Total stockholder return (“TSR”) is calculated based on the stock price appreciation and dividends paid to show the total return to a stockholder over a period of time. TSR assumes dividends are reinvested in common stock on the day the dividend is paid.
2. Includes REITs in the RMZ as of 12/31/2019 with data for every year in each respective period. Compound Annual Growth Rate (CAGR) weighed on market cap as of December 31, 2019, and measured over the past five years.
3. Core FFO per share is a non-GAAP measure. Please see our annual report filed on Form 10-K with the Securities and Exchange Commission for a discussion and reconciliation to the most directly comparable GAAP-measure.


Our forward-looking approach to sustainable design, development, operations and culture delivers long-term value for our stakeholders.



of employees completed Inclusion & Diversity engagement survey versus external benchmark of 70-80%

of employees have access to career training and education

business days per employee annually to volunteer with charitable organizations


of our top 25 customers rent our sustainably certified space

of our top 25 customers align with us in supporting the UN Sustainable Development Goals

higher retention rates with our top customers (covering 35% of our total square footage) that engage with us through our outreach programs


212 MW
of total solar energy generating capacity

sustainable building certifications in 18 countries

of total operating portfolio has cool or reflective roofing

of total operating portfolio has efficient lighting


volunteer hours in 2019

charitable contributions from the Prologis Foundation

of in-kind rent donated to 15 nonprofit organizations through the Space for Good Program

All data is as of December 31, 2019.
1. Cumulative figures through December 31, 2019.

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ESG Trends Requiring Stakeholder Solutions



Customers face ongoing challenges in attracting and retaining qualified labor.


120% turnover reported by e-commerce customers in 20191

CWI Training

Our experiential learning lab in Miami, Florida, prepares high school students for jobs in the logistics industry.


When selecting development partners, urban communities seek long-term contributors to sustainability, transit and labor solutions.

56% of 2019 investment in development was based in urban core2

Fastrack Bus

We collaborated with a UK county council to conduct an electric bus pilot around our Prologis Dartford project as a potential solution countywide.


Investors increasingly call for more disclosure of ESG data and alignment with climate risk frameworks.


77% of institutional investors use ESG in their investment approach3

2019 ESG Screenshot

This report and the associated microsite provide information on Prologis’ alignment with TCFD, SASB and PRI frameworks.


Potential and existing employees want to work for companies that give back.


67% of millennials factor in social responsibility when evaluating employers4

IMPACT Day 2019

Since 2013, Prologis employees have volunteered nearly 54,000 hours through IMPACT Day, the company’s annual day of global service. Additionally, we make significant financial contributions to our communities on an annual basis and especially during times of need.

1. Prologis Research
2. Based on Total Expected Investment (TEI) of 2019 Development Starts as reported in 2019 10-K.
4. Gallup, May 2019.

Culture of Innovation

Throughout 2019, Prologis embraced the challenge of thinking in new and innovative ways. Our focus on Culture & Talent, as well as Change Through Innovation and Operational Excellence (two parts of our 3Cs), gave rise to several initiatives, including Prologis Talks, which are hosted by our Chairman and CEO Hamid Moghadam and feature key leaders from other industries who share their experiences around embracing change. We are focused on building and nurturing an innovative mindset that unlocks solutions for our customers, while creating a culture of inclusion and diversity of ideas.

Scott Cook Talk

Prologis Talks interview with Scott Cook, co-founder of Intuit.



In 2019, we looked into further streamlining our processes and identifying innovative methods to make our operations even more efficient. Here are some examples:

  • Lighting Sensors – Motion and daylight sensors that dim and adjust based on available daylight to create energy savings for our customers are added to each Prologis-branded, directly manufactured LED light fixture.
  • Design Optimization Workshops – In the building development planning period, these workshops serve as a cross-functional collaboration to explore ideas and discuss insights to reduce risk and create additional value from our buildings. Prologis holds these workshops for new developments globally—above and beyond the industry standard.
  • Prologis Essentials – Launched the Prologis Essentials application, an online marketplace of customer solutions.


