esg progress report
2021-2022 
playing with  
purpose

About Hasbro 
Hasbro is a global branded entertainment leader whose mission is to 
entertain and connect generations of fans through the wonder of storytelling 
and exhilaration of play. Hasbro delivers engaging brand experiences for 
global audiences through gaming, consumer products and entertainment, 
with a portfolio of iconic brands including MAGIC: THE GATHERING, 
DUNGEONS & DRAGONS, Hasbro Gaming, NERF, TRANSFORMERS, PLAY-
DOH and PEPPA PIG, as well as premier partner brands.
Hasbro is guided by our Purpose to create joy and community for all 
people around the world, one game, one toy, one story at a time. For more 
than a decade, Hasbro has been consistently recognized for its corporate 
citizenship, including being named one of the 100 Best Corporate Citizens 
by 3BL Media, one of the World’s Most Ethical Companies by Ethisphere 
Institute and one of the 50 Most Community-Minded Companies in the 
U.S. by the Civic 50. For more information, visit corporate.hasbro.com.

introduction
	 Mission, Purpose, Values
	 Blueprint 2.0
	 Message from our CEO
	 Welcome from our  
Chief Purpose Officer
	 Purpose: Why We Play 
	 ESG at Hasbro: How We Play 
planet
	Sustainable Design
	 Carbon Reduction
	 Climate Risk and Resilience
play
	 Product Safety and Quality Assurance
	Responsible Content and Marketing
	Government Affairs and Advocacy
	Philanthropy and Social Impact
people
	 Inclusive and High-Performing Culture
 Diversity, Equity and Inclusion
	 	  
 	Talent Development and Performance 
Management
	 Compensation and Benefits
principles
	 Ethical Sourcing
	 Human Rights
	 Business Ethics and Governance
	 Cybersecurity and Data Privacy
appendix 
	 How Hasbro Reports on ESG
	 Reporting Principles
	 Data Tables
	 GRI Index
	 SASB Index
	 Material ESG Issues Definitions
	 Employment Data (EEO-1)
	 EGS Policies 
table of contents
1    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
Click here for our  
2021-2022 DE&I Report

OUR MISSION
is to entertain and connect 
generations of fans through 
the wonder of storytelling and 
exhilaration of play.
2    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
introduction
JUMP IN MUDDY
PUDDLES
Be adventurous 
and brave in driving our 
business results while 
never forgetting 
we are a company 
built on play.
KNOWING IS HALF
THE BATTLE
Be grounded by a strong 
command of the facts and work 
with integrity, resilience, and a 
sense of purpose. Help Hasbro 
become better while we 
perform well. 
CONTRIBUTE TO THE
COMMUNITY CHEST
Support our communities 
to leave the world, 
our planet and society 
a better place for 
generations to come.
DON’T SPLIT
THE PARTY
Act as one team that 
supports a uniﬁed vision; 
debate, decide and 
commit to a plan of action 
and pursue it boldly.
FRIENDSHIP
IS MAGIC
Create diverse and 
inclusive communities 
where all feel welcome and 
uniﬁed in the shared joy of 
storytelling and play.
BE
LEGENDARY
Practice excellence, 
improve on 
our legacy, create 
awesomeness. 
OUR PURPOSE
is to create joy and community  
for all people around the world,  
one game, one toy, one story  
at a time.
OUR VALUES

Blueprint 2.0
The Blueprint 2.0 is our strategic 
framework for bringing our brands 
to life in exciting ways and driving 
long-term, sustainable and profitable 
growth. The Blueprint is our 
foundational strategy that we have 
evolved over the years to account 
for the changing landscape in which 
we operate. With the consumer as our 
North Star, the Blueprint guides us 
in leveraging our exceptional talent 
and amazing brands to engage with 
fans of all ages across all aspects of 
play and entertainment. We are proud 
to design innovative products and 
experiences that spark joy and create 
human connectivity.
Blueprint 2.0
By fully activating our brands across our Blueprint 2.0, we execute our 
mission to entertain generations of fans through the wonder of storytelling 
and exhilaration of play and fully realize our purpose as a company. 
C
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x
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ri
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Digital Games 
& Services
Specialty 
& LBE
Hasbro Pulse
eCommerce
Mass & Discount
Entertainment
Licensing
Toys & Games
the 
consumer
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P
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3    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
introduction
*	 LBE: Location-based entertainment.
*

4    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
Hasbro is a dynamic company with beloved brands that span generations, a 
gaming portfolio second to none, a history of play and entertainment innovation 
from some of the best teams in the business and unwavering corporate citizenship.
With today’s global challenges, Hasbro’s mission to entertain and connect 
generations of fans through the wonder of storytelling and exhilaration of play is 
more important than ever. That’s a privilege we don’t take lightly, and it comes with 
a shared responsibility to do good while doing well.
Hasbro’s ability to use our business as a force for good while delivering strong shareholder results is 
central to who we are. Guided by our Purpose of creating joy and community for all people around the 
world, one game, one toy, one story at a time, we delight our fans by walking the walk in our four key 
impact areas: Planet, Play, People and Principles.
I want to extend a big thanks to our team for what we’ve accomplished together. As we move forward, 
we will continue to thrill our fans through play and entertainment. We’ve been doing it for 100 years,  
and we will do it for 100 more.
Chris Cocks
Message from our CEO
introduction

5    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
Welcome from our Chief Purpose Officer
introduction
Next year will mark Hasbro’s centennial anniversary. 100 years! That’s a whole lot of toys, games and smiles.
We’ve accomplished so much over the last century, driven by an unwavering desire to create joy and 
community around the world. From humble beginnings in the 1920s selling textile remnants, and later pencil 
boxes and toy doctor kits, our founders, the Hassenfeld Brothers, saw an opportunity to expand their impact 
by bringing cherished toys like Potato Head and Play-Doh to children across America.
Today, the values and ideals of our founders are embedded in our DNA, but we couldn’t be more excited 
about the future. As a leader in global branded entertainment, Hasbro’s reach extends to consumers all 
over the world. From Peppa Pig to Dungeons & Dragons, Monopoly to Transformers, our iconic and beloved brands connect and 
entertain fans of all ages.
Playing with Purpose, our latest ESG Progress Report 2021-2022, brings our Purpose, Mission and Values to life, showcasing 
Hasbro’s Environmental, Social and Governance (ESG) strategy and performance–including successes and opportunities–over  
the past year.
In the Report, you will learn more about our ESG progress:
	PLANET: Learn about our new Climate Action Plan framework and strategy to reduce carbon emissions.
	PLAY: Discover the global impact of our industry-leading philanthropy program where 92% of our team members volunteer.
	PEOPLE: Explore the steps we’ve taken to foster DE&I throughout our business, including our progress against our  
2025 DE&I goals.
	PRINCIPLES: Understand how we support worker well-being in our supply chain through healthcare, financial literacy,  
and other programs. 
We hope you enjoy this update and invite your feedback, as our work is ongoing. I am honored to lead a team of champions who 
show up each day ready and eager to put in the work to make our company and the world a better place.
Thanks to the steadfast commitment of our team members around the world, 100 years on, we’re still bringing our Purpose to  
life every day! 
 
Kathrin Belliveau

At Hasbro, our Purpose is to create joy and community for all people  
around the world, one game, one toy, one story at a time. We feel 
privileged to create products and experiences that bring joy and spark 
human connectivity across generations, cultures and lifetimes. Our Purpose 
motivates our employees, engages our consumers, impacts our communities 
and sits at the heart of our company. We play with purpose and strive to 
inspire a more inclusive, sustainable and connected world.
purpose
why we play 
6    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022

“In everything we do,  
we strive to bring  
joy and make the  
world a better place,  
one game, one toy,  
one story  
at a time.” 
–KATHRIN BELLIVEAU,  
CHIEF PURPOSE OFFICER
Purpose in Practice
Hasbro was founded nearly a century ago with a strong belief in the 
value of play and importance of giving back. We have a long history  
of using Purpose to guide us in driving value creation and trust with  
our stakeholders. Our recent steps to codify purpose and embed it into 
every facet of our business has further strengthened our resolve.
Established in 2021, the Global Purpose Organization, led by our 
Chief Purpose Officer, integrates strategic functions across the global 
business, including Government Affairs, Corporate Communications, 
Sustainability, Corporate Social Responsibility (CSR)/Environmental, 
Social and Governance (ESG), Quality Assurance and Regulatory 
Affairs, Human Rights and Ethical Sourcing, Philanthropy and Social 
Impact and Consumer Care. Reporting to the CEO and part of our 
Executive Leadership Team (ELT), the Chief Purpose Officer guides 
company policy across our global ESG or “non-financial” performance, 
the global Purpose strategy and performance. Through close cross-
functional collaboration and partnership, the Chief Purpose Officer 
sets, integrates, executes and communicates Hasbro’s policy positions 
and ESG strategy throughout the organization within our four key  
areas of impact:
7    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
planet
play
people
principles
introduction

