Building Better Together 2020 Corporate Citizenship Report 2

Contents

Moving onwards and upwards ...... 3 Reducing our environmental impact...... 31 Letter from our President & CEO...... 4 Carbon emissions and energy use...... 33 2020 highlights...... 6 Our sustainability goals...... 35 A culture of sustainability...... 39 Embarking on a new era...... 7 Innovation, sustainable design and circularity...... 40 Our company and brands...... 9 Product safety...... 44 Our values...... 11 Corporate citizenship philosophies...... 12 Sourcing responsibly and ethically...... 46 Corporate governance...... 13 Standards of integrity...... 48 Ethics and compliance...... 15 Audits...... 49 Supplier trainings and our zero-tolerance policy...... 50 Fostering a diverse and inclusive culture...... 17 Responsible sourcing and social compliance ...... 51 Our diversity, inclusion and belonging goals...... 19 Our progess ...... 20 Engaging with our communities...... 52 Employee engagement...... 21 The Newell Brands Charitable Foundation ...... 54 Corporate donations and employee volunteerism...... 56 Supporting our people ...... 23 Corporate citizenship and civic participation ...... 57 Employee health and well-being during the COVID-19 pandemic...... 25 Appendix ...... 59 Talent and culture...... 27 Forward-looking information ...... 60 Safety in the workplace...... 29 GRI disclosures...... 61 Wellness...... 30 SASB index...... 73

About this report As a global consumer products company with brands loved by millions around the world, Newell Brands (NASDAQ: NWL) is well-positioned to make a positive impact through the passion and talent of our people, products, operations and partnerships. Our second annual Corporate Citizenship Report (formerly the Corporate Social Responsibility Report) outlines our philosophy, goals, initiatives and progress across areas of critical importance to our company, our communities and our stakeholders. We take seriously our responsibility to serve as a force for good in the world and while we know there is much work yet to be done, we are proud of the progress we’ve made in this important endeavor.

Pictured: Sharpie markers NEWELL BRANDS 2020 Corporate Citizenship Report 3

Moving onwards and upwards

Toward a more sustainable future

NEWELL BRANDS 2020 Corporate Citizenship Report Pictured: FoodSaver vacuum sealer 4

Letter from our President In 2020, we made progress against our 2025 sustainability goals: % & CEO 90 GOAL 83% Waste to landfill progress When we released our 2019 It was within this context that I was reduction report, we were only just humbled to see the very best of our beginning to grapple with what people at Newell. Rather than shy away % has become a multiyear global from the challenges facing us, our 30 11% pandemic that has disrupted people came together and united as GHG emissions GOAL progress our lives at work, at home and One Newell Brands. They supported usage reduction in our communities in ways we and promoted each other’s safety and would not have dared to imagine. well-being, delivered against enormous % % It is in times like these that we odds to drive our turnaround, gave 25 GOAL 8 are reminded of one another’s back to communities in need, served Energy usage progress humanity, and we are called to as stewards of the environment reduction support each other. While there and worked to ensure our planet- appears to be light at the end of friendly, attractive and innovative % GOAL 99% the tunnel, and we keep our gaze products would continue creating 90 progress cast toward those brighter days moments of joy and peace of Of transporters ahead, we cannot overstate the mind for consumers around the SmartWay certified profound ways in which COVID-19 globe. Our people engaged in altered our business and our lives important conversations, worked We also worked diligently to address hard-to- in 2020. to advance our commitment to recycle materials and responsible sourcing to diversity, inclusion and belonging, progress toward our 2025 packaging goals: As the global community unified and embraced the belief that to slow the menace of COVID-19, diverse people, voices and the unwelcome but familiar forces ideas drive a dynamic Ensure of natural disasters exacerbated company culture, by climate change and the greater business 100% manmade scourge of bigotry innovation and of our direct sourced Eliminate the use of and racial injustice made clear more highly paper-based product Polyvinyl Chloride our urgent need to do more—to engaged packaging is supplied (PVC) and Expanded demand better of ourselves and employees. by certified, verified Polystyrene (EPS) in our institutions, to act decisively or recycled sources all product packaging to save the ground beneath our feet and to ensure that the We are increasing our focus on product and absolute rights and dignity of packaging circularity and exploring longer- all people are recognized and term solutions that will help us address our respected without question. areas of environmental impact.

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In my Embracing Our Humanity letter, In this year’s report you will see This report tells the story of the I expressed my deep desire for unity, how our Newell family—from progress we have made in the inclusivity and allyship, and we left our Board of Directors and areas we recognize as imperatives 2020 with a call to action to strengthen Executive Leadership Team to to our success and inherent to our commitments to diversity, inclusion our employees in offices and, our role as a responsible global and belonging (DI&B). It is in that spirit most of all, the frontline heroes corporate citizen. In our 2020 that we established the following goals: in our manufacturing facilities, highlights you will see some of distribution centers, research and our key achievements, and on the · We will strive to have a Leadership development labs and retail stores following pages you will see stories Team of at least 30 percent women. met the moment with courage, about how we are pushing forward · Our Business Unit CEOs and perseverance and open hearts. We our corporate citizenship ambitions center-led Functional Heads will recognized the role our products and driving shareholder value work toward representation within play in our consumers’ daily lives through our people, our operations their direct reports (inclusive and their importance during and our products. While we remain of themselves) of at least 30 uncertain times. Our frontline in the early stages of this journey, percent women, with a longer-term, employees worked tirelessly to I’m proud of our accomplishments aspirational goal to be 40-50 percent ensure we could meet customer and delighted to share these pages women, and at least one leader of and consumer demand for essential with you. color or openly LGBTQ+ leader. products such as food preservation, food storage containers, cookware, I thank you for your continued We commit to a policy that slates for · baby gear and cleaning and support of our brands and roles at the Director level and higher, sanitation supplies. As such, we I welcome you to hold us that we post externally, will be prioritized the health and well- accountable to delivering on diverse in terms of gender, race and being of our frontline employees our commitments and the high sexual orientation. We will continue by heightening safety measures, standards we expect of ourselves. to research and analyze what it will including exposure protocols, take to turn diverse slates into true Onwards and upwards, increased cleaning and sanitation, representation at the leadership level face mask mandates and social at Newell. distancing measures. Ravi Saligram · At the people manager level in President & CEO the U.S., we will work toward We committed ourselves to being representation for women and ethical, trustworthy partners people of color (POC) that matches to customers, consumers, the relevant talent market in shareholders, suppliers and each terms of geography and function. other and, above all, we embraced We will also consider a longer- our moral responsibility to be a term, aspirational goal that our force for good in the world. leadership levels will trend toward the representation of our overall employee population.

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2020 highlights

Engaged Donated more than Supported over 300 nonprofits on GivingTuesday, and 140+ employee 380,000 products in Sustainability Champions support of COVID-19 relief distributed 25 grants to community organizations though the Local Impact Grant Program around the world

18% Promoted civic of our Board members 50% of our engagement through are women and Business Unit partnerships are people of color 27% heads are women with Vote.org and the Civic Alliance Donated nearly $9 Million Improved Published more than of in-kind product Launched Signed the Project Fulcrum in MSCI ESG 70 pieces of donations to CEO Action for support of creating more rating to AA informative communities in need sustainable Diversity content packaging & Inclusion pledge on a dedicated COVID-19 channel on our internal Developed app Newell Now 30,000 23% face of VPs hired in 2020 were Achieved a 99% completion rate shields people of of Newell’s Code of Conduct Training that were donated to local hospitals color Earned a 100% on the HRC Established 4 new Saved 8.5 MW Foundation’s Employee Established 2 new of energy Corporate Resource partnerships withTerraCycle though investments Equality Index Groups to provide end-of-life recycling solutions for our products in LED lighting

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Embarking on a new era Toward a more sustainable future

As a leading global consumer products company, we have an opportunity and responsibility to make our products and operations more sustainable. By adopting new principles and practices across our company and brands, we are finding innovative ways to reduce our environmental footprint, empower our people and continue to deliver our beloved products.

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In early 2020, as the world began to shift in unimaginable ways, our own evolution was already underway. Following a significant season of change within our company, we embarked on a promising new era full of opportunity, accompanied by high expectations of ourselves— as individuals, as a house of brands and, above all else, as a responsible corporate citizen. While we adapted to new realities and adjusted our plans, priorities and operations, we came together and grounded ourselves in an unwavering objective to build trust with our partners, customers and consumers through ethical and responsible business practices and a deeply held commitment to our people and our communities.

2020 achievements

We established new corporate values.

We created a Public Affairs Council.

We conducted outreach to institutional investors on topics related to corporate citizenship.

Pictured: Baby Jogger stroller

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Our company and brands

Newell Brands is a leading global In 2019, Ravi Saligram joined the consumer products company company as President & CEO and, with a portfolio of iconic together with the Leadership Team, brands, including Rubbermaid®, took decisive action to accelerate the Paper Mate®, Sharpie®, EXPO®, company’s turnaround journey. In Coleman®, Marmot®, Sunbeam®, addition to establishing core tenets Graco®, NUK®, Calphalon®, to return the company to growth and Yankee Candle®, First Alert® promote long-term success, he has and many more. Founded articulated a people-first philosophy; by Edgar Newell in 1903, the formed a world-class Leadership Team; company’s entrepreneurial spirit, made diversity, inclusion and belonging commitment to innovation and a hallmark of Newell; and embraced our investment in beloved brands has company’s moral obligation to do good. endured for more than a century. We are dedicated to enhancing With our global footprint, we recognize the lives of consumers around our responsibility to model ethical the world with planet friendly, and sustainable practices at each innovative and attractive step of the product lifecycle, as well products that create moments of as in our workplace, operations and joy and provide peace of mind. communities. Sustainability is not a destination but an ongoing journey of continuous improvement. We are proud stewards of many brands that support a more environmentally-conscience lifestyle, including but not limited to Rubbermaid® Freshworks®, Rubbermaid Commercial Products™, Contigo®, Bubba®, Sistema® and Marmot®. These products help consumers decrease their use of single-use plastics, reduce food waste, recycle and divert waste correctly and enjoy the outdoors with sustainably sourced products.

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Our brands Food Our products are found in more than 90 percent of U.S. households and sold in nearly 200 countries around the world. Our family of approximately 100 brands is Commercial organized into eight operating Business Units. Our brands include:

Home Appliances

®

Writing

Baby

Outdoor & Recreation

Home Fragrance

Connected Home & Security

is a registered trademark of Toagosei Co., Ltd. NEWELL BRANDS 2020 Corporate Citizenship Report and Ball®, TMs Ball Corporation, used under license. 11

Our values

To fulfill our purpose and achieve our mission, we embrace a set of values that guide our actions as well as our relationships with consumers, customers, suppliers and each other. They are grounded in a people-first philosophy, enabling us to deliver results and best-in- class innovation, drive long-term sustainability and promote a winning culture. Our values are embedded into every level of our organization and guide all we do.

truth. transparency. teamwork. trust. We find unity inour We are honest with Together we are We are committed to our diversity. each other and better than the sum customers, suppliers, ourselves. of our parts. consumers, and each other.

Pictured: Assortment of Coleman products NEWELL BRANDS 2020 Corporate Citizenship Report 12

Corporate citizenship philosophies

As a corporate citizen, we take seriously Diversity, Inclusion and Belonging Sustainability Governance Product and Packaging our responsibility to do our part to We believe diversity, inclusion and Our corporate citizenship approach is Lifecycle Innovation address the most pressing environmental, belonging are critical to the success of rooted in strong leadership. We have Reducing the impact of our packaging is social and community issues in the our business and to helping attract, retain instituted a CSR Council with cross- critical to increasing the circularity of our neighborhoods we call home, the markets and develop the best talent. A diverse functional senior leadership involvement products. We have developed a rigorous where we conduct business and the planet and inclusive workplace creates an and sponsorship along with supporting set of packaging and design guidelines that sustains us. Our corporate citizenship environment rich with innovative ideas, an councils, such as the Sustainability to source more sustainable materials philosophies guide our efforts to be a engaged workforce and better solutions. and Social Compliance Council. The and reduce waste. force for good and the tangible ways we’re We are committed to building inclusive Nominating/Governance Committee of making a difference. teams that reflect the diversity of our our Board of Directors provides oversight Water Stewardship brands and consumers. of our programs and policies. We respect the importance water has for the communities near our manufacturing Employee Engagement Climate and Emissions Reduction sites. We use very little freshwater in our Our people are our greatest asset and Climate change is one of our society’s operations and recycle water in a closed- drive our success through their passion most pressing issues and we aim to loop system in several locations, and we and commitment. Through our company- lower emissions across our value chain. continue to increase water reuse and sponsored programs, we encourage and In addition to setting operational energy lower our water consumption. support them to drive positive change goals to increase our efficiency and lower across the organization. We celebrate consumption at our manufacturing sites, Human Rights and our Sustainability Champions who are we are optimizing our transport fleet’s Responsible Sourcing empowered to implement sustainability efficiency, reducing electricity use and Our suppliers and their employees are an initiatives at their locations and our moving toward circularity. extension of our team. We set stringent give@newell Ambassadors who help standards around ethical conduct spread awareness of the many volunteer Energy Management and safe working conditions that our efforts and opportunities available across Energy is one of our largest impacts on suppliers are required to meet. We also our organization. the climate and natural resources. We require our suppliers to maintain high work actively with our sites to improve standards through ongoing training, efficient energy management, set assessments and engagement. reduction goals and implement energy- saving projects. Community Outreach We have a responsibility to give back to Waste Minimization and Diversion the communities in which we operate Our facilities are already optimized to through philanthropy, volunteer hours send a minimal amount to landfill, and we and in-kind donations. We are committed Pictured: Oster blender remain committed to finding new ways to partnering with nonprofit and civic to divert waste to more productive uses, groups that align with our values including reuse and recycling. to create change locally, nationally and worldwide. .