LED Fixture

Installation of energy-efficient fixtures from our Prologis Essentials LED lighting program.


Forklift Simulator

Forklift simulator technology at Prologis Labs in San Leandro, California.



The future will be built by those who harness the power of technology and data. To keep us on the cutting edge, we built technological infrastructure, such as:

  • Data Lake – Across our portfolio of nearly 4,000 buildings, we have access to vast amounts of data. Our data lake is a repository from which we derive value-adding analytics.
  • Prologis Labs – Leveraging our technical expertise and appetite for innovation, our lab in San Leandro, California, conducts experiments in new logistics technologies, such as autonomous forklifts, working with customers to create business solutions.



Further strengthening our commitment to Customer Centricity, our team established new ways to support our customers, including:

  • Customer Sustainability Advisory Council (CSAC) – Our CSAC ties our business initiatives with the ESG targets of key customers.
  • Net Promoter Score (NPS) – Prologis initiated a NPS program in 2019 to measure customer satisfaction and loyalty. Ranking among the best brands in the world, our NPS score is about 67% higher than the B2B average, which is a good start, but through our customer-centric efforts we aim to drive this number higher.
  • New customer-focused departments include: Customer Led Development, Customer Led Innovation and Customer Led Solutions.


CAB 2019

Prologis Customer Advisory Board meeting, Brooklyn, New York, 2019.


About This Report

Prologis' 2019 ESG Impact Report, and this ESG report microsite, describe the significant achievements and relevant initiatives that have furthered our progress toward our ESG goals and targets. This report covers our efforts across our global portfolio of $118 billion in assets under management in 19 countries serving more than 5,000 customers.

Prologis conducts its global business on four continents—the Americas, Europe and Asia—through one common operating platform that governs all entities in the Prologis group. This includes our eight private funds: Prologis Targeted U.S. Logistics Fund (USLF), Prologis U.S. Logistics Venture (USLV), Prologis European Logistics Fund (PELF), Prologis European Logistics Partners (PELP), Prologis UK Logistics Venture (UKLV), Prologis China Core Logistics Fund (PCCLF), Prologis China Logistics Venture (PCLV) and Prologis Brazil Logistics Venture (PBLV). It also includes our two public co-investment vehiclesFIBRA Prologis (FIBRA) and Nippon Prologis REIT (NPR)—through which we conduct our operations in Mexico and Japan, respectively. For ESG initiatives, Prologis uses its scale to provide one common ESG platform that covers its private funds, FIBRA and NPR, and includes ESG principles, policies, goals and monitoring systems.1

This report marks our 14th consecutive year of ESG reporting. We report to the Global Reporting Initiative (GRI) Standards. You can find more information about GRI, including the GRI content index on the GRI Materials page. In addition to reporting to the GRI standards, our 2019 SASB Disclosure details our alignment to the relevant material topics identified in the 2018 SASB Real Estate standard.

We also report progress on our ESG initiatives, annual GHG emissions and Task Force on Climate-related Financial Disclosures (TFCD) climate risk management through CDP, DJSI and GRESB. In addition, we discuss aspects of our ESG program in our 2020 Proxy Statement and 2019 Annual Report and Form 10-K, which are available in the Annual Reports section of Prologis’ IR website.

GRI Logos 2

This report has been externally assured by Lloyd’s Register Quality Assurance (LRQA) using the AA1000 Assurance Standard (2008). Please see our complete ESG Report Assurance Statement and Greenhouse Gas Assurance Statement.

1. We do not report on the business activities of entities over which we do not exercise direct operational control—including service providers, customers, contractors, suppliers and vendors. We do include aggregated and anonymous customer energy data in our Scope 3 carbon emissions calculations that are part of our science-based target (SBT) for reducing greenhouse gas (GHG) emissions, and which also inform our sustainable supply chain initiatives.


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2019 ESG Report Cover

Download our 2019 ESG Impact Report

The top-level achievements of the Prologis ESG program for 2019 are available as an executive summary. This download, combined with the details within this microsite, comprise our full reporting on ESG for 2019.

Access additional news and information about Prologis' ESG initiatives by visiting the Prologis ESG page.