planet
Building on our history of environmental stewardship, we are committed 
to doing our part to help protect the planet. In 2022, we introduced the 
framework for our Climate Action Plan outlining goals to reduce our 
emissions by 2030, achieve net zero Greenhouse Gas emissions by 2050 
and establish a climate change risk and resilience framework. Additionally, 
our designers and engineers continue to establish sustainability and 
circularity principles for our games, toys and entertainment experiences, 
including packaging.
play
As a company privileged to bring games, toys and experiences to fans of 
all ages, product and content safety is core to our existence. Our rigorous 
quality assurance program and processes are designed to ensure every 
product and experience we bring to life is of the highest quality and safety 
and exceeds the expectations of our consumers and fans.
Our Purpose and the gift of play inspire our approach to social impact and 
philanthropy in the communities in which we operate. We are proud to 
use our resources to positively impact the lives of millions of children and 
people in need.
people
Our people are unequivocally the cornerstone of our company. We 
foster an inclusive culture of team members from diverse experiences, 
backgrounds and ethnicities. These varied experiences bring individuals 
with unique talents and interests, who often have their own higher 
purpose. To nurture employees’ personal development and potential, we 
implemented a pilot program to help employees discover their individual 
purpose in connection with our company’s Purpose.
principles
Creating joy and building community for all people around the world 
requires steadfast adherence to the highest principles of fairness, respect 
and ethics. Our principles drive how we operate and lead, inside and 
outside our company, through both the expected and unexpected. We use 
our platform and leadership to create positive change in our world – from 
our unwavering commitment to upholding human rights in our supply chain, 
to our steadfast approach to ESG and rigorous oversight by our Board of 
Directors. At Hasbro, we are committed to treating our partners, employees 
and consumers with dignity, and strive to do the right thing every time.
Areas of Impact
These four areas of impact make up the core sections of this ESG Progress report, where we outline our progress to date and areas of action.
8    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
introduction

ESG at Hasbro is the framework for translating our Purpose into action 
— getting from “why” we exist to “how” we deliver sustainable long-
term value for our business and stakeholders. Without purpose, ESG is a 
collection of plays with no coach to guide decisions and actions. Without 
an ESG strategy, purpose is merely a statement rather than a way of doing 
business. Hasbro’s Purpose and ESG are inextricably linked – coupled 
together, they drive scalable impact and bring value to our employees, 
consumers, investors, partners and the planet. 
esg at hasbro
how we play 
9    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022

At Hasbro, we focus on four ESG priority areas crucial to achieving our Purpose of creating joy and 
community for all people around the world, one game, one toy, one story at a time.
Product and Content 
Safety, to uphold our 
consumers’ trust and deliver 
on their expectations
Climate and Environment, 
to ensure the health of our 
planet and our communities, 
as well as the resilience of 
our business
Human Rights and  
Ethical Sourcing, to 
safeguard the safety, well-
being and dignity of the 
workers in our supply 
chain and throughout our 
business
People and Culture 
(Human Capital 
Management), to ensure 
all our employees feel 
included, respected and 
empowered to bring their 
full selves to work each day 
Learn more about how we measure our 
ESG performance in the data tables at the 
end of each chapter of this report. 
10    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
introduction

11    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
Hasbro periodically conducts ESG materiality assessments to examine 
and prioritize the current ESG issues relevant to our business and our 
stakeholders. This multi-step assessment is good governance and also 
strengthens our ESG strategic approach, goal setting and reporting.
In 2022, we conducted a comprehensive ESG materiality mapping. 
We held leadership workshops and stakeholder surveys to evaluate 
changes in our business and the global landscape since our 2017 
assessment. The process involved identifying and prioritizing the ESG 
issues and trends most important to our business and stakeholders. We 
engaged an independent consultant and used the GRI 2021 Standards 
reporting principles for materiality and stakeholder engagement to 
guide us through the following three steps:
Step 1: Issue Research and Identification
We researched and evaluated an extensive list of ESG issues most 
relevant to our business and the industries in which we operate. This 
step accounted for our current ESG priorities, emerging regulatory 
requirements, external stakeholders’ expectations (including ESG 
ratings and rankings) and the SASB sector standards for Toys & 
Sporting Goods and Media & Entertainment. As part of this, we also 
gave consideration to wider societal and macro-economic trends. 
In particular, we identified how we connect to and impact the UN 
Sustainable Development Goals to make sure we align with the external 
expectations placed on us by the global sustainability agenda. Based 
on our research and analysis, we identified a set of 23 ESG issues 
(page 124) that are most important to Hasbro and external stakeholders.
Step 2: Issue Prioritization
	 Employee Survey 
To prioritize these issues, we conducted an employee survey where 
we asked team members from around the world to rank the issues 
in order of importance for Hasbro. After reviewing the completed 
responses, the top three issues identified were health and safety, 
employee engagement and development, human rights and factory 
conditions.
	 External Stakeholder Survey 
We invited external stakeholders to respond to the same survey 
and received responses from representatives of consumer groups, 
industry bodies and subject matter experts. The consensus of these 
stakeholders emphasized the importance of product quality and 
safety, chemical management and responsible content.  
	 Investor Conversations 
We gathered feedback from our shareholders during investor calls 
in partnership with our Investor Relations and Legal teams. Our 
investors consistently highlighted climate, plastics and sustainability, 
product quality and content safety, human rights and human capital as 
top priorities for Hasbro.
	 Leadership Workshop  
Through an internal workshop, the 23 ESG issues (page 124) were 
debated and prioritized by our most senior leaders across our 
business areas and regions. Leaders were asked to consider the 
issues in two ways: first to prioritize the issues based on the ones 
where Hasbro has the biggest impact, and second to categorize the 
issues that have the biggest impact on business success.
ESG Materiality Assessment:  
How Are We Doing?
introduction

We concluded from these discussions the sustainability of our products, 
responsible content and marketing, employee engagement and 
environmental and supplier responsibility remain top priorities for 
Hasbro. Climate change is also a critical issue for our business, with 
a strong correlation to product design, material sourcing and lifecycle 
management. Employee engagement continues to be a central focus 
for Hasbro as we always prioritize being an exceptional and inclusive 
workplace for our team. 
Step 3: Issue Validation
For final validation, our Chief Purpose Officer collaborated closely with 
the executive leaders working on our ESG performance and business 
strategy, including the Chief Executive Officer, Chief Operating Officer 
and Chief People Officer. External and internal stakeholder feedback 
and learnings gathered throughout the process were grouped and 
prioritized.
The results were presented to Hasbro’s ELT and Board of Directors  
for final approval.
The Outcome
Our 2022 ESG materiality assessment reaffirmed the importance 
of our core ESG priorities, people and culture, product and content 
safety, human rights and ethical sourcing and climate and the 
environment to Hasbro. The assessment also helped us identify 
key issues that have grown in importance since 2017, such as 
cybersecurity and data privacy, biodiversity and tax contribution and 
transparency. We took recent steps to strengthen our cybersecurity 
and data privacy program by hiring a Chief Cybersecurity Officer in 
2022 (see details about our program on page 89). Biodiversity and 
tax contribution and transparency are emerging issues for Hasbro  
that we continue to monitor through landscape reviews and 
stakeholder engagement.
These issues continue to be the foundation of Hasbro’s ESG strategy 
and will drive scalable and sustainable progress. Our management 
of and performance on these issues is captured in this report. Please 
see definitions of our ESG material issues here (page 124).
Priority  
Issues
	 Climate & Environment
	 Human Rights & Ethical Sourcing
	 Product & Content Safety
	 People & Culture: Human Capital 
Management
Emerging 
Issues
	 Chemical Safety
	 Tax Contribution & Transparency
	 Biodiversity
Baseline  
Issues
	 Ethics & Compliance
	 Philanthropy & Social Impact
	 Corporate Governance & Board 
Accountability
	 Cybersecurity & Data Privacy
12    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
introduction

Stakeholder Engagement 
In addition to the formal materiality process, Hasbro considers evolving issues and gathers stakeholder feedback on an ongoing basis. We believe 
strong and consistent stakeholder engagement is the key to long-term success. We regularly engage with stakeholders, both inside and outside 
our company, based on their expertise and involvement in issues of importance to our business. Feedback gathered during these engagements 
strengthens our strategy, increases our resiliency and enables us to deliver on our company’s mission: to entertain generations of fans through the 
wonder of storytelling and exhilaration of play.
Stakeholder Category
Stakeholder
Method of Engagement
Regulators and  
Policymakers
• U.S. Trade Representative (USTR)
• U.S. Department of Commerce
• U.S. Securities and Exchange Commission
• European Commission
• Indian Embassy, Commerce Department
• Indian Department for Promotion of Industry and Internal Trade (DPIIT)
• Company outreach, lobbying and public policy forum
• Participation in the committees of standards-setting bodies
Non-Governmental  
Organizations
• One Tree Planted
• CEO Action for Diversity & Inclusion (pledged member)
• Chemical Footprint Project
• The Humane League
• PETA
• World Wildlife Fund (WWF)
• Philanthropic organizations. Visit hasbro.org for a comprehensive  
list of our Global Philanthropic partners
• Discussion and engagement through the Global Government Affairs,  
CSR/ESG, Global Philanthropy and Social Impact, Quality Assurance, 
Investor Relations and Legal teams
Industry  
Associations
• U.S. Toy Association (TA)
• Toy Industries of Europe (TIE)
• British Toy & Hobby Association (BTHA)
• Various Member State Toy Associations
• Southeast Asia Toy Association (SEATA)
• World Federation of Advertisers (WFA)
• Responsible Business Alliance (RBA)
• National Association for Environmental, Health, Safety and 
Sustainability (EHS&S) Management (NAEM)
• International Consumer Product Health and Safety Organization 
(ICPHSO)
• Association of National Advertisers (ANA)
• Entertainment Software Rating Board (ESRB)
• Entertainment Software Association (ESA)
• Collaboration through the Global Government Affairs, CSR/ESG  
and Quality Assurance teams and participation in the industry 
association activities
• In 2021-2022, Hasbro’s Chief Purpose Officer served on the Toy 
Association (TA) Board of Directors and the TA Executive Committee. 
The Hasbro team participates in the Federal Government Affairs 
Committee
13    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
introduction