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Corporate governance GET TO KNOW NEWELL

Our Board of Directors and Leadership Board composition Newell is committed to Team establish our long-term being a responsible corporate strategic direction and the framework citizen and doing the right thing of principles and practices that in the right way. We have made As of December 31, 2020 ensure accountability, fairness and “meaningful progress on diversity, transparency in our relationships with inclusion and belonging, environmental sustainability and all our stakeholders. Our people-first Number of Directors approach drives business results and 11 philanthropy over the past few growth through integrity while increasing years and we are committed connectedness and alignment across to building on this momentum the company. Percent Director Independence 91% going forward. Importantly, our focus on responsible corporate Together, the Board and Leadership citizenship is fully supported by the Board of Directors.” Team, perform functions such as Percent Women on Board providing oversight of management 18% practices, advising on succession Rob Steele planning, managing risks and engaging Chair, Nominating and Governance Committee of the Board, Newell Brands with our stakeholders. Board member Percent Minority on Board 27% independence and diversity are critical components of objective oversight and continuous improvement. Of our 11 Percent Under 30 Years Old Board members, 10 are independent. 0%

Percent 30 – 50 Years Old 27%

Percent Over 50 Years Old 73%

Average Director Tenure 4 years

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The Board of Directors offers ongoing counsel and ensures our Corporate Social Public Affairs compliance in all areas of business, Council including corporate citizenship Responsibility Chaired by our Chief Legal & topic areas, through the work of Board (CSR) Council Administrative Officer, with Committees. Our CSR Council ensures leaders from Communications, · The Nominating/Governance alignment across all internal Legal and Human Resources, our Committee oversees corporate stakeholder groups responsible Public Affairs Council monitors citizenship topic areas, including for our corporate citizenship federal, state and local laws and environmental health and safety, initiatives. This cross-functional regulations that may affect our ethics and compliance policy Council is composed of leaders operations. The Council also and practices, sustainability, from Diversity, Inclusion and identifies opportunities for us philanthropy and diversity, inclusion Belonging, Sustainability and to advocate for our interests and belonging. Social Compliance, Responsible through our industry association Sourcing, Philanthropy, memberships and internal and · The Audit Committee holds Communications, Product external communications to responsibility for ensuring the Design and Innovation, Safety stakeholder groups. ethics and integrity of financial and Ethics. The CSR Council statements, company compliance convenes monthly to review and audits, and oversees any these topics and related potential material issues that may initiatives and to discuss surface throughout the course of progress against our goals. enterprise risk assessments. · The Organizational Development To demonstrate the importance & Compensation Committee we place on corporate reviews executive compensation citizenship, the Council has and pay-for-performance, as well as seven executive sponsors: Our policies and procedures relating to Chief Legal & Administrative succession planning of critical roles Officer, Chief Procurement and human capital management Officer, Chief Supply Chain and development. Officer, Chief Customer Officer, Chief Human Resources Officer, · The Finance Committee has Business Unit CEO, Home oversight for our capital structure, Appliances and SVP, Design financial plans, policies, practices & Innovation. and performance.

Additional details regarding our corporate governance policies and disclosures can be found in our most recent Proxy Statement and on our Investor Relations website.

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Ethics and compliance GET TO KNOW NEWELL At Newell Brands, our belief Policies on ethics is that we should do things Our Code of Conduct right and always do the right and human rights ensures that Newell employees and thing. We are committed to Our respect for human rights is a focus We have established several policies Board Members are champions operating with the highest of both our Code of Conduct and Vendor to provide guidance to our employees of our commitment to ethical ethical standards and in full Code of Conduct, including requirements and suppliers on ethical behavior and “business practices, human rights compliance with the law. Our related to: legal and regulatory compliance. Our and workplace respect. We are success hinges on our ability Code of Conduct guides our Board · Wages and benefits very proud of our consistently to gain and maintain the trust of Directors, executive officers and high training completion rate, and Child labor of customers, consumers, employees globally, while our Vendor · recognize the critical role training business partners, employees Code of Conduct guides our business · Working hours plays in creating a strong foundation and other stakeholders. partners. We review these codes Forced or indentured labor and of ethical conduct.” annually and update them as needed. · Our Global Ethics & Compliance human trafficking Malini Sangha program is managed by our In addition, we maintain an · Discrimination, harassment and Chief Ethics & Compliance Officer, Chief Ethics & Compliance International Export Compliance disciplinary practices Newell Brands Officer, who reports to the Policy to address trade sanctions, Freedom of association Chief Legal & Administrative export controls and anti-boycott · Officer and provides regular regulations. This policy provides updates to the Nominating/ practical guidance for employees Human rights due diligence risk Governance Committee and involved in international transactions, assessments are covered by a Audit Committee of the Board such as importing and exporting. combination of internal and external, of Directors. third-party social compliance audits As a global company, we must also against the Newell Brands Vendor In late 2019, we launched a comply with anti-corruption and Code of Conduct that the CSR team broad risk assessment designed anti-bribery laws of the countries in conducts. We also accept shared to identify and address areas which we do business. We circulated industry audits such as the Business of potential risk related to an updated Global Anti-Bribery and Social Compliance Initiative certification bribery, corruption and trade Anti-Corruption Compliance Policy and the Sedex Members Ethical Trade sanctions. The insights from in 2020 to employees that describes Audit. See Responsible sourcing and this ongoing assessment are their responsibility to deter and social compliance for a discussion of helping us to ensure compliance detect fraud and corrupt, dishonest compliance with our Codes of Conduct. with our Code of Conduct or illegal activities. and relevant regulations; Our Internal Audit team also conducts and, improve our operations audits on the Ethics & Compliance and how we communicate program and related issues. For about these matters with example, in 2020, our Internal Audit team regulators, suppliers, customers, conducted a General Data Protection consumers and business Regulation audit with a focus on partners in the U.S. and abroad. eCommerce.

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Ethics training Ethics Hotline Our Code of Conduct training is Certain employees may be required Newell Brands maintains an mandatory for all our employees to complete additional ethics and Ethics Hotline for employees and and leaders. It covers topics such as compliance trainings. For instance, third parties to ask questions, cultivating a respectful workplace, employees involved in international raise concerns or report potential Speak Up! conducting business in an ethical and transactions were required to violations of the Code of Conduct legal manner and how to report issues. complete our Trade Sanctions training without fear of reprisal. The We’re Listening to ensure they understand their Ethics Hotline is available 24/7 in The training program includes a variety obligations with respect to relevant multiple languages. Initial intake of employee touchpoints, including policies and procedures. is handled by an independent If you have a question, concern or comprehensive and refresher courses third party and reports are suspect a violation of our Code of that highlight a rotation of relevant Employees who may interact thoroughly investigated Conduct please reach out. topics. We review hotline reports to with government officials or and tracked by the Ethics & ensure that Code of Conduct training entities must take our Anti- Compliance team. topics address areas where compliance may be a concern. Bribery & Anti-Corruption training, which was launched Our goal is for 100 percent of employees in 2020. to complete the online Code of Conduct training each year. In 2020, 99.9 percent of employees completed the training. We conduct all legally-required Ethics Mailbox Employees without access to online trainings in specific locations on training periodically receive in-person issues relevant to those geographies. Email: [email protected] Code of Conduct training. For example, we provided essential international training after the enactment of the EU’s General Data In 2020, Protection Regulation and, in the % U.S., we ensured that training was 99.9 given on the California Consumer employees Privacy Act. completed the Ethics Hotline training Phone: (888) 255-8163 (U.S.) Click here for a list of phone numbers for outside the U.S.

NEWELL BRANDS 2020 Corporate Citizenship Report 17 Fostering a diverse and inclusive culture ulture Ensuring opportunities for all

At Newell Brands, we are committed to strengthening our diversity, inclusion and belonging (DI&B) efforts throughout the company. We view diversity as the blending of many backgrounds, experiences and perspectives within our teams. We see inclusion as fostering a collaborative workplace that equally values open participation from individuals with different ideas and viewpoints. We define belonging as the ability for employees to feel empowered to bring their whole selves to work. The outcome of prioritizing DI&B is an environment rich with innovative ideas, an engaged workforce and effective solutions. Pictured: Rubbermaid Brilliance food storage containers

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This year we invested in a long-term approach to DI&B. We sharpened our focus on making sure diverse voices are represented at all levels of the company, especially on the Leadership Team and in the Boardroom. We believe racial injustice in the U.S. and abroad cannot go unaddressed and we are taking action to become a stronger, more inclusive and more unified Newell.

2020 achievements

We set ambitious DI&B goals, including having a Leadership Team of at least 30 percent women.

We launched four new Employee Resource Groups (ERGs), for a total of six.

We scored 100% on the Human Rights Campaign Foundation’s Corporate Equality Index.

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Our diversity, inclusion and belonging goals

We have always viewed DI&B as In 2020, we established four specific We partnered with a prominent critical to employee engagement DI&B goals: consulting firm to identify DI&B and to the success of our business. gaps that need to be addressed. Driven by our new Leadership 1. We will strive to have a Leadership Team Their analysis will include a Team and 2020’s sobering events of at least 30 percent women. careful audit of our talent data around racial injustice in America, 2. Our Business Unit CEOs and center- which will be benchmarked we are more focused than ever on led Functional Heads will work toward These goals are enabled by against our peers. Further, a using our influence to do our part representation within their direct qualitative analysis consisting of to eliminate systemic inequalities reports (inclusive of themselves) of at 5 Pillars surveys and small focus groups and reduce barriers to creating least 30 percent women, with a longer- will provide insight into the next diverse and inclusive environments. term, aspirational goal to be 40-50 stages of cultural training that Addressing inequity in our company Talent & Work Environment percent women, and at least one leader may be needed. We will use the and communities is both a business Eliminating bias and promoting an of color or openly LGBTQ+ leader. results of this analysis, by mid- imperative and at the core of who inclusive work environment 2021, to inform our enhanced we are and what we do. 3. We commit to a policy that slates for roles at the Director level and higher, DI&B strategy. In 2020, our President & CEO, Ravi that we post externally, will be diverse Culture & Engagement Saligram, signed the CEO Action in terms of gender, race and sexual Requiring anit-bias training Pledge for Diversity & Inclusion, orientation. We will continue to research and amplifiying diverse voices promising to support a more and analyze what it will take to turn inclusive workplace by empowering diverse slates into true representation at and mobilizing our employees to the leadership level at Newell. Rewards & Equity Remedying pay inequities and effect change. With this pledge, 4. At the people manager level in the U.S., adapting benefits to diverse needs Newell commits to supporting we will work toward representation for conversations around race, women and people of color (POC) that instituting anti-bias training and matches the relevant talent market Community & sharing results-driven DI&B plans in terms of geography and function. with the Board of Directors. the Consumer We will also consider a longer-term, Speaking with a strong, unified voice about aspirational goal that our leadership DI&B and partnering for mutual gain Our SVP, Talent and Culture oversees levels will trend toward the representation our DI&B programs and initiatives. of our overall employee population. To further support these efforts, we Representation & These are short-term goals, which will be plan to hire a Global Director, DI&B Accountability enhanced and evolved as we complete our in 2021. Setting diversity goals and reporting DI&B diagnostic work. representation at all levels

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Our progess I’m committed to creating a work environment at Newell DI&B progress is powered from the in director and VP levels at a rate that We continue our practice of annual pay Brands where our 31,000 top, which was our focus in 2020, outpaces progress in any previous equity analysis with remediation and employees can bring their whole and will continue to be one of our key year. These accomplishments provide process improvements to close any wage “selves to work, achieve their full objectives in 2021. Four of our of eight a strong foundation upon which we gaps based on gender and race. potential and feel a strong sense Business Unit heads are now female, will continue to build and strengthen of belonging.” exceeding our current goal of having representation across all levels of the at least 30 percent of our Leadership business. For more information about Ravi Saligram Team represented by women. In our workforce demographics, see our President & CEO, Newell Brands 2020, we also hired women and POC EEO-1 workforce demographics.