Stakeholder Category
Stakeholder
Method of Engagement 
Investors and  
ESG Raters
• JUST Capital
• MSCI
• ICCR
• Institutional Shareholder Services (ISS)
• Sister Nora
• Sustainalytics
• Chemical Footprint Project
• Top shareholders representing 50% of the outstanding shares
• Regular updates on Hasbro’s financial and operational performance 
through annual reports, press releases, earnings calls, ad-hoc meetings, 
and our Investor Relations website, communications and events
Retailers
• Walmart
• Target
• All global retailers
• Amazon
• Carrefour
• Regular meetings with key customers
• Collaboration on toy safety and standards setting through the  
Quality Assurance team
Suppliers
See our 2021 Factory List
• Training sessions on the compliance requirements and Responsible 
Business Alliance (RBA) audit (formerly Electronic Industry Citizenship 
Coalition)
• Confidential interviews with selected employees of third-party and 
licensed manufacturing vendors
• Hasbro Annual Vendor Summits (India & China)
• Monthly in-person Vendor Workshops (China)
• Onsite Factory Visits and Hasbro Vendor Scorecard Meetings
• Hasbro Ethical Sourcing Academy
• Female Factory Worker Wellbeing Pilot Programs
Consumers
• Consumer Care Program
• Hasbro Consumer Insights Engagements
• Hasbro Analytics, Insights and Measurement (A.I.M.) Team
• Global FunLabs where consumers try out Hasbro products in 
development
• Customer feedback channels: email, toll-free phone line, online chat, 
social media and written correspondence
Employees
• Employee Network Groups (PRIDE for LGBTQ+ issues; Career Parents, 
Green Team and more)
• Tools to raise concerns: global ethics helpline and two confidential 
mailboxes administrated by the Audit Committee of the Board of 
Directors and the office of the Chief Legal Officer
14    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
introduction

ESG Oversight and Accountability
The Hasbro Board of Directors oversees our Purpose and ESG activities 
through the Nominating, Governance and Social Responsibility 
Committee of the Board (“Governance Committee”). ESG topics, 
including Diversity, Equity and Inclusion (DE&I), climate, and human 
rights and human capital management, are regular agenda items for the 
Governance Committee. The Governance Committee analyzes these 
issues and related corporate conduct and makes recommendations 
to the Board. In addition, the Audit Committee of the Board oversees 
SEC and public disclosures in specific areas, such as conflict minerals, 
climate risk, DE&I and enterprise risk. Through our Compensation 
Committee, the Board considers ESG performance and priorities when 
determining the plan design for compensation. The Board receives 
regular updates and quarterly reports regarding our overall ESG 
progress. The Board is uniquely qualified for oversight given its diverse 
set of skills, viewpoints, expertise and backgrounds.
In addition to Board-level governance, our CEO and ELT regularly 
review our ESG performance, progress and opportunities. Our ESG 
Committee, chaired by our Chief Purpose Officer and composed of 
members of our ELT, meets several times a year to ensure rigorous 
management oversight of the company’s ESG strategy, impact and 
performance, identifying gaps and opportunities. The Chief Purpose 
Officer, who reports to the CEO and is a member of the ELT, sets the 
strategic direction for our global ESG strategy and performance and 
ensures the integration of ESG throughout the global organization  
and supply chain. 
ESG Recognition
Hasbro’s consistent recognition for achievements in promoting and 
advancing the interests of our stakeholders, our communities and our 
planet include:
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Learn more about governance at 
Hasbro here.
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15    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
introduction

At Hasbro, environmental stewardship has been a long-standing 
priority. More than two decades ago, we began measuring greenhouse 
gas emissions (GHG) to set our baseline. In 2008, we announced 
public-facing GHG reduction targets. In 2010, we joined CDP (formerly, 
Climate Disclosure Project), the largest globally recognized carbon 
database tracking and managing environmental impact. In 2012, the U.S. 
Environmental Protection Agency (EPA) awarded Hasbro its inaugural 
Climate Leadership Award, which recognized corporate, organizational 
and individual leadership in addressing climate change and reducing GHG 
emissions. These are just a few select examples of how we have made 
significant strides in cutting emissions, water use and waste generation 
in our owned and operated facilities and in reducing the environmental 
impact of our products and packaging – these crucial efforts are ongoing.
planet
chapter highlights 
	 sustainable design
	 carbon reduction
	 climate risk and 
resilience
16    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022

Over the years, our environmental blueprint has focused on three core 
areas: our products, our supply chain and our facilities and culture.  
We are proud of our achievements to date, such as creating  
MR. POTATO HEAD Goes Green, introducing new environmental 
measurement tools for our suppliers and launching a global employee-
led Hasbro Green Team. We know continued progress requires 
continued evolution. Building on our early efforts around reducing 
GHG emissions within our owned and operated facilities, including 
our factories, we are now taking a broader and more holistic approach 
to ensure our GHG emissions reduction strategy encompasses our 
entire supply and value chain. We are also expanding beyond our 
environmental impact to include mitigating the risks climate change 
poses to our business. Launching in 2023, our Climate Action Plan will 
strengthen and accelerate our environmental work and will identify new 
opportunities for operational excellence and climate resiliency. 
Sustainable Design 
As a consumer goods company operating across a complex global 
supply and value chain, we have embedded processes to evaluate 
and minimize our environmental impact. From innovation in the design, 
engineering and manufacturing of our products and packaging, 
to fostering a culture of environmental responsibility among our 
employees, we view sustainability as an opportunity to innovate and 
continuously improve. Our sustainable design initiatives that are 
broken down into three categories: Sustainable Packaging, Sustainable 
Products and Promoting a Circular Economy.
Sustainable Packaging
Hasbro’s sustainable packaging journey started more than a decade 
ago. With an initial focus on sustainability by design and reducing 
excess materials in packaging, our efforts grew over time to include 
transitioning toward the use of more recyclable and recycled materials. 
Highlights of our journey include eliminating wire ties from packaging 
where possible, adding How2Recycle® labeling to educate consumers 
about recycling our packaging, and using recycled or sustainably 
sourced paper in the majority of our packaging and in-box content.
In 2018, we began using plant-based plastic for certain packaging 
elements and thereafter began our journey to minimizing plastic in  
our packaging.
Sustainable
Packaging
Principles
1
3
2
4
1	 Source Sustainably
	
Maximize the use of renewable, recycled  
and certified content while maintaining  
material safety.
2	 Reduce Materials
	
Eliminate plastic packaging and reduce  
overall material usage through efficient  
design while minimizing product  
damages.
3	 Minimize Volume
	
Optimize product and shipping packaging  
size to reduce environmental impact.
4	 Design for Recovery
	
Improve recyclability by eliminating plastic 
waste and educating consumers with on-
pack labeling. Consider reusable systems 
where appropriate.
Circular Thinking  
We take pride in designing for the environment and believe every 
package makes a difference. We are guided by a set of sustainable 
packaging principles and policies that continue to challenge our 
creative and engineering capabilities as we strive to create a more 
sustainable and circular future for our business and world.
17    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
planet

OUR PACKAGING JOURNEY
Throughout 2021 and 2022, we have continued to reimagine ways to 
reduce our use of virgin plastic in single-use packaging for our toys and 
games. Our challenge has been to develop packaging with easy-to-
recycle materials but never compromising on the consumer experience 
or safe delivery of our products. We are proud to share that our talented 
packaging designers and engineers have developed thousands of 
plastic-free package* designs to date. This includes initiatives like 
eliminating polybags and minimizing the use of shrink wrap, blister 
packs and window sheets. Through these efforts, we are eliminating 
millions of pounds of virgin plastic annually.** 
The learnings gathered throughout our journey to reduce single-use 
plastic from our packaging help us contextualize our progress-to-date 
and will help inform our future sustainability goals. We have a dynamic 
cross-functional team dedicated to better understanding the efficacy 
and quantifying the impacts of alternative packaging materials and 
we will continue to find innovative solutions to make our packaging as 
sustainable as possible. We are committed to reduce our use of virgin 
plastics, where feasible, and are on track to reduce virtually all virgin 
plastic from our new product packaging*** beginning in 2023.
LESSON 1
THINKING OUTSIDE THE BOX
Through changes in our packaging, we have created benefits for our 
consumers and the environment alike. By using “open packaging,” 
meaning packaging without plastic windows or blisters, we provide 
consumers with better visibility and interaction with our products 
at point of sale. In other cases, we shifted to “closed packaging” 
in paper-based boxes, where we can also better showcase the 
product’s play value to the consumer with photo realistic imagery.
polybags 
(inside 
packaging)
shrink 
wrap 
(outside 
packaging)
elastic 
bands
What does it mean to remove single-use plastic from  
packaging? Here are some examples of plastic components  
that we are removing from our packaging:
18    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
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*	
Excludes tape, glue and plastic fasteners.
** 	 The calculation was based on new product representation in our overall product mix. Based on this 
data, we estimate that we will have eliminated approximately 12 million pounds of virgin plastic. 
These savings are estimates subject to change, as our carry-forward and new product inventory mix 
changes year-over-year.
***	 Hasbro defines new products as anything that requires new tooling; new electronics; new soft 
goods patterns; new material formulation; or new packaging. Packaging excluded from this initiative 
includes: products that require plastic barrier properties (such as NERF gel rounds, PLAY-DOH 
modeling compound and EASY-BAKE food mixes) and blister-card packaging for fan collectibles 
(such as 3.75” collectible action figures). MAGIC: THE GATHERING and DUNGEONS & DRAGONS 
products are produced by Wizards of the Coast and not considered Hasbro Consumer Products for 
the purposes of this calculation.
window  
sheets
blister  
packs

LESSON 2
IT’S PART OF THE PRODUCT EXPERIENCE
Sometimes packaging is part of the product and not intended to be 
single use. Based on feedback from our fans regarding collectible 
products, we learned the plastic blister packaging is a key part of 
the product experience. With collectibles like our 3.75” STAR WARS 
Vintage and Retro action figures, fans typically retain packaging 
intact for display. To give our fans the best possible experience, we 
will continue to offer traditional packaging, made with plant-based or 
recycled PET content.
LESSON 3
SOLUTIONS FOR QUALITY
There are certain products, such as PLAY-DOH modeling compound,  
EASY BAKE oven mixes and BABY ALIVE food packets that require 
plastic-based materials for its packaging barrier properties (for 
moisture or oxygen) to ensure quality. We are working to identify 
alternative barrier properties for these products in the future.
19    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
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Sustainable Products 
In our journey to increase the sustainability of our 
products, we are continuously balancing quality, 
safety and design. These principles guide us  
in investigating new materials and innovations.
An exciting development in our sustainable 
product journey was the launch of both  
MR. POTATO HEAD Goes Green and 
MONOPOLY Go Green. POTATO HEAD is made 
with plant-based plastic and plastic-free (except 
for tape and glue) packaging. MONOPOLY 
Go Green package, game board, game guide, 
money, cards, storage bag, insert and money 
tray are made with 100% recycled paper. Inside 
the box, the greenhouses and dice are made of 
wood from well-managed forests, and the tokens 
are made with plant-based plastic derived from 
sugarcane – a renewable raw material.
In March 2021, we launched a more sustainable 
NERF Super Soaker featuring water tanks made 
with recycled plastic water bottles. Building on 
our learnings from the development of these 
products, in 2021, we announced plans to make 
the iconic POTATO HEAD toy line with plant-
based or renewable materials. This is the next 
step in our overall journey to transition all toys 
and games to recycled or renewable materials 
over the next decade, ensuring our product 
offerings support a more sustainable, lower-
carbon economy.
20    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
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With the consumer at the center of our Blueprint 2.0, 
gathering feedback from our fans is a critical first step in 
our sustainable design journey. We conducted research 
with parents of preschoolers to gain insight to understand 
their preference for eco-friendly products. The result? 
Parents welcome the opportunity to buy sustainable toys for 
their children, so long as fun, safety and durability are not 
compromised. 
In 2022, PLAYSKOOL launched the brand’s first line of 
sustainable toys for toddlers, sold exclusively by Amazon.  
This collection contains six products, and each toy is made with 
at least 30% renewable materials using a mix of mass balance 
and plant-based plastics.
Another example of a Hasbro product made from sustainable 
material is a new PEPPA PIG line, which is made from 
responsibly sourced wood. The toy line includes a PEPPA PIG 
Wooden Train, Wooden Deluxe Playhouse, Wooden Car and 
Boat, as well as Wooden Family Figures.
21    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
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To celebrate  
Earth Month at Hasbro, 
Terracycle®  
CEO and Founder  
Tom Szaky spoke to  
Team Hasbro about  
“Eliminating the  
Idea of Waste” at our 
Company Meeting in  
April 2022.
Tom Szaky, CEO & Founder 
 of TerraCycle and members of  
Hasbro’s Leadership Team
TerraCycle and MAGIC: THE GATHERING: In 2022, we 
launched a pilot with TerraCycle® to explore end-of-life 
opportunities for the Wizards Partner Network (WPN) 
stores. This pilot offered players the opportunity to recycle 
MAGIC: THE GATHERING Booster wrappers, which cannot 
currently be recycled through typical household recycling 
programs. Wizards shipped recycling boxes to WPN 
Premium stores in North America and covered the cost for 
return shipping to TerraCycle® once the boxes were full. 
We saw positive 
results from this pilot. 
Retailers were excited 
to provide additional 
value to consumers 
through sustainability 
and noted the ease of 
implementation and 
high engagement. As 
we continue our journey 
to make our single-use 
packaging plastic-free 
and easy to recycle, 
we celebrate moments 
like this where we can 
provide innovative, 
interim solutions 
for hard-to-recycle 
products.
Promoting a Circular Economy 
Hasbro recognizes its responsibility for the end-of-life of our  
products. We promote a circular economy and the responsible 
recycling of our well-loved toys and games for a second life.  
In 2018, Hasbro was the first toy company to launch a U.S.-nationwide 
toy recycling program for consumers and fans to recycle their 
Hasbro toys and games free of charge. TerraCycle®, our partner and 
a global recycling leader, uses materials from our recycled toys in the 
manufacturing of play spaces, park benches and products such as 
flower pots. Due to high consumer interest in this program, we have 
expanded it to 11 additional countries.
22    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
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2020: BASELINE GHG EMISSIONS 
>1%
(Scopes 1 & 2)
>99%
(Scope 3)
76%
Upstream
Supply Chain,  
Manufacturing, 
Products
23%
Downstream 
Film/TV,  
Gaming, LCPs** 
and End  
of Life
23    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
Carbon Reduction
In 2022, we introduced our Climate Action Plan framework, a 
comprehensive, two-part climate strategy to reduce our carbon 
footprint and build climate resilience. The plan, launching in 2023,  
will incorporate existing design, supply chain and facilities initiatives 
with new strategic initiatives. 
Greenhouse Gas (GHG) Emissions
Part 1 of our Climate Action Plan focuses on reducing GHG. It is 
anchored by the net-zero GHG commitment letter we signed with the 
Science Based Target initiative (SBTi) in January 2022. In joining the 
SBTi, we leverage a globally accepted methodology for setting GHG 
reduction targets in line with the goals of the Paris Agreement. This 
methodology uses data-driven decision making for science-based 
strategies. 
ESTABLISH CARBON BASELINE
As a first step, we embarked on a multi-month process to establish our 
baseline emissions – for our direct (Scope 1) and Hasbro-controlled 
indirect (Scope 2) emissions (which we have reported on historically), 
but also for our upstream and downstream emissions (Scope 3). 
We invested in a new and more rigorous carbon data collection platform 
and software and have also hired new team members to build our 
capabilities in this important area. We are implementing the necessary 
tools to set realistic reduction targets for achieving our net-zero goal.
**	LCPs: Licensed Consumer Products
STEP 1
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SCOPES 1, 2 & 3
Manufacturing, Goods & Services 
(e.g., factories, raw materials, computers)
Capital Goods 
(e.g., injection molding machines, forklifts)
Transportation & Distribution
Waste Generated in Operations
Business Travel
Employee Commuting
Leased Assets
Purchased 
electricity, 
steam, heating 
& cooling for 
own use
Company 
Facilities
Company  
Vehicles
Processes
CO2
CH4
N2O
HFCs
PFCs
SF6
UPSTREAM ACTIVITIES
THE COMPANY
DOWNSTREAM ACTIVITIES
Scope 3 
INDIRECT
Scope 3 
INDIRECT
Scope 2 
INDIRECT
Scope 1 
DIRECT
Consumer Use of Sold Products 
(physical/digital)
Licensed Consumer Products
Leased Assets
Investments
End-of-Life Treatment of  
Sold Product
Transportation & Distribution
SET SCIENCE-BASED TARGETS (SBTs)
Based on our commitment to set science-based targets and leveraging 
the more comprehensive scoping of our baseline emissions, we are 
evaluating two primary SBTs* for our business:
 Approximately 40% reduction in GHG by 2030 (against 2020).*
 Approximately 90% reduction in GHG, combined with the use  
of carbon removal credits for the residual 10%, to reach our net-zero  
goal by 2050.*
TAKE ACTION 
As we embark on the next chapter of our environmental sustainability 
journey, we are excited to learn, grow and repeat. On a rolling basis, 
we will share details of our SBTi roadmap. We believe our current 
environmental initiatives will help support achievement of our 
overarching goals.
*	 Targets submitted to SBTi for verification on September 15, 2022. 
24    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
STEP 2 
STEP 3
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Sustainable Supply Chain
Our supply chain contributes to the majority of our carbon footprint.  
For this reason, it has become a core focus over the last several years 
and will continue to be a key priority in our carbon reduction strategy. 
We have worked closely with our third-party suppliers that manufacture 
and distribute our products to fully understand their environmental 
impact and to gather and evaluate data to inform a robust GHG 
reduction strategy. 
In 2019, we became the first toy and game company to pilot the Higg 
Index, a highly regarded tool for measuring the environmental and 
social impacts of consumer goods manufacturing. While originally 
designed for the apparel and footwear industry, the tool’s flexibility 
and effectiveness proved useful for gathering and analyzing data. We 
partnered with the Sustainable Apparel Coalition (SAC) to pilot the Higg 
Facilities Environmental Module (FEM). This pilot unlocked a deeper 
understanding of the environmental impacts of our supply chain and 
provided the SAC with cross-industry feedback to help expand the tool 
beyond the apparel industry. In addition to data analytics, the tool was a 
helpful catalyst for conversations about sustainability with our suppliers.
In 2021, we expanded the scope of this pilot and achieved 100% 
supplier participation in measurement of environmental performance. 
This more inclusive view of our supply chain helped to identify 
opportunities where Hasbro and our suppliers can work together to 
reduce our footprint. For example, in 2021 we used the Higg data 
to pinpoint suppliers with the most significant environmental impact 
within our supply chain. We conducted further onsite work to audit 
these facilities and determine the available opportunities to reduce the 
environmental footprint of their operations.
Our supplier sustainability plan focuses  
on four areas: 
1.	 Improved factory efficiency and 
operations and maintenance programs
2.	 Technical upgrades to factory 
equipment
3.	 Installation of onsite solar energy
4.	 Procurement of offsite renewable 
energy
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SUPPLIER WATER SOURCE SUMMARY – 2021
74.9%
22.8%
0.5%
0.07%
1.7%
Natural Resource Conservation
Hasbro is committed to the conservation and sustainable sourcing 
of natural resources across our global operations and product 
development.
WATER
While Hasbro’s core business areas of toy and game manufacturing, 
digital gaming and entertainment production are not water intensive, we 
consider access to clean water a fundamental human right, and we do 
our part to protect this important natural resource. We implement the 
following water conservation strategies:
SUPPLIER WATER MANAGEMENT
Hasbro requires its suppliers to implement a water management 
program that (1) documents, characterizes and monitors water 
sources, use and discharge; (2) seeks opportunities to conserve 
water; and (3) controls channels of contamination. Wastewater must 
be monitored, controlled and treated as required prior to discharge 
or disposal. This requirement is part of our ethical sourcing program 
and supplier Code of Conduct. Supplier compliance with this 
requirement and water usage progress is monitored through the 
required annual Higg FEM.
Municipal Water
Produced/ 
Process Water
Groundwater
Water – general or  
unknown origin
Fresh Surface Water
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SUPPLIER WATER RISK SUMMARY – 2021
REGIONAL WATER ASSESSMENT
In 2021, we conducted our first annual global assessment of water 
availability and water quality in the areas where our suppliers and 
owned and operated facilities are located. As part of this work, we 
used the World Resources Institute’s Aqueduct Water Risk Map 
tool to identify priority watersheds to ensure our supply chain’s 
operations are not negatively impacting surrounding communities.
Initial Assessment Learnings
Our owned and operated facilities, which consist of owned and leased 
office space and distribution centers, use minimal water. The primary 
water usage was related to domestic use in kitchens, restrooms, 
cleaning and some landscaping. As compared with our owned and 
operated facilities, our suppliers’ water use is higher. Our initial 
assessment looked at sources of water used at individual suppliers in 
conjunction with identifying areas that lack the availability of water, 
proper drinking water and adequate wastewater sanitation practices, 
as shown on this page. While our suppliers do not use a water-intensive 
production process to manufacture our products, there is a greater 
opportunity for impact in the communities where our suppliers operate. 
As we refine our strategy and set new water goals, Hasbro prioritizes 
further engagement with suppliers whose factories are in areas 
categorized as the highest risk for all three metrics – water availability, 
drinking water quality and wastewater quality – and high-risk source 
areas, including fresh surface water and groundwater. 
Water  
Availability
61%
8%
5%
7%
18%
20%
51%
27%
1%
14%
12%
3%
44%
27%
Drinking Water 
Quality
Wastewater 
Quality
Extremely High Risk
High Risk
Medium-High Risk
Low-Medium Risk
Low Risk
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PAPER
As a consumer products company that uses paper in many of our 
products and packaging, we have a role to play in responsible paper 
sourcing. For more than a decade, we have used Hasbro’s Paper and 
Forest Procurement Policy to share our sustainable paper sourcing 
expectations with suppliers. This policy helps guide our suppliers 
with material selection for Hasbro products and packaging. Since 
implementation of the policy, we have sustained approximately 90% 
of our paper, packaging and in-box content from recycled material or 
from sources that practice sustainable forest management. For the 
balance of our paper usage, we have a cross-functional team working to 
evaluate next steps and opportunities.
In addition to sourcing, we recognize the importance of healthy forests 
to sustain biodiversity and combat climate change. To support global 
reforestation efforts, we partnered with the non-profit organization, One 
Tree Planted. Hasbro’s support helped plant 100,000 trees in regions 
around the world, including Brazil, the U.S., India and Ireland. This 
investment will help to replenish vital natural resources used in many of 
our products and packaging. 
WASTE
With waste usage down from 2020 to 2021 during the COVID-19 
pandemic office and warehouse closures, we took the time to re-
evaluate our waste management programs with a focus on more 
comprehensive data collection. We know stronger waste reduction 
strategies and management will help us reach our GHG reduction  
goals. As our owned and operated facilities have reopened, we  
will use a new data collection process to evaluate and assess the risks 
and opportunities associated with our waste usage and set new  
targets and goals. 
28    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
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RENEWABLE ENERGY
As part of our support of the renewable economy, in 2021, we continued 
to invest in renewable energy projects to meet our 100% renewable 
energy goal for global owned and operated facilities. To address the 
carbon footprint associated with our owned and operated electricity 
consumption, Hasbro purchased Renewable Energy Certificates (RECs), 
each of which represent one megawatt hour (MWh) of renewable 
energy generated on the same grid as our electricity consumption. We 
purchased RECs to cover more than 100% of the electricity consumed 
in each market where available. In cases where RECs were not available 
in-country, we purchased RECs in neighboring countries.
The purchased RECs represent a mix of renewable resources, including 
wind, solar, biomass, landfill gas or hydroelectric sources. They are 
independently verified and issued by the appropriate local attribute 
tracking systems, including the Green-e, European Energy Certificate 
System, I-REC Standard and the relevant regional tracking systems. 
RECs issued in the U.S. and Canada are additionally verified by an 
independent auditor and certified under the Green-e Renewable  
Energy Standard. 
Notwithstanding our REC purchases, we did not purchase carbon  
offset credits in 2021 in alignment with our membership to the Science 
Based Targets initiative (SBTi), a world-renowned organization that 
helps companies set emissions reduction targets in line with climate 
science. We are instead investing in other emissions-reduction  
initiatives toward our net-zero goal. For details on annual carbon 
offset and REC purchases, please see our annual Renewable Energy 
Performance Statement.
HASBRO GREEN TEAM 
The Green Team is our global Employee Network Group dedicated 
to environmental sustainability. This group of passionate employees 
inspires a culture of environmental responsibility by influencing 
behaviors through awareness and educational opportunities that 
facilitate a more sustainable Hasbro and planet. With Green Teams 
around the world, including in the U.S., Canada, Brazil, Colombia, the 
U.K., France, Australia and Hong Kong, the Green Team hosted several 
events that engaged fellow employees in taking positive actions to 
help the environment. For example, as part of Earth Month 2021, our 
Toronto-based eOne employees launched a video campaign, “The 
Seven Rs of Sustainability,” to inspire others to make eco-friendly 
choices a part of their everyday lives. At our headquarters in Rhode 
Island, employees teamed up with a local nonprofit to clean up key 
coastal areas, preventing dozens of pounds of shoreline litter from 
becoming marine debris. 
Rhode Island 
employees 
teamed up with 
local nonprofit 
to clean up  
key coastal 
areas.
29    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
Eco-Culture
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SUSTAINABLE ENTERTAINMENT PRODUCTION 
In January 2022, Hasbro’s entertainment studio eOne joined the 
Sustainable Entertainment Production (SPA), a consortium of the 
world’s leading film, television and streaming companies dedicated to 
accelerating the transformation of the entertainment business into a 
more sustainable industry. The SPA sets specific, measurable and timely 
environmental goals and provides roadmaps and strategies for lowering 
carbon emissions and reducing waste. Through both the SPA and the 
Ontario Green Screen (OGS), a collaborative working to make lasting 
sustainable change in the film industry, our eOne film and television 
team takes action to ensure our productions are more environmentally 
friendly. Starting in Canada, eOne is implementing a move to energy-
efficient lighting packages, reused materials and repurposed set 
construction, circular wardrobe use, solar panels and reduced travel 
where possible. 
30    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
In filming rural-
based television 
show Moonshine, 
sustainability efforts 
included using 
more efficient grid 
power instead of 
generators.
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2022-23
With support of external 
experts, we will conduct a 
climate risk assessment
2023-24
Using the results, will begin to 
implement risk mitigation measures 
and develop metrics & targets
31    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
Part 2 of our Climate Action Plan addresses climate risk and resilience: 
how the effects of climate change and severe weather could impact 
Hasbro’s business and the framework for de-risking and building 
resilience across our operations. Our Risk and Resilience Plan will 
identify physical, regulatory and technological shifts that could have 
a direct financial impact on our business. This includes managing the 
resilience of our business to acute physical impacts of climate change, 
such as severe weather events. 
We are also further embedding climate risk and resilience into our 
overall Enterprise Risk Management (ERM) process, starting with an 
initial climate-risk analysis performed by an internal, cross-functional 
team. We will share milestones along the way in this multi-year journey, 
as well as learnings and opportunities. 
Task Force on Climate-Related Financial 
Disclosures (TCFD)
The risk and resilience framework we are evaluating is based on the 
Financial Stability Board’s recommendations for climate-related financial 
disclosures. We initiated work in 2022 to integrate the TCFD framework 
into our existing ERM process across four key areas: governance, risk 
management, strategy, and metrics and targets. The TCFD framework 
will identify actual and potential climate risks, guide management of 
those risks and measure the effectiveness of our mitigation measures. 
OUR TIMELINE
We anticipate that the next several years will be a learning period for our 
business. For further details on our current climate risk and opportunity 
governance, management and performance, please refer to our latest 
climate change response to CDP.
TCFD Key Elements and Actions in 2021/2022: 
GOVERNANCE – OUR GOVERNANCE OF POTENTIAL  
CLIMATE-RELATED RISKS AND OPPORTUNITIES  
Environmental policies and initiatives are overseen by our full Board 
of Directors, through both the Governance Committee and Audit 
Committee. All members of the Governance Committee have expertise 
in ESG. The Governance Committee oversees Hasbro’s CSR/ESG 
agenda and in concert with the Board, the Governance Committee 
reviews and assesses company policies and practices regarding 
significant CSR/ESG issues, including sustainability and climate change. 
For example, the Governance Committee reviews environmental 
policies. Our Audit Committee of the Board has oversight of financial 
and SEC disclosures relating to climate matters. In addition, our 
Compensation Committee of the Board considers ESG performance and 
priorities when determining the plan design for compensation. 
Our Chief Purpose Officer, a member of the ELT, reports directly to the 
CEO and leads the Global Purpose Organization. The Chief Purpose 
Officer is responsible for the company’s ESG and CSR strategy, 
including climate strategy and environmental sustainability initiatives.
2021/2022 ACTIONS: 
 Internal, cross-functional Climate working group established
 Reporting to Board of Directors on our Climate Action Plan 
framework
 Ongoing ESG focus on environmental sustainability as identified  
by the 2022 ESG Materiality Assessment
Climate Risk and Resilience 
1
planet