POC* Global*

People People All Professional Director VP/ SVP All Professional Director VP/ SVP Manager Manager

Black/ African Women American (U.S.) 11% 7% 5.8% 2.8% 3.2% 47.9% 45.8% 39.7% 32.7% 30.2%

Latino/ Men Hispanic (U.S.) 10.3% 7.7% 7.5% 4.8% 1.1% 52.1% 54.2% 60.3% 67.3% 69.8%

Asian (U.S.) 6.5% 7.2% 5.1% 4.8% 4.2% U.S.* Two or More 1.6% 1.7% 1.4% 1% 3.2% People Races (U.S.) All Professional Director VP/ SVP Manager American Indian/ Alaskan (U.S.) 0.7% 0.2% 0.3% 0% 0% POC 31% 24.1% 20.6% 14.5% 12.6%

Native Hawaiian/ Pacific 0.5% 0.3% 0.4% 0.4% 1.1% White 69% 75.9% 79.4% 85.5% 87.4% Islander (U.S.)

*As of December 31, 2020

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Employee engagement

The Human Rights Campaign Employee Resource Groups Foundation awarded us a are global, employee-led score of 100 percent, the groups designed to amplify highest possible, on their 2021 employee voices within Newell’s Helping to start and lead a chapter of RAY Being a proud Latin American immigrant and US citizen, Corporate Equality Index. The internal and external activities. has been an incredible experience! I am most excited when I learned about HOLA, I immediately thought that it was Index benchmarks companies ERGs provide our employees about the global engagement we have experienced in the perfect ERG to find professional support from individuals based on their corporate with unique opportunities a very short period of time – our EMEA partners have with a similar background as mine, cultivate a deeper sense of “brought an invaluable perspective to our discussions – “belonging within the organization, network in a safe environment, policies and practices related for networking, engaging and we are eager to make strides as a globally united meet new friends and colleagues who share a common cultural to LGBTQ+ workplace equality. in important dialogue and organization in 2021.” history and being able to talk about unique issues and celebrate the nuances that come along with our culture.” We recently enhanced our participating in professional support for LGBTQ+ staff by development programming. Bridget Archbold Senior Manager, Brand Activation Alexandra Harcha-Montes ensuring equivalency in same- ERGs host activities such as Principal, Graphic Design and different-sex spousal and guest speakers, skill building domestic benefits, rolling out workshops, volunteer activities new LGBTQ-focused marketing and more, all of which bring and relaunching OPEN, an together employees from across employee resource group (ERG) our locations. In addition to for LGBTQ employees and allies. our previously launched ERGs, RAY for women and allies and Transitioning from an office rich with various I grew up in a traditional Chinese family, and since cultures, BEACON is the community I needed to make moving away for college and work, there was a void that The Human BEACON for Black employees me feel embraced in a new environment. All of the NAAPA has been able to fill by providing a home within the and allies, we added four new programming has poured into my development and workplace. I get a great sense of pride in welcoming others into Rights Campaign ERGs in 2020: OPEN, our ERG for “connecting to my peer group across divisions has “this home and learning about each other’s cultures and values added value to my life and work at Newell.” while embracing our many shared experiences.” Foundation LGBTQ+ employees and allies, V TS awarded us NAAPA for our Asian American Renee Drumgold Jeff Hwa a score of employees and allies, HOLA Research and Development Leader Automation Engineer for our Hispanic and Latinx E TS % employees and allies and VETS 100 for veterans and allies. on its 2021 Corporate VETS Equality Index Veterans are a resilient group of people with I was offered the opportunity to help relaunch OPEN at extraordinary life experiences that can add a lot of Newell in June of 2020, and I jumped at the chance. For me, it depth to an organization. I think that having this was an amazing opportunity to get more involved, share my resource available will be invaluable to employees story, and meet new people to hear their perspective. I have who have served and will ultimately help increase the “enjoyed learning so much about different parts of the LGBTQ+ “ community by being a part of OPEN. The ERGs are a great way numbers of veterans within the company.” to network across the company, make new friends, and learn something new!” Mike Botson Key Account Manager Todd Benjamin Senior Manager, Sales Operations

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ERGs were a great force of unification Training and amid the challenges presented by GET TO KNOW NEWELL COVID-19. In a year where many of our partnerships employees worked remotely, virtual In 2020, we revamped our annual We also became a member of ERG programming served as a critical mandatory, interactive Respect in the Catalyst, a global nonprofit that Investing in diversity is an mechanism for employee engagement. Workplace training to cover the subtle helps companies evolve their investment in the future. When we BEACON, for example, hosted a two- and less widely discussed aspects of workplaces to better support provide the platform for all voices part series called Dismantling Your an inclusive, committed culture. Led by women. As a Catalyst partner, all to be present and heard, we inspire Bias, featuring Michelle Wonsley-Ford, our Labor & Employment and Employee Newell employees have access to “greatness. Empowering our employees Executive Director for the Center for Relations teams, this training helped Catalyst’s research, programming, to bring their best ideas forward leads Racial Justice in Education, and Tre’vell our employees engage in important tools and resources that cover to a collaborative culture and a thriving Anderson, award-winning journalist, conversations around harassment, a range of topics, including the environment where innovation can social curator and world changer. HOLA bullying, microaggressions and future of work, unconscious flourish. At Newell, we know it’s not just hosted a program called The Power of unconscious bias. We view this training bias and supporting LGBTQ+ the right thing to do, it’s the smart thing the Hispanic Consumer, which featured as an important starting point in our long- employees. to do, and we are enthusiastic about the Wiper Agency, an organization term efforts to educate and empower our this journey.” that specializes in the U.S. Hispanic employees to recognize and respond to Market. And NAAPA curated a week of incidences of bias and discrimination. Samantha Charleston virtual activities in celebration of Diwali, Senior Vice President, Talent & Culture, including a Bollywood dance class and a Newell Brands rangoli and henna art competition.

In addition to the programming offered by our ERGs, we provide our Creating a Culture of Respect employees with memberships to various organizations, including the Society of Women Engineers and the Asian American Professional Association.

In order to make Newell a more inclusive workplace in the context of hiring, we Consensus on Give a voice supported Georgia Senate Bill 288 acceptable to everyone (SB 288) in partnership with the Metro behavior at Atlanta Chamber of Commerce. This work law was consistent with Newell’s long- standing history of not precluding job applicants from employment based Appreciating differences on conviction information that is not relevant to our hiring process. We believe individuals deserve second chances and we were proud to offer Newell’s support in removing such barriers in Georgia. Because we always do what is right.

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Supporting our people

With a safe and empowering environment

At Newell Brands, our people are our greatest resource. Recruiting, developing and retaining a high-performing and engaged workforce requires a supportive and inclusive work environment where our people have the opportunity to thrive and reach their full potential. We aim to cultivate an environment where our employees receive clear, regular communication from us and engaging programs and professional development opportunities.

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The challenges of COVID-19 provided us with a call to double down on our commitment to our people. We took immediate action to ensure the health and safety of our employees and provided additional benefits to our frontline workforce. We made great progress in our turnaround and unified as One Newell Brands as a result of the dedication and resilience of our employees

2020 achievements

We received the Best of Phoenix PRSA Georgia Award for Compassionate COVID-19 Communications.

Our employee mobile app, Newell Now, surpassed 10,000 users.

We reduced our rate of workplace incidents by over one-third.

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Employee health and well-being during the COVID-19 pandemic

When we learned of the gravity of COVID-19, We published we established three priorities: protecting Digital communication the health and well-being of our employees; during the pandemic + maintaining financial viability and business 70 With 31,000 employees facing uncertainty continuity; and keeping manufacturing We also partnered with Dr. Sonja pieces of in stores, manufacturing facilities, facilities and distribution centers operating, Rasmussen, an epidemiologist, informative distribution centers and offices around where permitted and deemed prudent, pediatrician and professor at the content on a the globe, communication became more to provide products to our consumers. University of Florida College of Medicine, dedicated COVID-19 important than ever. To ensure employees who was previously responsible for channel in the received the latest COVID-19 updates in To ensure the health and safety of our pandemic influenza preparedness Newell Now app employees, and further our commitment to a timely manner and easily accessible at the Centers for Disease Control, timely and transparent communications, we format, we launched a dedicated COVID-19 to provide medical information to assembled two task forces that met daily: channel on our employee-facing mobile our leadership and employees. Dr. app, Newell Now. We published a range Rasmussen held several webinars to · A cross-functional COVID-19 Task of content from safety tips to the latest answer questions from our employees Force focused on developments medical information and new company and their family members and related to the virus, site impacts, procedures, to keep our teams safe at responded directly to questions by travel policies, government orders, work. App usage rates rose significantly email. Dr. Rasmussen will continue communications, employee case from the previous year, with 47 percent providing her expertise to Newell tracking and employee contact tracing. more professional employees and 76 leadership and employees in 2021. percent more manufacturing employees A Supply Chain Task Force focused · using the app in 2020. In fact, the app Thanks to these efforts, we were on continuity of operations, safety surpassed 10,000 total users—roughly honored to receive the Best of Phoenix protocols, PPE sourcing, vendor/ a third of our global team and almost Award during the Public Relations supplier capability and evaluation/ 100 percent of our professional staff. Society of America (PRSA) Georgia testing of potential technologies. Beyond pandemic news, the Newell Now Phoenix Awards. We received the As the need for flexibility and work-life app enabled our office-based employees top award for “Compassionate balance became more important than to stay connected and share updates COVID-19 Communications” which ever, people managers were provided with and photos while working remotely. included keeping our employees fully additional training and support to ensure they equipped with reliable, up-to-date could respond to employees’ experiences information on the pandemic. and concerns during the pandemic.

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Supporting our frontline heroes Our frontline employees worked Where possible and permitted by law, I appreciate how tirelessly to ensure we could meet we orchestrated a carefully phased, seriously the organization customer and consumer demand limited reopening of some offices is taking this. It comes for essential products such as food beginning in June. Employees were across and makes me feel preservation and storage containers, permitted to voluntarily return, should “safe and comfortable. I cookware, baby gear and sanitation they wish to do so, subject to a 20 trust the process.” supplies. Across our manufacturing percent occupancy limit. Numerous plants, distribution centers and safety measures were implemented, From Return to Office Staff Survey research labs, we implemented such as temperature checks and mask heightened safety measures such requirements; providing hand sanitizer, as staggered scheduling, new clock cleaning wipes and masks; extensive in and out procedures, temperature signage on floors and walls with checks, plexiglass barriers, exposure protocol; hygiene and safety reminders; protocols, increased cleaning and and limiting occupancy in conference sanitation, face mask mandates, rooms. In a Return to Office Employee social distancing measures and more. Survey, 95 percent of respondents who chose to return to the office said they In acknowledgement of our frontline felt safe while at work. heroes’ resilience and commitment, we issued temporary wage increases, offered paid emergency sick leave for those who became ill or needed % to care for sick family members and 95 provided cash bonuses. of respondents who chose to return to To ensure the safety of our the office said they professional employees who could felt safe while fulfill their responsibilities from home, we temporarily closed our at work offices, moved to remote working and adopted a number of measures to ensure continued connectivity such as video conferencing and work from home guidelines.