STRATEGY – IMPACTS OF POTENTIAL CLIMATE-RELATED 
RISKS AND OPPORTUNITIES ON OUR BUSINESS 
As previously noted, Hasbro’s ERM process guides our business 
identification and assessment of internal and external developments 
that could impact our business. Our Climate Action Plan will leverage 
our existing ERM process to conduct our climate-risk assessment and 
scenario analysis. We will assemble an interdisciplinary team with a 
diverse set of skills. Proposed and final regulatory actions and other 
developments related to climate change will be considered as part of 
this process. 
Ultimately, the findings and learnings from our climate assessment  
are expected to guide our business and create efficiencies.
2021/2022 ACTIONS: 
 Development of Climate Action Plan strategy
 Completed CDP Climate – C2. Risk and Opportunities Section  
for 2022 submission  
See historical climate reports here.
 On track to conduct a climate-risk assessment with a  
cross-functional team
RISK MANAGEMENT – PROCESSES TO ASSESS,  
MANAGE AND MITIGATE POTENTIAL CLIMATE-RELATED 
RISKS AND OPPORTUNITIES
After we complete our risk assessment and refine our strategy, we will 
develop Key Performance Indicators (KPIs) to manage and mitigate 
climate risks and opportunities. 
METRICS AND TARGETS – KPIs TO MANAGE POTENTIAL 
CLIMATE-RELATED RISKS AND OPPORTUNITIES 
Based on risk assessment and strategy, we will develop KPIs to measure 
effectiveness of our mitigation measures and evaluate performance.
Physical Risks
Transition Risks
Financial Impacts
Flooding
Drought
Sea Level Rise
Heat Stress
Wind
Extreme  
Weather
Policy
Liability
Technology
Production/operation 
disruptions 
(e.g., power, 
transportation, 
worker availability)
Supply chain 
disruptions
Physical damage to 
assets (and raising 
insurance costs)
Changes in 
resource/input  
prices (e.g., water, 
energy, food)
Changes in demand 
for products/services
32    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
2
3
4
FACTORS FOR CONSIDERATION
Risk and Resilience
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Emissions & Energy – Summary	 	
	
	
	
	
Greenhouse Gas Emissions (GHG) (metric tons CO2e)1
 Total Direct (Scope 1)2
6,586
5,447
5,138
5,849
3,605
 Total Energy Indirect (Scope 2) – location-based
7,957
7,629
6,901
6,889
5,911 
 Total Energy Indirect (Scope 2) – market-based
92
1
47
46
48
 Total Scope 1 & 2 (location-based)
14,543
13,076
12,039
12,738
9,516 
 Total Scope 1 & 2 (market-based)
6,678
5,448
5,185
5,895
3,653
 Verified Carbon Offset Credits3
18,651
8,509
12,002
7,003
–
Energy Consumed Within the Organization (megawatt hours [MWh])		
	
	
	
	
Total Energy Consumption
44,831
43,187
47,518
42,060
39,555
 Electricity (consumed from the grid)
24,991
23,583
24,208
25,604
21,749
 Other fuels4
18,947
19,840
23,310
16,456
17,806
 Total Normalized (MWh/$ millions of revenue)
9
9
10
9
6
Renewable Energy Usage5	
	
	
 Renewable Energy Credits (Matching Hasbro electricity sourced from grid)6
24,681
23,525
24,135
25,502
21,626
 Surplus Renewable Energy Credits7
–
–
3,548
1,326
1,249
 Renewable Electricity (%)
98.8%
99.8%
99.7%
99.6%
99.4%
2017
2018
2019
2020
2021
1 	 See Reporting Principles – Planet page 96.
2 	Scope 1 (direct emissions) include sources of stationary combustion, mobile combustion and refrigerants. Improved data collection and estimations along with a planned transition to electric power from natural 
gas for HVAC systems resulted in lower Scope 1 emissions in 2021.
3	 See Renewable Energy section page 29.
4	 District heating and cooling was included in “Other fuel sources.” This data was not available prior to 2021.
5	 Please see Hasbro’s 2022 Renewable Energy and Greenhouse Gas Emissions Statement for further details on our renewable energy program.
6	 RECs were purchased to address 100% of Hasbro electricity use in all markets except for Russia, New Zealand and South Korea, where RECs were not available.
7	 Surplus RECs purchased in available markets (please see Hasbro’s 2022 Renewable Energy and Greenhouse Gas Emissions Statement for details).
33    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
planet data

Emissions & Energy – Details	
	
	
	
	
	
Greenhouse Gas Emissions (metric tons CO2e)	
SCOPE 1 (Direct)		
	
	
	
	
 Asia Pacific
0
17
215
175
10
 Europe
2,704
1,677
2,023
3,486
1,195
 Latin America
121
75
549
55
129
 U.S./Canada
3,761
3,678
2,351
2,133
2,271
Total Scope 1 (Direct)
6,586
5,447
5,138
5,849
3,605
Normalized (metric tons/$million of revenue)
1.26
1.19
1.09
1.07
0.56
SCOPE 2 (Indirect)	
	
	
	
	
	
 Asia Pacific
1,733
1,500
1,301
1,215
781
 Europe
1,434
1,387
1,297
1,239
1,261
 Latin America
518
612
541
437
343
 U.S./Canada
4,272
4,130
3,762
3,998
3,526
Total Scope 2 (Indirect)
7,957
7,629
6,901
6,889
5,911
Normalized (metric tons/$million of revenue)
1.53
1.67
1.46
1.26
0.89
Total GHG Emissions (Scope 1 and 2)
14,543
13,076
12,039
12,738
9,516 
Total Normalized (metric tons/$millions of revenue)
2.79
2.86
2.55
2.33
1.45
SCOPE 3 (Total Other Indirect)	
	
	
	
	
	
 Tier 1 Factories
–
–
122,210
167,821
149,149 
 Third-Party Distribution Centers
–
–
4,092
3,161
2,244 
 Air Freight8
–
–
–
7,308
51,762 
 Ocean Freight9
–
–
–
13,310
31,509
 Employee Business Travel (Air)
–
–
5,992
774
1,418
Total Scope 3 (Other Indirect)
–
–
132,294
192,375
239,034
2017
2018
2019
2020
2021
8	 Starting in 2021, air freight data includes all upstream transportation from factory to retailer.
9	 Starting in 2021, ocean freight data includes all upstream transportation from factory to retailer.
34    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
planet data

Greenhouse Gas Emissions by Type (Scope 1 & 2; metric tons CO2e)10	
	
	
	
	
 CO2
–
–
11,897
12,677
9,352 
 CH4
–
–
21
22
23 
 N2O
–
–
37
46
35
 Refrigerants – HFCs & PFCs
–
–
93
72
105
 SF6
–
–
0
0
0
 NF3
–
–
0
0
0
 Particulate Matter
–
–
–
–
0
 Biogenic CO2
–
–
0
0
0
Other Reportable Emissions (ppm)	
	
	
	
	
	