Pictured: Rubbermaid Commercial NEWELL BRANDS 2020 Corporate Citizenship Report Products hand sanitizer 27

Talent and culture

Our people are our greatest asset and Feedback GET TO KNOW NEWELL building an empowered, unified team is central to our culture. Our Human To evaluate and identify On a more regular basis, we Resources team is focused on driving opportunities for recognition and provide feedback to, and solicit Our approach to talent rests in a world-class people agenda that growth, we use a global platform it from, all employees to better the belief that when you do right by enables our business strategy and an for annual performance reviews tailor their experience as Newell your people, they return that loyalty in inclusive, winning culture. called grow@newell. At year end, team members. Performance- spades. The challenges experienced managers and employees review “throughout 2020 amplified the based feedback is shared on the year’s accomplishments an ongoing basis through our fantastic people managers across and challenges and set goals grow@newell platform. We also the organization whose leadership Our Chief Human Resources Officer for the upcoming year. This conduct an engagement survey ensured that teams were able to oversees our people strategy process is designed to support periodically to gain valuable successfully stay connected and globally. To recruit, develop and our employees on their career insights into employees’ meet goals, while maintaining retain the best talent, we prioritize journeys and to provide tools, perceptions and experiences. employee safety and well-being as transparent communication and trainings and resources for their We use this information to the top priority.” provide opportunities for growth professional development. help us shape future offerings, and development. programs and services. Steve Parsons Chief Human Resources Officer, Newell Brands

Pictured: Paper Mate pens`

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Communications As a large, geographically dispersed In addition to the Global Meetings, Another way we provide greater company, it’s critical that our employees our employees are also encouraged visibility of our leadership is through feel connected to each other, our leaders, to watch our external-facing quarterly our award-winning video series, our brands and our purpose. In addition earnings webcast. To further enhance Fishbowl. In this series, members to email, a key avenue for sharing employees’ understanding of our of our Leadership Team respond content and information is through our financial results and provide an EXCERPT FROM PEOPLE to lighthearted questions in an aforementioned employee mobile app, opportunity for them to ask questions, MANAGER TRAINING ON unscripted Q&A session. Questions Newell Now. we launched Earnings Explained, a PANDEMIC MANAGEMENT range from “Who is your celebrity quarterly internal webcast hosted by our doppelganger?” to “What three Our quarterly Global Meetings are hosted Chief Financial Officer and President, things would you want with you on a by our President & CEO, Ravi Saligram, Business Operations. During Earnings · Avoid early morning and lunchtime deserted island?” The video snippets and feature business updates, new Explained, employees hear a summary meetings. provide a unique and entertaining innovations, anniversary celebrations of our financial results and are provided Encourage employees to block time opportunity for employees to see our · and Q&A. These company-wide meetings the opportunity to ask questions. on their calendar for personal time. provide a unique opportunity to share leaders from a more personal and updates on company performance We also offer our employees exposure approachable perspective. · Acknowledge areas of work-life and progress and highlight wins from to senior leaders through an award- stress and create adaptable plans to These higher-profile events and the quarter. Through transparent winning podcast called Leaders Live. manage workload. communications punctuate a regular communication from senior leadership, During these podcasts, the Corporate Prioritize regular, frequent check-ins. cadence of local townhalls and · these strategic meetings help to build Communications team interviews roundtable discussions happening confidence and trust in our leaders, keep leaders on topics such as diversity, year-round. employees informed about metrics and inclusion and belonging, community generate excitement about the future. engagement, sustainability and Survey results from 2020 found that innovation. The goal is to help increase because of these meetings, nearly 90 connectedness and build awareness percent of respondents felt optimistic about what is happening across the about Newell’s future and have confidence company. During the pandemic, we in our Leadership Team. produced five Leaders Live episodes specifically on COVID-19-related topics.

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Safety in the workplace

The health, safety and well-being of our Likewise, each team member undergoes employees is our number one priority. thorough on-site and online trainings in % Accordingly, we have instituted a safety safety, communications and regulations to 33 management system, Safety Excellence orient them to their location. Most of our decrease in and Leadership (SEAL), to guide us SEAL and other standard trainings were recordable 5 toward our aspirational goal of zero conducted remotely in 2020. incidents injuries, zero unsafe conditions and zero down to 235 SEAL itself is also reviewed and updated unsafe behaviors. from 336 in 2019 annually to incorporate relevant changes. Elements of SEAL SEAL supports each of our locations In 2021, we will be updating the Emergency in building consistent, reliable safety Action Plan to include business continuity programs, and educates our team planning guidelines to reflect learnings from Compliance: members on policies through trainings. operating during a pandemic. Ensuring regulatory compliance The objective of SEAL is to build a 1 caring culture underpinned by safe Implementing SEAL across all of our work practices. While each location facilities continues to result in increased can customize its policies based on safety. In 2020, we had 235 recordable Safety Culture: Our vision, goals and national regulations, each site undergoes incidents, down from 336 in 2019—a 33 employee engagement a formal review every year to ensure percent decrease. The most common work- 2 SEAL guidelines are working effectively. related injuries were strains and sprains.

Proactive Safety Processes: Procedures, training and Safety Performance Metrics 3 preventive strategies

2017 2018 2019 2020 General Implementation 4 and Housekeeping Recordable injuries 589 517 336 235

Global recordable Incident Management: incident rate 1.09 1.41 .99 .74 5 Responding to injuries and illnesses

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Wellness

Employee health and wellness took on Our U.S. employees especially appreciated new significance this year. Through our our back-up care benefit during the well@newell program, we provide health pandemic, which provides heavily insurance as well as dental and vision subsidized quality care as a pre-planned coverage for our full-time, U.S.-based or on-demand service. Care is available employees and equivalent benefits to our both in a center or in-home for children, full-time team members globally. We also adults and elder relatives. Our back-up care provide paid parental leave; a 401K plan service responded quickly to the needs of with a 6 percent company match; support 2020 by enhancing the offerings to include with tuition, fertility solutions, dependent assistance with webinars and services to care and more. For a full list of our support the need for virtual learning and benefits, visit our careers website. home schooling.

To promote preventative screenings Finally, our Employee Assistance Program and healthy behaviors, U.S. employees is available to all our employees globally to are eligible for discounts on medical help them or their family members manage insurance premiums by getting an annual stressful life events. These could include physical and staying tobacco-free. anxiety and depression, family dynamics, Our telemedicine program makes care substance abuse, child and elder care accessible to employees 24/7, wherever solutions and legal or financial issues. they are.

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Reducing our environmental impact Designing better solutions for the future

Our culture of stewardship extends to the materials and natural resources we rely on. We take responsibility for the impact of our operations and products throughout their lifecycle, from design and manufacturing to use and end-of-life. Producing high-quality, reliable products requires the use of raw materials and energy and creates waste. We have set ambitious targets to address these and other environmental impacts and plans to manage climate risk.

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2020 was the second-hottest year on record1. As we globally face environmental impacts due to climate change, biodiversity loss and plastic waste, it is paramount that we continue to proactively address these topics. We are committed to reducing our environmental impact across our brands, operations and the life of our products. We are doing this by embedding a culture of sustainability throughout our organization, with both a top-down and bottom-up approach. Through our CSR Council and Sustainability and Social Compliance Council, we set policies and goals in support of environmental responsibility and our 2025 sustainability goals. Our Sustainability Champions and Sustainability Awards programs empower employees to drive initiatives related to environmental responsibility at the site level.

As we mature in our sustainability journey, we continue to increase our transparency and accountability. We believe these efforts will make us not only better stewards of our planet, but also a more efficient and strategic organization. We are establishing a more rigorous and comprehensive process for gathering data, standardizing the metrics we use and centralizing the corporate citizenship work we do across our brands and operations. The longevity and continued success of our business depends on our ability to operate more sustainably.

2020 achievements

We are making steady progress toward our 2025 goals.

We launched two new recycling partnerships with TerraCycle.

We launched Project Fulcrum, standard-setting sustainable packaging guidelines.

1 Source: https://www.noaa.gov/news/2020-was-earth-s-2nd-hottest-year-just-behind- 2016#:~:text=It’s%20official%3A%202020%20ranks%20as,an%20analysis%20by%20 NEWELL BRANDS 2020 Corporate Citizenship Report Pictured: Coleman tent NOAA%20scientists 33

Carbon emissions and energy use

Climate change affects our entire value The COVID-19 pandemic demonstrated In 2020, we identified a facility in chain—from our raw materials to our the challenges communities and which energy use and emissions consumers. Preparing for the future businesses are likely to face due to had not been counted in previous enables us to improve efficiency and climate change, such as reduced measurements. We have adjusted resiliency across our organization and access to goods and services. As a our calculations to reflect this supports our goals of reducing our result of the pandemic, we experienced update for 2020 and previous years, carbon emissions and energy use. We operational complexities as we shown in the chart below. This are doing this by developing a climate responded to a rapid demand growth centralization process will entail strategy in 2021 and setting short- and for essential items. In addition to expanding data collection to include long-term goals to reinforce our supply managing pandemic-related supply all our distribution centers, increasing chains and keep product in stock, while chain disruptions and consumer our total measured facilities. We reducing our environmental impact. demand surges, we have been anticipate completing this process by We also plan to announce a carbon centralizing reporting oversight and the end of 2021, but the complexity neutrality achievement target in the energy and emissions tracking for of this endeavor may necessitate next Corporate Citizenship Report. many of our manufacturing sites and new baselines, measurement distribution centers that were inherited and progress in future reports. Besides managing energy during the 2016 acquisition of Jarden. Going forward, we will continue and emissions, we are looking more to carefully assess our energy closely at climate-related risks such use and greenhouse gas (GHG) as more frequent extreme weather emissions to measure changes events, higher costs for goods and that may result from identifying, commodities, instability in consumer adding or closing facilities. To ensure markets, pressure from customers reporting accuracy, in 2022 we will and mandatory financial, legal commission a third-party audit of and regulatory disclosures. This our energy use and GHG emissions strategy will be driven by the CSR for disclosure in our 2021 Corporate Council with input from our Board of Citizenship Report. Directors. Additionally, members of our Leadership Team will be required to consider climate-related risks and opportunities in their business areas.

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Energy and GHG Emissions

Sustainability in action 2016* 2017 2018 2019 2020 2025 Our Coleman® manufacturing site in Wichita, Kansas Energy usage converted all of its lighting to LED bulbs, saving more than (Elect + NG) mWh 991,047 962,123 936,871 923,468 908,691 – $300,000 over their lifetime and over 4.4M kWh in electricity annually. The replaced tube Cumulative percent energy reduction lights were recycled. (25% 2025 Reduction Goal) – -3% -5% -7% -8% -25%

Scope 1 & 2 GHG emissions (MT CO2e) 417,798 402,403 377,396 367,730 372,119 –

Cumulative percent GHG emissions reduction – -4% -10% -12% -11% -30% (30% 2025 Reduction Goal)

* Baseline adjustments to align with operational and portfolio changes

Despite the disruptions presented by COVID-19, we continue to make progress toward our 2025 climate and energy goals. These reductions have been driven by action across all segments of the company. For example, inspired by the success of the LED retrofit in our Coleman® site in Wichita, Kansas, we launched an LED lighting project across many of our sites in North America. The project created a high-quality standard of lighting for all distribution and manufacturing sites and will result in electricity savings of 6.4 million kWh/ year. Due to the pandemic, installation of the new LED technology has been delayed at 15 sites until early 2021.

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Our sustainability goals

Looking ahead, we have company-wide goals to reduce our We have already made steady progress environmental footprint across four areas of impact compared to our on these goals and the sections that 2016 baseline: carbon emissions, energy, waste and logistics. Our follow detail our efforts across these goals are currently tied to our direct-owned manufacturing sites; sites impact areas. We also disclose our are also encouraged to set their own incremental reduction goals. progress annually to the Carbon Disclosure Project (CDP), a leading SmartWay® Leading the Way nonprofit global disclosure system, and Goals The Environmental Protection Agency’s Project Gigaton, a Walmart initiative SmartWay® Transport Partnership to eliminate one billion metric tons (a helps companies measure, benchmark 2025 2020 2019 gigaton) of greenhouse gases from and improve freight transportation the global value chain by 2030. These efficiency with emissions accounting are important transparency vehicles methodologies and tools. We have for providing details on our energy Waste to * * already surpassed our goal for 2025. landfill reduction 90% 83% 72% and emissions performance, and By the end of 2020, 99 percent of our also help us to manage our risks and products were transported by SmartWay opportunities. We work closely with approved vendors. Energy reduction * * our retail partners in pursuit of our 25% 8% 7% key sustainability goals and metrics. Through regularly scheduled meetings, we can effectively track our collective Scope 1 & 2 GHG * * emissions reduction 30% 11% 12% progress and share best practices.

SmartWay certified ** ** transporters 90% 99% >80%

* Cumulative reduction ** Certified

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Working with our customers to reduce emissions To reach our larger 2025 energy and emissions goals, we As a Giga-Guru member of Walmart’s have set several ancillary goals for the short-, medium- Project Gigaton initiative, we have joined and long-term. other major brands to reduce emissions in Walmart’s global value chain by 1 billion metric tons—a gigaton—by Short-term 2030. As part of this commitment, by We have identified energy efficiency as the 2025, we will reduce emissions by 30 lowest-hanging fruit of our environmental impact, percent against a 2016 baseline through particularly in manufacturing. With more than 43 the continued improvement of our million square feet of facilities across 20 countries, manufacturing processes and publicly we are leveraging our scale and partnerships to reporting on our progress. find meaningful savings in energy use, optimize processes and investigate alternative energy sources. In 2020, we saved 8.52 MW of energy through investments in LED lighting alone. We have begun to methodically measure our energy 2025 GOAL 30% use at all of our sites to clearly ascertain how our footprint will impact the climate in the future. GHG emissions usage reduction Medium-term We plan to incorporate our vast supply chain and logistics into our sustainability strategy. We are conducting pilot programs with key suppliers to help them understand their environmental impact and set up joint sustainability initiatives. Our CSR team will begin exploring renewable energy solutions in 2021.

Long-term We are moving toward greater product circularity. We engage with recycling advocates globally and our brands are working with their suppliers to use more sustainable inputs in their products and packaging.

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Waste reduction Manufacturing waste (metric tons)* As the Zero Waste movement grows, and consumers desire products 2020 with lower impact materials and packaging, we are reducing waste across our products and operations. We work with each of our sites Waste 141,000 to reduce landfill waste through production optimization and increased recycling. We work with Recycled material each of our brands to increase the (refers to off-site recycled content) 118,000 use of recycled or lower footprint materials and to shift to easy-to- recycle packaging. For example, our Percent of waste diverted from landfill 83% Rubbermaid Commercial Products facility in Cleveland, Tennessee identified an opportunity to turn * Owned manufacturing sites only waste into a resource by partnering with the locall 4H chapter and FFA (formerly Future Farmers of America). Over 26,000 pounds of Sustainability in action pepper trash, a natural byproduct of In 2019, Mike Vinson, Wayne Eigenmann cotton processing, was diverted from and Kristen Rivera from our facilities in landfills and used as an ingredient for Tennessee, North Carolina and Georgia feedstuff for local cattle. Efforts like launched a cross-functional collaboration these have allowed us to make swift between Corporate IT and CSR to securely progress toward our goal of reducing recycle e-waste at Newell Brands. Since the waste to landfill by 90 percent by program’s inception, Newell has recycled 2025. By the end of 2020, we had over 11,000 pieces of e-waste. already reduced waste to landfill by 83 percent from our 2016 baseline.

2025 GOAL 83% progress 90% waste to landfill reduction

Pictured: Rubbermaid Commercial NEWELL BRANDS 2020 Corporate Citizenship Report Products BRUTE Container 38

Water and land conservation At Newell Brands, we recognize that Where needed, we also take our operations impact the local water responsibility for environmental and land where our facilities are remediation matters. Remediation located. Water is an important, though obligations may arise from events minimally used, resource throughout our such as spills, for example, or with operations. Most of our manufacturing regard to properties that were sites do not require freshwater for impacted by historical operations, production and we engage several in some cases operations by other closed-loop water systems to reduce entities for which the company has our impact on local water quantity assumed responsibility. We work with and environmental outflow. Because of relevant authorities and stakeholders this, freshwater usage is not considered on remediation projects, including material to our operations and we do federal, state, and/or local agencies. not currently have a water reduction As of December 31, 2020, our goal in place. We do, however, track estimated costs for environmental our consumption and plan to set a remediation matters were $42 million. reduction goal soon. We also continue to encourage our sites to conserve water and track water consumption. In 2020, our global water consumption was Sustainability in action more than 630 million gallons. In 2021, In 2020, Dell’s Conservation Fund planted 3,338 trees in honor we will be creating a water use intensity of our shared commitment to increasing sustainability. We also framework to more closely understand launched an annual partnership with the Arbor Day Foundation areas for reductions. which will plant 15,000 trees on our behalf in 2021.

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A culture of sustainability GET TO KNOW NEWELL Our environmental impact Sustainability Sustainability Awards is managed by our Global At Newell Brands, we CSR team. The CSR team’s training We reward our sites for their success in are committed to developing a Director also oversees our leading sustainability initiatives through In addition to the work done more sustainable and socially CSR Council and a more annual Sustainability Awards. Sites are invited by our Champions, we provide responsible supply chain. targeted second oversight to submit sustainability stories within three “We recognize the immense training to our internal teams group, the Sustainability and categories: Employee Engagement, Resource on various topics around opportunity we have as Social Compliance Council, Reduction and Product Stewardship. The 2020 sustainability. We strive to responsible corporate citizens which meets regularly to share Awards went to: educate, engage and empower to make a positive impact on information, updates and our employees to reduce their people and our planet.” sustainability successes from own environmental impact GOLD AWARD: across various departments and improve the sustainability Maryville, TN Adam Rutstein and regions. Director, Global Corporate Social performance of their sites. Reduced Responsibility, Newell Brands Training topics include operational effectiveness, Sustainability efficient resource use, product 120,000 innovation through sustainability, pounds of waste Champions per year with enhanced waste management meeting environmental Our Sustainability Champions regulations and more. The are passionate employees environmental regulatory who implement sustainability compliance of our facilities is SILVER AWARD: initiatives and engage fellow maintained through ongoing Mogadore, OH employees in creating a more training and procedures. Saved environmentally friendly Facilities regularly self- culture at sites around the report their progress and are 793,331 world. There are over 140 periodically assessed by internal Champions across 100 kWh of energy and external auditors. These per year with a lighting upgrade locations in 29 countries. procedures govern all relevant You’ll find stories about our environmental operations Champions’ grassroots work including waste management, BRONZE AWARD: throughout these pages. stormwater management and Cleveland, TN spill response. Diverted 26,000 pounds of waste byproduct through local partnership

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Innovation, sustainable

Our circular design and circularity design principles

As a consumer products company, The next phase in our design innovation is fundamental to sustainable design journey everything we do. We strive to be an is a shift toward circularity. Design out waste industry leader, not just in the products LANDFILL/ NATURAL Our circular economy and pollution we make, but in making them INCINERATION RESOURCES principles, which we have 1 sustainably—from design and sourcing aligned with the best through manufacturing, packaging, RECYCLING practices outlined by the distribution, use and end-of-life. We Ellen Macarthur Foundation, Keep products and END-OF-LIFE believe sustainability drives innovation: RAW MATERIALS guide us to reduce our materials in use considering how to make our products products’ footprints, increase 2 ISHMENT/REM URB AN EF UF as, or more, effective while reducing R A their longevity, seek out CT U R I waste and virgin material use leads N recycled or greener materials G to creative solutions. Over time, we REU and avoid landfilling. This SE /R E Regenerate natural D IS have centralized our sustainable T process includes considering MA I R N I systems B T U design efforts to provide a consistent E the entire lifecycle of a T

N

E

A N 3

approach across brands. We want product and its impact at C to make all our products sustainable E every stage. MANUFACTURING starting at the design stage, rather USE than treating sustainability as an afterthought.

Our Design team uses six design strategies to evaluate concepts DISTRIBUTION and help inform our approach to sustainable product design.

SUSTAINABILITY STRATEGIES FOR PRODUCT DESIGN

Reimagine Responsible System Modularity & Product End-Of-Life The Offering Material Choice Efficiency Compatability Longevity Consideration.

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Sustainable materials Newell x ArtCenter: Choosing our materials selectively— reimagining our products and seeking opportunities to minimize without plastic Sustainability in action them without compromising product Josep Ardanuy, a Safety and integrity—is essential. This has In the spring of 2020, we partnered Environmental Coordinator at our a significant impact on product with the ArtCenter College of Design in Mapa Spontex plant in Malgrat, performance and cost, and on the Pasadena, California to reimagine some Spain replaced fluff paste made Recycling labels environment. We are exploring both the of our iconic products for a new era. The from virgin cotton with recycled The How2Recycle (H2R) label, use of more sustainable materials, such Life Without Plastics project launched as cotton dust, a byproduct from the created by the Sustainable Packaging as recycled plastics and sustainable a 14-week student design clinic overseen recycling of white cotton t-shirts. Coalition’s nonprofit arm, was created fibers, and a reduction in overall by our SVP, Design and Senior Principal, In the first eleven months since to provide accurate, consistent on- material use. For example, in 2020, Industrial Design. Using sustainable implementing this change, the plant package labeling to reduce consumer Sistema Plastics, which is known for materials, student teams created repurposed 329 tons of recycled confusion. We are proud to have its reusable and multipurpose storage innovative versions of Coleman® insulated cotton powder, saving $317,000. developed How2Recycle labels for containers, drinkware and lunchboxes, coolers, Expo® dry erase markers, over 700 products. launched its new Renew line that uses Holmes® air purifiers, FoodSaver® vacuum between 30-72 percent post-industrial sealers, Graco® strollers and Mr. Coffee® recycled plastic content and can be coffeemakers. The On-Pack Recycling Label (OPRL), recycled anywhere #5 polypropylene used in the U.K., delivers a simple, plastics are accepted. Similarly, Students were instructed to reduce consistent, U.K.-wide recycling Spontex, which makes household plastics in their designs and to lean message on packaging to help cleaning tools, now uses sustainably toward minimization, modularity, consumers recycle more material sourced wood fibers in their cellulose durability and repairability, recycling correctly, more often. By the end of products, such as sponges. Currently, and reuse and circularity. The results 2020, we had designed more than 60 59 percent of fibers come from PEFC- impressed our team. The project teams products to include the OPRL label. certified sources. This number will rise embedded sustainability criteria into to 100 percent by the end of 2021. their products while keeping in mind the brands’ personalities and the products’ appeal to Millennials and GenZ, adding digital features. The Expo® dry erase Outerwear brand Marmot® markers, for example, included an IOT- now includes an environmental enabled recycled whiteboard. Read more impact report card tag on 45 about the partnership here. percent of its products. The tag includes information like fiber types and PFC use, as well as a rating. Read more here. Pictured: Mr. Coffee coffee maker concept created by ArtCenter students

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Sustainable packaging In 2019, we set two packaging goals: In 2020, we launched Project Fulcrum, a company-wide initiative Redesigning our packaging to be more · To eliminate the use of Polyvinyl to standardize packaging across sustainable is a key aspect of our Chloride (PVC) and Expanded our enterprise, with sustainability at current design and innovation strategy. Polystyrene (EPS) in all packaging its core. Project Fulcrum is run by a It not only reduces our footprint, it also by 2025 cross-functional team that includes saves money and answers calls for To source 100 percent of our leaders from Packaging, Engineering, better packaging from our customers · direct-sourced paper-based Procurement, Sustainability and consumers. As a member of the packaging from certified, verified and Design. The team created a Sustainable Packaging Coalition® since or recycled sources by 2025 Packaging Playbook to provide 2019, we are aligned with their mission our brands with tools, resources of sourcing responsibly and optimizing In furtherance of these goals, our and best practices to develop and recovering packaging resources NUK® brand has designed out PVC more sustainable packaging. In it, where possible. Our approach is first from 100 percent of its SKUs. In we lay out our seven Packaging to avoid packaging whenever possible. addition, our Writing brands have Sustainability Principles: For example, warranty leaflets were designed out PVC from 100 percent removed from pen boxes for 77 of SKUs packaged in the Czech 1. Optimize material use and SKUs in our Fine Writing division, Republic, and EPS use has been eliminate unnecessary saving 36 tons of paper per year. In completely eliminated from the components cases where packaging is necessary, ® packaging of our X-Acto electric 2. Measure and reduce we prioritize formats and materials sharpener line. environmental impacts that are sustainable and support a circular economy. Yankee Candle, for 3. Use materials that are widely example, replaced plastic lamination recycled and design packaging to and thermoform packaging with be recycled biodegradable film and recyclable 4. Increase the use of recycled and corrugate inserts for their holiday line sustainably sourced fibers of candles for a European retailer, Boots, saving 7,256 pounds of plastic. 5. Eliminate problematic materials Another brand, Dymo®, redesigned the 6. Increase recycled content of packaging for it’s D1, LetraTag and plastic packaging LabelWriter SKUs to be made with at 7. Provide clear recycling least 60 percent recycled content and instructions sustainably sourced fibers.

The Playbook offers thorough guidelines for packaging engineers, from eCommerce packaging regulations to material specifications and packaging lifecycle assessments. The development of the Playbook was an important achievement in our Pictured: X-acto electric sharpener move to centralize design processes at the corporate level.

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Product end-of-life One of the key tenets of a circular product strategy is to keep products and materials in circulation for as long as possible. By designing materials for longer life and recyclability, we help to reduce the amount of harmful chemicals and greenhouse gases emitted into the environment from landfill sites. Four of our brands, Yankee Candle®, Rubbermaid®, Mapa® and Spontex®, have recycling partnerships + with TerraCycle, an innovative recycling company that manages hard-to-recycle materials. Through the partnership, consumers can send in products from these brands for recycling, at no extra cost, + when they have reached their end-of-life.