 VOC Emissions
0
0
0
0
0
 NOx Emissions
0
0
0
0
0
 Sox Emissions
0
0
0
0
0
 TRI Emissions
De minimis
De minimis
De minimis
De minimis
De minimis
Waste		
	
	
	
	
Total Weight Waste Generated (metric tons)11
4,262
4,319
2,340
2,207
2,375
Total of Hazardous Waste
10.9
10.0
9.2
5.5
4.2
 Recycling
0
0
0
0
0
 Disposal
10.9
10.0
9.2
5.5
4.2
 Normalized (metric tons/million square feet)
3.4
3.2
2.4
1.4
0.9
Total of Non-Hazardous Waste12
4,251
4,309
2,331
2,202
2,371
 Recycling
2,221
2,059
954
877
710
 Disposal
2,030
2,250
1,377
1,324
1,661
Total Significant Spills (#)
0
0
0
0
0
2017
2018
2019
2020
2021
10	 Hasbro operates its owned and operated facilities in accordance with all regulatory environmental requirements. Where applicable, Hasbro reports any wastes and emissions to the required local, state and 
federal regulatory bodies. Hasbro does not generate reportable quantities of SF6, NF3, Particulate Matter or biogenic CO2 because our emissions are de minimis and below reporting thresholds, including when 
normalized.
11	 See Reporting Principles – Planet page 97
12	 Primary hazardous waste materials generated included solvent and paint-related waste. 
35    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
planet data

Water 		
	
	
	
	
Total Water Consumption (Megaliters [ML])13
0
0
0
0
0
Total Water Withdrawn (Megaliters [ML])
64
62
38
60
41
Water Withdrawn by Source	
	
	
	
	
 Surface water
–
–
–
–
1
 Groundwater
–
–
–
–
1
 Municipal water or other entities
–
–
–
–
39
 Rainwater
–
–
–
–
0
Total Water Discharge (Megaliters [ML])14
64
62
38
60
41
Water Discharge by Source	
	
	
	
	
	
 Surface water
–
–
–
–
1
 Groundwater
–
–
–
–
1
 Municipal water or other entities
–
–
–
–
39
 Rainwater
–
–
–
–
0
2017
2018
2019
2020
2021
13	 See Reporting Principles – Planet page 97
14	 Hasbro’s owned and operated facilities do not utilize water for processing or industrial operation.
36    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
planet data

By Region	
	
	
	
	
	
Asia Pacific	
	
	
	
	
	
 Water withdrawn (ML)
7
8
7
6
7
 Water withdrawn with High or Extremely High Baseline Water Stress (ML)
–
–
–
–
5
 Water withdrawn with High or Extremely High Baseline Water Stress (%)15
–
–
–
–
13%
 Water discharged (ML)16
7
8
7
6
7
Europe	 	
	
	
	
	
 Water withdrawn (ML)
8
8
13
20
8
 Water withdrawn with High or Extremely High Baseline Water Stress (ML)
–
–
–
–
4
 Water withdrawn with High or Extremely High Baseline Water Stress (%)
–
–
–
–
10%
 Water discharged (ML)17
8
8
13
20
8
Latin America	
	
	
	
	
	
 Water withdrawn (ML)
2
2
0
2
2
 Water withdrawn with High or Extremely High Baseline Water Stress (ML)
–
–
–
–
2
 Water withdrawn with High or Extremely High Baseline Water Stress (%)
–
–
–
–
5%
 Water discharged (ML)
2
2
0
2
2
U.S./Canada	
	
	
	
	
	
 Water withdrawn (ML)
47
45
18
33
24
 Water withdrawn with High or Extremely High Baseline Water Stress (ML)
–
–
–
–
4
 Water withdrawn with High or Extremely High Baseline Water Stress (%)
–
–
–
–
9%
 Water discharged (ML)
47
45
18
33
24
Water Withdrawn Normalized (ML/thousand employees)
12
12
7
9
6
2017
2018
2019
2020
2021
15	 See Reporting Principles – Planet page 97 for details including tools used and calculation methodology.
16	 See Reporting Principles – Planet page 97
17	 See Reporting Principles – Planet page 97
37    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
planet data

As a company privileged to bring games, toys and entertainment 
experiences to fans of all ages, product and content safety are a top 
priority. Our rigorous quality assurance program and processes are 
designed to ensure every product and entertainment experience is of the 
highest quality and safety, exceeds expectations and delights our fans. 
While the quality and safety of our physical products are critically 
important, the same is true for our content. We aspire to create content that 
is inspiring and engaging to a wide range of consumers and fans, moving 
beyond traditional stereotypes to appeal to our diverse consumer base. 
We hope every consumer sees themselves reflected in our products, 
digital gaming, storytelling and entertainment.
We believe in the power of play to create joy and connect communities 
around the world. Our Global Philanthropy and Social Impact work seeks to 
empower generations of storytellers, create sustainable and equitable impact 
and spark joy through the wonder of storytelling and exhilaration of play.
play
chapter highlights
	 product safety and 
quality assurance
	 responsible content 
and marketing
	 government affairs  
and advocacy
	 philanthropy and  
social impact
38    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022

Providing oversight of our product safety program is a leadership team 
comprised of our President and Chief Operating Officer, Chief Purpose 
Officer, Chief Legal Officer, Head of Quality Assurance and Senior Vice 
President of Global Legal Compliance. This team meets regularly to 
discuss incidents or issues as they arise. Oversight is also safeguarded 
through our Global Quality Assurance Regulatory team. This team 
monitors current and emerging regulatory changes and requirements 
and helps our company maintain compliance. 
Our Safety Standards 
Our global Quality Assurance program employs approximately  
170 proprietary Safety and Reliability Standards and Procedures 
tailored to meet our specific needs as a toy and gaming manufacturer. 
Our designers, engineers and quality assurance personnel around 
the world use these standards, which incorporate and often exceed 
requirements set by the U.S. Consumer Product Safety Commission 
(CPSC), American Society for Testing and Materials (ASTM), European 
Committee for Standardization (CEN) and the International Organization 
for Standardization (ISO), to create and test our products. We stay 
abreast of emerging product safety hazards and child play patterns 
through a number of avenues: regulators and standard-setting bodies, 
feedback from consumers and our own toy testing.  
39    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
play
From design and engineering to manufacturing and packaging, we 
embed safety and quality into every product and play experience at 
every stage of our product lifecycle. 
The toy and game industry is highly regulated with stringent national 
and international laws that govern how we produce our products. 
Hasbro adheres to all applicable safety and quality standards. Through 
our ongoing partnerships with regulatory bodies and external partners 
and experts – led by our highly skilled cross-functional Product Safety 
and Quality teams – we are proud to say we have an incredible track 
record and demonstrated commitment to continuous improvement. 
Safety and Quality are Everyone’s  
Responsibility 
Our approach to product safety and reliability is global and enterprise-
wide. Led by our Global Quality Assurance team with support from 
our Legal and Regulatory Affairs functions, we take an integrated, 
partnership-driven approach to this work. Through this collaboration, 
we strengthen Hasbro’s culture of safety and reinforce our quality 
commitment to getting it right the first time, every time. 
Our Quality Assurance team is responsible for monitoring new global 
regulations and updating Hasbro’s product safety and reliability 
requirements and specifications. Our Quality Assurance team also 
administers trainings to our Product Development team on newly 
identified updates to these regulations and standards. A working 
dialogue between our Quality, Development and Brand teams ensures 
our designers and engineers receive updates on new standards and 
regulations as it relates to their product development process. Our 
Quality Assurance team is regularly engaged in external product safety 
training and certification programs. 
Product Safety and Quality Assurance

PRODUCT CONCEPT
Following approval of a new toy or game concept, our Quality 
Assurance Specialist Engineers work with our designers to specify 
the Hasbro design and manufacturing Safety and Reliability Standards 
(SRS) the product must meet, as set forth in a written Test Plan. 
DESIGN & DEVELOPMENT
During design and development, our teams create samples according 
to the Test Plan and communicate product-specific requirements to our 
manufacturing vendors. 
PRODUCTION
Throughout manufacturing, our Quality Assurance teams are on 
the factory floor to check samples and to confirm compliance with 
SRS requirements and audit samples and finished toys and games 
throughout each shift. We also contract with independent third-party 
labs to test our products.  
MARKET MONITORING
We capture global feedback from a wide variety of sources – including 
consumers, retailers and regulators – on every Hasbro product around 
the world through a consolidated system that alerts and enables us to 
respond immediately to any potential safety or quality concern. 
40    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
The Hasbro Quality Assurance Process
We use a five-step testing and review process to ensure our quality standards and procedures are followed. This helps 
anticipate potential problems, improvements, and ensures product safety, compliance and reliability.
CONTINUOUS IMPROVEMENT
We continuously improve our quality assurance and product safety 
processes through a circular system, where learnings and experiences 
are fed back in to the first step. 
STEP 5 
STEP 1 
STEP 2 
STEP 3 
STEP 4 
   
   
   
   
   
   
S
T
E
P 
1 
   
   
   
   
   
   
   
   
   
   
   
   
   
   
   
  
   
   
 S
T
E
P 
2	
	
	
	
   
   
   
	
	
	
	
	
	
	
	
	
   
   
   
 S
T
E
P 
5
M
a
rk
et
 
M
o
n
it
or
in
g 
   
  
   
  
  
  
   
  
  
  
  
P
ro
d
u
c
ti
o
n
 S
T
E
P 
4
	
	
	