Pictured: Rubbermaid food storage containers

NEWELL BRANDS 2020 Corporate Citizenship Report Pictured: Quickie push broom 44

Product safety

Consumer safety is a top As part of our product safety During the development of priority. We continually test our review process, Business Unit each product in the Home products to ensure they meet cross-functional teams including Appliances business, an average In North America alone, or exceed all applicable safety Research & Development (R&D), of 75 tests are conducted that our Baby business did regulations. Our Business Units Quality, Compliance, Legal, meet or exceed regulatory and are responsible for ensuring Engineering and Consumer consumer testing requirements. 200+ our products are compliant Care meet regularly to address One hundred percent of safety reviews with applicable regulatory potential health and injury risks all production batches are in 2020 requirements, which they to anyone that may interact with inspected with an average of 60 regularly report on to the our products. This procedure inspection tests to ensure that Leadership Team and Board applies to all of our products with product quality and compliance of Directors. increased inherent risk, including are sustained throughout each products intended to be used by product’s lifecycle. We conduct ongoing evaluation or for children under 12; products and testing of our products to Our Consumer Care team with a cord; certain glass products; image find potential risks before they camping (and other products) has more than 10,000 reach consumers, and many of using fuel and/or pressurized gas; conversations with consumers our products receive third-party and products providing home a day through phone lines, safety audits to ensure they safety features. This process has social media, websites, email meet federal standards. Our been developed and refined by and more. This team helps product safety testing includes our Baby Business Unit over many with product use and care, our Design Failure Mode and years and has been adopted by answers product questions, Effect Analysis (DFMEA) tool. other Business Units. For North assists with purchases and DFMEA identifies potential risks America alone, our Baby business handles product complaints. or failures in new products and did over 200 safety reviews in The Consumer Care team has recognizes when an existing 2020. Globally, all products for a formalized product complaint product’s design changes. Using children go through a third-party handling protocol including the DFMEA tool, our design safety audit at least once annually documentation, retrieval teams can identify potential to ensure ongoing compliance. for inspection and product points of product failure, assign replacement. Complaints are them a hazard score and reviewed daily and shared with determine remedies. the Business Units’ R&D and Quality teams, including trends and reporting of potential product safety complaints for further investigation.

Pictured: Graco car seat

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Hazardous substances

We have a global product recall A total of 1,106,560 units of We use our experience and chemicals of concern guide that applies to all Business these products were recalled and expertise to help craft We work to ensure that our products are compliant with all Units, and a global cross- from the U.S., Canada and requirements that reflect real applicable substance restrictions in the markets in which they functional team that is prepared Mexico. A 2019 recall was world product safety concerns. are sold. Substance restrictions are tailored to brands or product to convene in the unlikely event reannounced and expanded We engage with regulatory categories and may be based upon various published chemical that a product defect or safety in 2020 of the Contigo® Kids agencies like Health Canada, lists from international, federal, state and local regulatory bodies, issue might be identified, and a Cleanable Water Bottle, to Transport Canada, the U.S. as well as industry associations. product recall is required. include 5.7 million water bottles National Highway Traffic and replacements lids. The recall Safety Administration and the The lists are rigorously monitored and regularly updated In 2020, we had three voluntary included the replacement lids U.K. Ministry of Transport to as regulations change. We require our suppliers to provide product recalls: that were given to consumers as share learnings from our field materials, components and products that comply with all part of the August 2019 recall. and laboratory experience regulations. Products produced in-house follow similar ® · Crock-pot 6-Quart Express and to discuss emerging procedures, with each Business Unit responsible for product Crock Multi-Cooker Many of our employees are trends. When we feel our compliance. Compliance is screened through certificates of · Graco Little Lounger respected leaders in product contribution can benefit safety conformity, full substance disclosures and product testing. Our Rocking Seat safety and participate actively regulatory deliberations, we Writing business also utilizes the Duke Toxicology Program in standards bodies and publicly comment on proposed that provides toxicological assessments of consumer and The inclined sleeper accessory · committees around the world. rulemaking at the global, national commercial products necessary to comply with international, included with the Graco Pack ‘n In our Baby business, we have and state levels. federal and state laws. The program maintains a database Play Day2Dream Playard with employees who are committee of over 1,500 toxic chemicals that is used to provide risk Bedside Sleeper, Graco Pack leaders and members of assessments necessary for various products and services. ‘n Play Nuzzle Nest Playard, ASTM International and the Graco Pack ‘n Play Everest International Organization for For example, our Baby business restricts more than 500 types Playard and Graco Pack ‘n Play Standardization (ISO). In the of substances from being used in product materials as a result Rock ‘n Grow Playard Writing business, we have an of scientifically supported data from over 20 different regulatory employee who serves on the and industry entities around the globe. board of The Art and Creative Materials Institute, Inc. (ACMI), an international association of about 200 art, craft and creative Animal testing material manufacturers, which As a leading manufacturer of quality products, we are concerned seeks to promote safety in art about animal testing. None of our finished products undergo and creative products through a animal testing, including our Oster brand line of animal care product certification program. products. That said, we cannot guarantee that every product input or material does not undergo animal testing by third-party, indirect suppliers. We do, however, strongly encourage our direct suppliers to work with their partners to avoid these practices.

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Sourcing responsibly and ethically Growing through integrity

Our Responsible Sourcing program, which includes both social compliance and supply chain security, aims to increase transparency across our supply chain so we can ensure our customers and consumers receive high quality, ethically produced and sustainable products. This means our sourced inputs and manufactured products must follow the highest caliber of ethics and integrity. We achieve this through rigorous standards, set forth in our Vendor Code of Conduct and Responsible Sourcing Manual. We audit against the requirements outlined within our Vendor Code of Conduct and provide regular trainings to our suppliers as part of our commitment to supplier development.

Pictured: WoodWick candle

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Protecting our employees and communities extends to all the workers in our supply chains, including those of our suppliers. We have established rigorous standards on human rights to include child and forced labor, health and safety, wages and benefits, laws and regulations and anti- bribery. Our suppliers are audited regularly against these standards and provided with training to remain in compliance, all with the goal of creating a more transparent supply chain. Even with the challenges posed by COVID-19, we continued to support our supply chain with trainings and ensured social compliance through audits and supplier development.

2020 achievements

We completed more than 500 social compliance audits. This includes both Newell audits and industry audits that were accepted according to our shared audit guidelines.

We completed our annual supplier training event virtually due to COVID-19 and conducted four training webinars with suppliers.

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Standards of integrity 2020 social

Our Employee Code of Conduct, The objective of our social compliance compliance targets available in 12 languages, enumerates work is to responsibly source from standards for ethical and honest suppliers that are aligned with our Vendor behavior at all levels of the company. It Code of Conduct, while also enhancing Achieve an is directed primarily at our employees the satisfaction of our customers and % but includes guidelines for dealing with consumers. Additional benefits include 80 external stakeholders, such as industry reducing disruptions to our supply chain, corrective action groups, vendors and others. It covers improving transparency, protecting our complying with legal regulations, reputation as a brand and enhancing the plan closure rate dealing fairly and transparently, capabilities of our suppliers. To ensure we avoiding conflicts of interest and are meeting these goals, we have annual Conduct reporting ethics violations. targets we set around social compliance. quarterly training Separately, our Vendor Code of webinars for suppliers Conduct establishes the standard of conduct we expect from our suppliers in a number of areas, including human Hold rights, labor requirements, health and safety, environmental compliance annual quarterly and management practices. supplier training events Additionally, our Responsible Sourcing (conducted virtually due to COVID-19) Manual provides detailed, technical specifications for factory standards, as well as corrective actions suppliers Audit can take should they fail to meet % those standards. 100 of vendors on a three-year rolling basis

In 2020, while the pandemic forced us to shift to online trainings, we still made meaningful progress toward our social compliance objectives. Pictured: Elmer’s Glue products

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Audits

We regularly audit all our finished goods audit guidelines. suppliers, both when they are newly added and on an ongoing basis.Our goal Our audit program seeks to drive long- is to audit 100 percent of our sourced term sustainable improvements with finished goods suppliers on a three-year our suppliers. This includes rooting rolling basis. In 2020, we achieved 95 out violations to our standards as set percent of this goal due to challenges forth in our Vendor Code of Conduct presented by COVID-19, and we are and Responsible Sourcing Manual. In committed to meeting this goal in the first particular, we have zero-tolerance for the half of 2021. following practices: All new finished goods suppliers must · Child labor complete our social compliance audit Forced or prison labor that includes an in-depth assessment of · human rights, labor and environmental · Bribery attempts in any form compliance. This audit provides us with a · Discrimination comprehensive risk profile on a particular Harassment supplier and serves as a starting point for · driving long-term sustainable solutions · Corporal punishment with them. Once an audit is completed, Unauthorized subcontracting we review our findings with the supplier · and establish corrective action plans · Falsified documents where necessary to ensure any areas of · Denial of access concern are addressed for the long term. · Circumvention of the audit process The Responsible Sourcing Audit team · Wastewater discharge into the also conducts social compliance and environment without treatment supply chain security performance Contraband container contents reviews for all finished goods suppliers. · These consist of internal audits conducted by our Responsible Sourcing Audit team and external third-party audits conducted with our audit template, or valid industry audits that meet our shared

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Supplier trainings and our zero-tolerance policy

To educate our vendors and help them In 2020, our four quarterly vendor Our annual supplier training succeed in preventing incidents, we training webinars were offered in and our quarterly webinars provide frequent trainings. We offer English and Mandarin, and covered include tracks on zero- on-site finished goods supplier trainings the following topics: tolerance issues. We also twice a year and thematic webinars sent a letter to all suppliers four times a year in addition to frequent · Continuous improvement outlining our expectations e-learning modules and roundtables. in fire safety regarding zero-tolerance. Our trainings focus on sharing best Forced labor In 2020, we established a practices, continuous improvement, · Zero-tolerance Committee ensuring alignment with legal and · Newell’s Code of Conduct with executive leadership Newell requirements and celebrating & anti-bribery to increase oversight achievements. · Zero-tolerance issues & how to of compliance. On the prevent them ground, individuals within We recognize that meeting our supplier factories can report guidelines can be challenging due In March, we held a virtual grievances or violations to to entrenched operating procedures roundtable with a sampling of our 24-hour Ethics Hotline, a and cultural differences. We use our our suppliers to discuss how retaliation-free outlet which trainings not only to provide critical to remediate high-risk findings any Newell Brands employee updates and guidance to meet and proactively address social or supplier can use to issue program requirements, but also as an compliance issues. We also a complaint. Through our opportunity to build a closer relationship virtually conducted our 13th audits we also ensure that our with our suppliers. Our strong annual supplier training event suppliers have established relationships with our suppliers drive which focused on human rights, the appropriate grievance greater transparency into our supply responsible sourcing, sustainability mechanisms for their own chain and help us reduce violations. and supply chain security. employees in their factories.

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Responsible sourcing and social compliance

Our Vendor Code of Conduct outlines our align on emerging trends and partner on restrictions on forced labor, and we audit social compliance objectives. our suppliers to ensure forced labor or commonly associated indicators do not Conflict minerals exist within our supply chain. We maintain The term “conflict minerals” encompasses a zero-tolerance stance on forced labor tin, tungsten, tantalum and gold (3TG), issues. We are committed to educating and can be found in in everyday products our suppliers and training them on forced such as cellphones, cars or jewelry. Trade labor to further mitigate these risks within in these minerals is sometimes controlled our supply chain and we will take the by armed insurgent groups utilizing forced appropriate actions to prevent forced labor labor, particularly across the Democratic risks when needed. Read more about our Republic of Congo (DRC) and surrounding policies, tools and progress in our U.K. regions. We actively survey the sources Modern Slavery Act statement. of all 3TG minerals used in our products to avoid those that come from conflict We also adopt a shoulder-to-shoulder sources. We publish the results in an approach with our supplier partners on annual Conflict Minerals Report. social compliance. We meet with them and our customers to share program updates, Given our zero-tolerance stance on all forms of forced labor, we have confirmed that none of our suppliers source any products, components or cotton from the

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Engaging with our communities Lifting up those in need

As a global company with business operations in over 40 countries, we take seriously our responsibility to support our local communities. We work closely with community partners to support causes that align with our business and philanthropic priorities through donations funded by The Newell Brands Charitable Foundation, in-kind product donations and volunteer efforts.

NEWELL BRANDS 2020 Corporate Citizenship Report Pictured: Elmer’s Glue slime 53

In 2020, COVID-19 presented unique and unimagined challenges to communities around the world. We also witnessed a renewed civic movement for racial justice and equity. To respond to these developments, we strategically strengthened partnerships with both local and national nonprofits to provide assistance to communities during these difficult times.

Our philanthropic activities include: · Providing financial support through The Newell Brands Charitable Foundation · Building meaningful and impactful partnerships with nonprofits to support and amplify their efforts · Engaging employees through the Local Impact Grant Program, matching campaigns and offering paid time off for volunteering for employees in the U.S. and Canada · Making in-kind donations of Newell Brands products to organizations around the world · Supporting in-need communities in times of extraordinary events, like natural disasters

2020 achievements

We funded 25 local nonprofits selected by our employees through the Local Impact Grant Program.

We gave nearly $9 million of in-kind product donations to nonprofits and community groups worldwide.

We provided 30,000 face shields to local hospitals in response to COVID-19, all of which were developed in-house.

Together, our employees and The Newell Brands Charitable Foundation supported over 300 nonprofits on Giving Tuesday.

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The Newell Brands Charitable Foundation

We are committed to making the world a better place and to empowering our employees to make a difference in their local communities. The Newell Brands Charitable Foundation’s philanthropic endeavors are guided by our Giving Pillars, which align with our areas of business and were selected based on where we can make the greatest impact.

Child Safety & Education Outdoor Play & Diversity & Hunger Development the Environment Inclusion

Big Brothers Big Sisters Atlanta We All Code Camp Ooch Black Girls Code Loaves and Fishes

Ronald McDonald Empowered Atlanta Fulton Brimfield Community Ada Jenkins House of Akron Girls of NC County Zoo Cupboard

Clarke School Northern Illinois Boys and Girls Club ERAC-CE for the Deaf Food Bank

Local Impact Grant Program Through The Foundation, we provide cash grants of up to $25,000 each to local nonprofits that align with our Giving Pillars. Nonprofits are identified by our employees from select locations across North America. Once nominated, eligible organizations are invited to formally apply for grants and our employees vote on the finalists.

Pictured: NUK soft spout cup 5555

GivingTuesday Atlanta-area Disaster relief For GivingTuesday, a movement that community support In times of crisis, we partner with GET TO KNOW NEWELL encourages donating to nonprofit disaster relief organizations, such Making an impact in Atlanta, home organizations on the Tuesday after as the American Red Cross. We to our global headquarters, is also a Thanksgiving in the U.S., we offered strive to respond to emergencies priority. Our commitment to creating employees who participated in and natural disasters with financial moments of joy and peace of mind making a donation a match of up to We support Atlanta Public Schools support from The Foundation, extends to the communities where $25 to the nonprofit of their choice. through both a partnership with product donations and, in some we live and work. Core to the mission In 2020, The Foundation and our cases, employee contributions “of The Newell Brands Charitable the Empty Stocking Fund and by employees were able to support over participating in “Back to School Bash,” a through a corporate-funded match. Foundation is our belief that we can nonprofts. community event where students can In 2020, we made donations use the power of our brands and 300 receive free school supplies, health care to the American Red Cross for the passion of our people to make and more. We have provided monetary communities impacted by wildfires a difference. We are proud to do donations through The Foundation, in the Western United States and our part to make the world a better and our corporate Business Units have bushfires in Australia. place through volunteerism, product also supported by donating millions of donations and financial support.” In response to the physical and products that are essential to students mental health impacts experienced returning to school, whether in-person Beth Stellato by healthcare providers due to Vice President, Corporate Communications, or virtually. COVID-19, The Foundation donated Newell Brands & President, Newell Brands Charitable Foundation We are committed to developing to Health Research, Inc. to support meaningful volunteer opportunities for frontline healthcare workers in the our employees to give back in honor of Tristate area. Martin Luther King Jr. Day. In 2020, we partnered with Hands On Atlanta and Trees Atlanta to plant 300 trees at a park located near our headquarters.

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Corporate donations and employee volunteerism

In addition to donations made by Reducing hunger Responding to COVID-19 Volunteerism our employees and The Foundation, 2020 saw a rise in food insecurity We were well positioned to offer support Through the give@newell program, Newell Brands provides corporate and hunger due to disruption caused during the COVID-19 pandemic due to our our employees are empowered to support to local and global by COVID-19. The elderly population wide range of relevant household products, donate their time to causes they communities through monetary and was particularly at risk due to their and we donated more than 380,000 are passionate about through in-kind donations and employee susceptibility to the virus. We donated products valued at over $1.2 million. both company-sponsored and volunteer hours. $50,000 to Meals on Wheels, a nonprofit This included cleaning products such as locally driven volunteer initiatives. dedicated to addressing senior isolation mops and wet wipes, food-related items All full-time employees in the U.S. and Canada annually receive eight Together with our and hunger, which was personally like cookware, storage containers and matched by our President & CEO, Ravi appliances and much more. To support hours of paid time off to use on Business Units, we gave nearly Saligram, for a total of $100,000. frontline healthcare workers, our in-house approved volunteer opportunities. design team developed and produced $9 million 30,000 protective face shields which were Our give@newell Ambassadors of in-kind donated to local hospitals team is composed of employees product donations who are nominated by fellow colleagues based on their ability to nonprofits and community to lead and inspire through groups worldwide their involvement in their local communities. Our team of more than 30 dedicated Ambassadors located around the world serve as champions for company- sponsored volunteer opportunities. They lead volunteer initiatives, encourage other employees to participate and gather feedback that provides valuable insights to ensure successful programming year after year.

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Corporate citizenship and civic participation

2020 shined a spotlight on racial inequity and reinvigorated a civic Racial justice movement for racial justice. The months In 2020, we partnered with Teaching for We also donated to the NAACP leading up to the November elections Change, a nonprofit that encourages Legal Defense and Educational Fund, in the U.S. also carried heightened teachers and students to question and America’s premier legal organization, tensions as individuals, leaders and re-think the world inside and outside fighting for racial justice. The Newell Brands organizations pushed for their voices to their classrooms by building a more Charitable Foundation’s be heard. These events strengthened equitable, multicultural society and support for our Social Justice our commitment to ensuring access to becoming active global citizens. We Books program came at a accurate information and resources—for also launched a multi-year partnership “critical time last year. With all of our employees—and supporting with Atlanta’s Woodruff Arts Center, the combination of COVID-19 increased civic engagement. In that the third-largest performing arts and the call to support Black spirit, we established partnerships center in the U.S. The Center’s individuals and communities with organizations addressing racism, commitment to showcasing diverse as a result of ongoing acts of discrimination and voting access. artists and stories, offering civil rights racial injustice, our budget was education and ensuring access to tight. And yet, the requests the arts for underserved populations from parents for our children’s strongly parallels our own DI&B books recommendations was As outlined in our Government Affairs philosophy. Through this partnership, high. The partnership with Policy, we do not use corporate funds our employees gain unique benefits The Newell Brands Charitable to make contributions to support including ticket discounts, diversity Foundation was a great federal, state or local political parties, training opportunities and engagement relief and allowed us to meet candidates, campaigns, ballot with the local arts community. In the increased demand by measures, political organizations or conjunction with this partnership, our continuing to update and add social welfare organizations. Consistent President & CEO, Ravi Saligram, joined to our lists of social justice with this policy, since at least 2016, the Governing Board of the Woodruff children’s books.” we have not made any political Arts Center in fall 2020. expenditures to these groups, nor do we Deborah Menkart have any intention to do so in the future. Executive Director, Teaching for Change

NEWELL BRANDS 2020 Corporate Citizenship Report 5858

Voting access 2020 was an important election year In October, we became members We also partnered with in the United States and we worked of Civic Alliance, a non-partisan gavotingworks, a non-partisan GET TO KNOW NEWELL with several nonprofits to support coalition of businesses working taskforce of several Georgia voting access and provide non- to strengthen democracy. The organizations and companies partisan information and resources Alliance equips employees to vote to educate Georgia residents, I love being a give@newell to our employees. and take part in civic discourse. including Newell employees, ambassador because our focus We are joined by more than 350 about elections, and to provide is giving back to the community We made a financial donation to where we live, learn, work and other member companies including ballot drop boxes in Georgia Vote.org a nonprofit, non-partisan “play. It’s the Newell way. A sharing, Target, Unilever, Amazon and communities with limited voting registration technology giving community is stronger and Microsoft. This partnership builds polling locations. platform. We are a strong advocate the benefits of volunteering are on our commitment to offering of Vote.org’s non-partisan work endless. It’s good for the volunteers voter-friendly workplace policies to help remove obstacles and as well as the people who receive and also increases the number of provide support to ensure all eligible the help.” Americans are able to vote. Vote.org non-partisan tools, resources and was the primary source for the non- programs we can share with our Sherrie Dockery partisan information we published teams to create an inclusive culture Customer Service Coordinator, regularly via a dedicated Election of civically engaged employees. Newell Brands & give@newell Ambassador 2020 channel on our employee app, Newell Now.

Pictured: Sharpie pens

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Appendix

NEWELL BRANDS 2020 Corporate Citizenship Report Pictured: Coleman cooler 60

This report references widely adopted standards for sustainability reporting, Global Reporting Initiative (GRI) standards and Sustainability Accounting Standards Board (SASB) standards, found on the pages that follow. We will be conducting a materiality assessment in 2021 to further support our participation in these reporting standards.

For more information or questions regarding this report or corporate citizenship at Newell, please contact [email protected].

Newell Brands Corporate Headquarters 6655 Peachtree Dunwoody Road Atlanta, GA 30328 newellbrands.com/contact

Forward-looking information

Some of the statements in this report, particularly those related to future goals, commitments and programs as well as business performance and objectives are forward- looking statements within the meaning of the U.S. Private Securities Litigation Reform Act of 1995. These statements generally can be identified by the use of words or phrases, including, but not limited to, “intend,” “anticipate,” “believe,” “estimate,” “project,” “target,” “plan,” “expect,” “setting up,” beginning to,” “will,” “should,” “would,” “resume” or similar statements. We caution that forward-looking statements are not guarantees because there are inherent difficulties in predicting future results. Actual results may differ materially from those expressed or implied in the forward-looking statements. Important risk factors that could cause actual results to differ materially from those suggested by the forward-looking statements can be found in our current and periodic reports filed with the U.S. Securities and Exchange Commission, including with limitation our 2020 Annual Report on Form 10-K.

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GRI - General Disclosures

Organizational Profile

GRI Standard Disclosure Location / Direct Answer

102-1 Name of the organization Newell Brands

102-2 Activities, brands, products, and services Our company and brands

102-3 Location of headquarters Atlanta, Georgia, USA

102-4 Location of operations Reducing our environmental impact

102-5 Ownership and legal form Newell Brands is a publicly traded company on the New York stock exchange under the symbol “NWL”

102-6 Markets served Our company and brands

102-7 Scale of the organization See 2021 Proxy Statement

102-8 Information on employees and other workers Fostering a diverse and inclusive culture

102-9 Supply chain Sourcing responsibly and ethically

In 2015, Newell Rubbermaid announced its intention to acquire Jarden Corporation and its diverse global portfolio of well-known brands such as Ball, Yankee Candle, FoodSaver and more. The transaction closed in 102-10 Significant changes to the organization and its supply chain April 2016 and created Newell Brands. Embarking on a new era

102-11 Precautionary Principle or approach Reducing our environmental impact; Sourcing responsibly and ethically

102-12 External initiatives Ethics and compliance; Fostering a diverse and inclusive culture; Supporting our people; Reducing our environmental impact; Sourcing responsibly and ethically; Engaging with our communities

Ethics and compliance; Fostering a diverse and inclusive culture; Supporting our people; 102-13 Membership of associations Reducing our environmental impact; Sourcing responsibly and ethically; Engaging with our communities

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GRI - General Disclosures

Strategy

GRI Standard Disclosure Location / Direct Answer

102-14 Statement from senior decision-maker Letter from our President & CEO

102-15 Key impacts, risks, and opportunities Our corporate citizenship philosophies

Ethics and Integrity

102-16 Values, principles, standards, and norms of behavior Our values; Our corporate citizenship philosophies; Ethics and compliance

102-17 Mechanisms for advice and concerns about ethics Ethics and compliance

Governance

102-18 Governance structure Corporate governance

Executive-level responsibility for economic, environmental, 102-20 Corporate governance and social topics

102-22 Composition of the highest governance body and its committees Corporate governance

102-23 Chair of the highest governance body Corporate governance

102-26 Role of highest governance body in setting purpose, values, and strategy Corporate governance

102-32 Highest governance body’s role in sustainability reporting Corporate governance

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GRI - General Disclosures

Stakeholder Engagement

GRI Standard Disclosure Location / Direct Answer

Ethics and compliance; Fostering a diverse and inclusive culture; Supporting our people; 102-40 List of stakeholder groups Reducing our environmental impact; Sourcing responsibly and ethically; Engaging with our communities

Collective bargaining agreements This may get eliminated from the chart. Stand by.

102-42 Identifying and selecting stakeholders The stakeholders selected for the 2019 report were once again engaged for the purposes of continuity.

102-43 Approach to stakeholder engagement Supporting our people

102-44 Key topics and concerns raised Supporting our people

Reporting Practice

102-45 Entities included in the consolidated financial statements Our company and brands

Embarking on a new era 102-46 Defining report content and topic Boundaries

Our corporate citizenship philosophies 102-47 List of material topics Materiality assessment to be conducted ahead of the 2021 Corporate Citizenship Report.

102-48 Restatements of information Carbon emissions and energy use (updated previous energy use and emissions figures)

102-49 Changes in reporting There are no significant changes in material topics or topic Boundaries.

102-50 Reporting period This report is applicable to 2020

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GRI - Specific Disclosures

GRI Standard Disclosure Location / Direct Answer

Economic performance

201-1 Direct economic value generated and distributed See 2021 Proxy Statement

Financial implications and other risks and opportunities due to 201-2 Reducing our environmental impact climate change

201-3 Defined benefit plan obligations and other retirement plans Fostering a diverse and inclusive culture

Procurement practices

103-1 Explanation of the material topic and its Boundary Sourcing responsibly and ethically

103-2 The management approach and its components Sourcing responsibly and ethically

103-3 Evaluation of the management approach Sourcing responsibly and ethically

Anti-corruption

103-1 Explanation of the material topic and its Boundary Ethics and compliance

103-2 The management approach and its components Ethics and compliance

103-3 Evaluation of the management approach Ethics and compliance

205-1 Operations assessed for risks related to corruption Ethics and compliance

205-2 Communication and training about anti-corruption policies and procedures Ethics and compliance

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GRI - Specific Disclosures

GRI Standard Disclosure Location / Direct Answer

Materials

103-1 Explanation of the material topic and its Boundary Our corporate citizenship philosophies; Innovation, sustainable design and circularity

103-2 The management approach and its components Our corporate citizenship philosophies; Innovation, sustainable design and circularity

103-3 Evaluation of the management approach Our corporate citizenship philosophies; Innovation, sustainable design and circularity

Energy

103-1 Explanation of the material topic and its Boundary Our corporate citizenship philosophies; Reducing our environmental impact

103-2 The management approach and its components Our corporate citizenship philosophies; Reducing our environmental impact

103-3 Evaluation of the management approach Our corporate citizenship philosophies; Reducing our environmental impact

302-1 Energy consumption within the organization Reducing our environmental impact

302-4 Reduction of energy consumption Our sustainability goals

Water and Effluents

103-1 Explanation of the material topic and its Boundary Our corporate citizenship philosophies; Reducing our environmental impact

103-2 The management approach and its components Our corporate citizenship philosophies; Reducing our environmental impact

103-3 Evaluation of the management approach Our corporate citizenship philosophies; Reducing our environmental impact

303-1 Interactions with water as a shared resource Our sustainability goals

303-2 Management of water discharge-related impacts Our sustainability goals

303-5 Water consumption Our sustainability goals

NEWELL BRANDS 2020 Corporate SocialCitizenship Responsibility Report Report 66

GRI - Specific Disclosures

GRI Standard Disclosure Location / Direct Answer

Biodiversity

304-3 Habitats protected or restored Our sustainability goals

103-1 Explanation of the material topic and its Boundary Our corporate citizenship philosophies; Reducing our environmental impact

103-2 The management approach and its components Our corporate citizenship philosophies; Reducing our environmental impact

103-3 Evaluation of the management approach Our corporate citizenship philosophies; Reducing our environmental impact

302-1 Energy consumption within the organization Reducing our environmental impact

302-4 Reduction of energy consumption Our sustainability goals

Emissions

103-1 Explanation of the material topic and its Boundary Our corporate citizenship philosophies; Reducing our environmental impact

103-2 The management approach and its components Our corporate citizenship philosophies; Reducing our environmental impact

103-3 Evaluation of the management approach Our corporate citizenship philosophies; Reducing our environmental impact

305-1 Direct (Scope 1) GHG emissions Our corporate citizenship philosophies; Reducing our environmental impact

305-2 Energy indirect (Scope 2) GHG emissions Our corporate citizenship philosophies; Reducing our environmental impact

305-5 Reduction of GHG emissions Our sustainability goals

NEWELL BRANDS 2020 Corporate SocialCitizenship Responsibility Report Report 67

GRI - Specific Disclosures

GRI Standard Disclosure Location / Direct Answer

Waste

103-1 Explanation of the material topic and its Boundary Our corporate citizenship philosophies; Reducing our environmental impact

103-2 The management approach and its components Our corporate citizenship philosophies; Reducing our environmental impact

103-3 Evaluation of the management approach Our corporate citizenship philosophies; Reducing our environmental impact

306-1 Waste generation and significant waste-related impacts Our sustainability goals

306-2 Management of significant waste-related impacts Our sustainability goals

306-3 Waste generated Our sustainability goals

306-4 Waste diverted from disposal Our sustainability goals

306-5 Waste directed to disposal Our sustainability goals

Environmental Compliance

103-1 Explanation of the material topic and its Boundary A culture of sustainability; Sourcing responsibly and ethically

103-2 The management approach and its components A culture of sustainability; Sourcing responsibly and ethically

103-3 Evaluation of the management approach A culture of sustainability; Sourcing responsibly and ethically

307-1 Non-compliance with environmental laws and regulations A culture of sustainability

Supplier Environmental Assessment

Non-compliance with environmental laws and regulations A culture of sustainability

308-1 New suppliers that were screened using environmental criteria Sourcing responsibly and ethically

NEWELL BRANDS 2020 Corporate SocialCitizenship Responsibility Report Report 68

GRI - Specific Disclosures

GRI Standard Disclosure Location / Direct Answer

Employment

103-1 Explanation of the material topic and its Boundary Fostering a diverse and inclusive culture; Supporting our people

103-2 The management approach and its components Fostering a diverse and inclusive culture; Supporting our people

103-3 Evaluation of the management approach Fostering a diverse and inclusive culture; Supporting our people

401-2 Benefits provided to full-time employees that are not provided to temporary or part-time employees Fostering a diverse and inclusive culture

401-3 Parental leave Wellness

Occupational Health and Safety

103-1 Explanation of the material topic and its Boundary Safety in the workplace; Wellness

103-2 The management approach and its components Safety in the workplace; Wellness

103-3 Evaluation of the management approach Safety in the workplace; Wellness

403-1 Occupational health and safety management system Safety in the workplace

403-2 Hazard identification, risk assessment, and incident investigation Safety in the workplace

403-3 Occupational health services Wellness

403-4 Worker participation, consultation, and communication on occupational health and safety Safety in the workplace

403-5 Worker training on occupational health and safety Safety in the workplace

403-6 Promotion of worker health Safety in the workplace; Wellness

403-7 Prevention and mitigation of occupational health and safety impacts directly linked by business relationships Safety in the workplace

403-8 Workers covered by an occupational health and safety management system Safety in the workplace

403-9 Work-related injuries Safety in the workplace

NEWELL BRANDS 2020 Corporate SocialCitizenship Responsibility Report Report 69

GRI - Specific Disclosures

GRI Standard Disclosure Location / Direct Answer

Training and Education

103-1 Explanation of the material topic and its Boundary Ethics and compliance; Fostering a diverse and inclusive culture; Supporting our people

103-2 The management approach and its components Ethics and compliance; Fostering a diverse and inclusive culture; Supporting our people

103-3 Evaluation of the management approach Ethics and compliance; Fostering a diverse and inclusive culture; Supporting our people

Programs for upgrading employee skills and transition assistance 404-2 Talent and culture programs

Diversity and Equal Opportunity

103-1 Explanation of the material topic and its Boundary Fostering a diverse and inclusive culture

103-2 The management approach and its components Fostering a diverse and inclusive culture

103-3 Evaluation of the management approach Fostering a diverse and inclusive culture

405-1 Diversity of governance bodies and employees Fostering a diverse and inclusive culture

Non-discrimination

103-1 Explanation of the material topic and its Boundary Fostering a diverse and inclusive culture

103-2 The management approach and its components Fostering a diverse and inclusive culture

103-3 Evaluation of the management approach Fostering a diverse and inclusive culture

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GRI - Specific Disclosures

GRI Standard Disclosure Location / Direct Answer

Child Labor

103-1 Explanation of the material topic and its Boundary Ethics and compliance

103-2 The management approach and its components Ethics and compliance

103-3 Evaluation of the management approach Ethics and compliance

Forced or Compulsory Labor

103-1 Explanation of the material topic and its Boundary Ethics and compliance

103-2 The management approach and its components Ethics and compliance

103-3 Evaluation of the management approach Ethics and compliance

Human Rights Assessment

103-1 Explanation of the material topic and its Boundary Fostering a diverse and inclusive culture; Sourcing responsibly and ethically

103-2 The management approach and its components Fostering a diverse and inclusive culture; Sourcing responsibly and ethically

103-3 Evaluation of the management approach Fostering a diverse and inclusive culture; Sourcing responsibly and ethically

Operations that have been subject to human rights reviews or 412-1 Sourcing responsibly and ethically impact assessments

412-2 Employee training on human rights policies or procedures Fostering a diverse and inclusive culture; Sourcing responsibly and ethically

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GRI - Specific Disclosures

GRI Standard Disclosure Location / Direct Answer

Local Communities

103-1 Explanation of the material topic and its Boundary Engaging with our communities

103-2 The management approach and its components Engaging with our communities

103-3 Evaluation of the management approach Engaging with our communities

Operations with local community engagement, impact 413-1 Engaging with our communities assessments, and development programs

Supplier Social Assessment

103-1 Explanation of the material topic and its Boundary Corporate governance; Ethics and compliance; Sourcing responsibly and ethically

103-2 The management approach and its components Corporate governance; Ethics and compliance; Sourcing responsibly and ethically

103-3 Evaluation of the management approach Corporate governance; Ethics and compliance; Sourcing responsibly and ethically

Public Policy

103-1 Explanation of the material topic and its Boundary Encouraging corporate citizenship and civic participation

103-2 The management approach and its components Encouraging corporate citizenship and civic participation

103-3 Evaluation of the management approach Encouraging corporate citizenship and civic participation

415-1 Political contributions Encouraging corporate citizenship and civic participation

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GRI - Specific Disclosures

GRI Standard Disclosure Location / Direct Answer

Customer Health and Safety

103-1 Explanation of the material topic and its Boundary Product safety

103-2 The management approach and its components Product safety

103-3 Evaluation of the management approach Product safety

Assessment of the health and safety impacts of product and service 416-1 Product safety categories

Incidents of non-compliance concerning the health and safety impacts of 416-2 Product safety products and services

Socioeconomic Compliance

103-1 Explanation of the material topic and its Boundary Corporate governance; Ethics and compliance; Sourcing responsibly and ethically

103-2 The management approach and its components Corporate governance; Ethics and compliance; Sourcing responsibly and ethically

103-3 Evaluation of the management approach Corporate governance; Ethics and compliance; Sourcing responsibly and ethically

419-1 Non-compliance with laws and regulations in the social and economic area Corporate governance; Ethics and compliance; Sourcing responsibly and ethically

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SASB Index - Household and Personal

Topic Accounting Metric Reponse/Location

Sustainability Disclosure Topics & Accounting Metrics

CG-HP-140a.1 (1) Total water withdrawn, (2) total water consumed, percentage of each in regions with High or Extremely High Baseline Water Stress While water has not been identified as a materialissue for the company, Newell Brands continues to track and evaluate water usage and strives Water management to reduce consumption over time. See report section on Reducing our CG-HP-140a.2 Description of water management risks and discussion of strategies environmental impact. and practices to mitigate those risks

CG-HP-250a.1 Revenue from products that contain REACH substances of very high concern (SVHC) Newell Brands currently does not track these revenue-related disclosures, CG-HP-250a.2 Revenue from products that contain substances on the California DTSC and we’ll be evaluating measurement for future reports. Candidate Chemical List Product environmental, health, and safety performance CG-HP-250a.4 Revenue from products designed with green chemistry principles

CG-HP-250a.3 Discussion of process to identify and manage emerging materials and Product safety chemicals of concern

CG-HP-410a.1 (1) Total weight of packaging, (2) percentage made from recycled Newell Brands currently does not track these measurements, and we’ll be and/or renewable materials, and (3) percentage that is recyclable, reusable, and/or evaluating measurement for future reports. compostable Packaging lifecycle management

CG-HP-410a.2 Discussion of strategies to reduce the environmental impact of Innovation, sustainable design and circularity packaging throughout its lifecycle

CG-HP-430a.1 Amount of palm oil sourced, percentage certified through the Environmental and social impacts of Roundtable on Sustainable Palm Oil (RSPO) supply chains as (a) Identity Preserved, (b) Not material to Newell’s products or operations palm oil supply chain Segregated, (c) Mass Balance, or (d) Book & Claim

Activity Metrics

Number of manufacturing facilities 45

NEWELL BRANDS 2020 Corporate SocialCitizenship Responsibility Report Report