  
 
S
T
E
P 
3
 
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o
n
ti
n
u
o
u
s
 I
m
p
ro
v
e
m
e
n
t 
  
  
  
  
 
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o
d
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play

Ensuring Safety and Quality in the  
Supply Chain 
Embedding quality and safety into the design and development of 
our toys and games is only one part of our approach to bringing safe, 
compliant and reliable products to market. Equally important is working 
with reputable qualified partners that align with our values throughout 
our entire supply chain.  
We take a rigorous approach to ensure third-party factory compliance 
with Hasbro requirements. First, all factories must complete a pre-
qualification process before they are considered for business. Once 
approved, all factories are monitored through onsite visits and formally 
audited at least annually using our proprietary Hasbro Integrated 
Quality Audit. We also monitor product safety, compliance and 
reliability through periodic tests and quality checks at multiple stages 
of the manufacturing process. In addition, we conduct a biannual 
training for our Tier 1 and Tier 2 suppliers to address any changes to 
Hasbro’s quality standards and policies. Our engagement is ongoing 
and frequent.
In 2021 and into 2022, we bolstered our manufacturing capacity by  
(1) strengthening existing supplier partnerships and (2) transitioning  
to new third-party manufacturing facilities in Vietnam and Mexico.  
Our Quality Assurance teams diligently trained workers in Vietnam 
and Mexico on Hasbro’s quality and safety standards in these facilities. 
They also administered trainings for the factory testing labs to ensure 
robust compliance with globally recognized standards. 
In addition, we have made significant progress the past few years in 
the following areas:  
Expanded our internal Quality Council to include our Ethical Sourcing 
teams and Global Security teams. Incorporating new functions gives 
broader input into Council discussions and oversight. The Council, 
along with our Hasbro Global Development and Sourcing Organization, 
regularly reviews product quality and safety issues. The Council 
shares quality-related KPIs, lessons learned regarding designs and 
processes, new regulatory developments and new policies and 
procedures. The Council also addresses any specific areas of concern 
and provides updates on corrective actions. The ultimate objective of 
this information-sharing organization is to strengthen and continuously 
build Hasbro’s culture of safety and reinforce our quality commitment 
to getting it right the first time, every time. 
Strengthened our performance measurement framework by investing 
in better data management platforms. This investment strengthens the 
integrity and granularity of the data used to measure and track supplier 
performance. We also continue to incorporate the Quality KPIs into 
our overall supplier scorecard used by our sourcing teams to develop 
holistic performance evaluation of factories and overall sourcing plans. 
Continued training for Hasbro employees and partners  
In 2021, despite ongoing challenges of COVID-19, we conducted 
dozens of quality assurance in-person training sessions for our 
vendors, suppliers, labs and Hasbro employees. We facilitated more 
than 400 hours of trainings on Hasbro-enhanced requirements 
for abuse testing, safety of electronic toys and basic toy safety for 
hundreds of individuals.
41    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
play

A Look Ahead  
As the world evolves and the expectations of our customers and 
consumers continue to change, we are committed to evolving our product 
offerings. We stay agile and iterative in our approach to meet changing 
needs without ever compromising on safety or quality. We see new 
challenges, initiatives and regulatory changes as opportunities to improve 
and strengthen our standards. For example, as part of our sustainable 
packaging journey, the Quality Assurance team worked closely with our 
Sustainable Design team to identify plastic alternative materials to secure 
our products without compromising their safe delivery.
Chemical Management 
Materials specification and chemical management play a vital role in 
the safety, quality and environmental responsibility of our products. 
Building on the extensive, best-in-class work Hasbro has done in 
this area, we formalized and publicly disclosed our Materials and 
Chemical Management Policy in 2019. In addition to communicating our 
robust product safety practices related to chemical management, this 
policy creates a baseline of transparency from which we can further 
engage our supply chain through the measurement and reduction of 
environmental impacts. 
HASBRO’S MATERIALS AND CHEMICAL  
MANAGEMENT POLICY
Hasbro’s Materials and Chemical Management Policy guides the 
specification, sourcing and screening of materials and chemicals in 
products and packaging. This policy applies to all Hasbro products 
worldwide and extends to Hasbro vendors and suppliers involved 
in the production of our products. Additional vendor and supplier 
chemical management expectations are set through the Hasbro 
Vendor Manual. 
Materials and chemical management at Hasbro is based on the 
following principles and commitments:
 The safety of the people enjoying our products is our number one 
priority. In the countries in which we distribute our products, we 
comply with all applicable laws, regulations and safety standards, and 
adopt and apply international standards where laws and regulations 
are less stringent.
 We proactively evaluate materials and chemicals in Hasbro’s products 
and packaging, and we prioritize them for restriction. This is based on 
published lists of chemicals of concern and sound scientific analysis 
that may reveal a potential impact on human health or take over the 
environment.
 We perform chemical safety assessments, including Bills of 
Substance and toxicological risk assessments (where appropriate), for 
all materials used in our products and packaging.
 We strive to reduce potential hazards by replacing a chemical of 
concern with a less hazardous alternative where the replacement 
does not adversely impact other aspects of product safety.
 We work with our vendors, suppliers, product safety experts and 
stakeholders to redesign products and packaging to limit the use of 
chemicals of concern and to drive innovation in the development and 
adoption of safe and environmentally friendly alternatives.
 We support policies, standards and legislation based on sound 
science and include assessments of relevant hazards, exposures and 
subsequent risks, with a preference for lower-risk alternatives.
42    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
play

MANAGING RISKS AND HAZARDS FROM HARMFUL  
CHEMICALS IN PRODUCTS
Hasbro believes managing chemical usage in our products is part 
of our product safety and environmental responsibility. We carefully 
review, control and limit the use of chemicals of high concern in our 
products and packaging, with a particular focus on chemicals in those 
components that could be accessible to children. 
Our approach to assessing and managing risks and hazards from 
harmful chemicals in products is as follows:
 Upstream monitoring of discussions in various industry forums  
and publications of chemical risks and hazards by regulators and 
scientific studies.
 A third-party platform to receive real-time updates on proposed 
chemical regulations.
 Mitigation of risks and hazards by restriction, elimination or ban 
of certain chemicals and classes of chemicals.
Hasbro’s Factory Chemical Control processes for incoming 
materials establish best-practice requirements for a factory’s quality 
management system with a focus on global chemical management. 
This includes a requirement for factories to control production tools 
and processes from chemicals of concern. Other control mechanisms 
include a Chemical Management Database, an approved Hasbro 
supplier list and a testing and controls process for incoming materials. 
To check ingredients and raw materials from our vendors’ Tier 3 
suppliers, we require Hasbro approval on Bills of Substance and 
incoming testing for all high-risk material suppliers.
Hasbro maintains a comprehensive chemical management program 
that includes robust Safety and Reliability Procedures (SRPs) for all 
Hasbro products. These procedures include a restricted substance 
list (RSL) containing more than 4,300 restricted chemicals. Hasbro’s 
RSL includes chemicals of concern as specified by Hasbro or global 
laws and regulations. Our RSL also includes chemicals whose use 
is not restricted but may be reportable to regulatory authorities. We 
disclose and register all substances in accordance with regulatory 
requirements, including substances of concern as identified by various 
state and regulatory bodies. View the list of priority Hasbro Restricted 
Substances on the next page. 
43    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
play

Chemical Family
Examples of Restricted Substances
Lead and  
Heavy Metals
Aluminum, Antimony, Arsenic, Barium, Beryllium, Boron, Cadmium, Chromium (Cr III and Cr VI), Cobalt, Copper, Iron, Lead, 
Lithium, Manganese, Mercury, Molybdenum, Nickel, Selenium, Silver, Strontium, Tin, Organic Tin, Thallium, Vanadium, Zinc
Phthalates
DEHP, DBP, BBP, DINP, DIDP, DNHP/DHEXP, DNOP, DIBP, DPENP/DPP, DCHP, DIHP, DMEP, DIPP, DEP, TBPH, DNHUP, 
1,2-Benzenedicarboxylic Acid, Dihexyl Ester, 1,2-Benzenedicarboxylic Acid, Diphenyl Ester 1,2-Benzenedicarboxylic Acid,  
Mixed Decyl and Hexyl and Octyl Diesters, 1,2-Benzenedicarboxylic Acid Di-C6-10-alkyl Esters, N-pentyl-isopentyl Phthalate, 
Diisohexyl Phthalate
Flame  
Retardants
Halogenated flame retardants including but not limited to SCCP, Chlorinated Tris (TDCPP), Penta-BDE, TCEP, TBPH, HBCD, 
PBDEs, PBB, TRIS, TEPA, OBDE, DEDPE, HBCD
Additional  
Restrictions on 
Chemicals and 
Families of  
Chemicals
 BPA 
 Formaldehyde 
 Asbestos 
 Nitrosamines and Nitrosatable Substances 
 Carcinogenics, Mutagenics and Toxic to Reproduction Substances (CMRs from CLP-Regulation (EC) No 1272/2008))
 Allergenic fragrances regulated under Part III of Annex II to the Toy Safety Directive 2009/48/EC
 Substances with skin sensitizing concerns such as IPBC, CMI/MI and Nickel
 Candidate List of SVHC published in accordance with Article 59(10) of the REACH Regulation 
 California Prop 65 
 Conflict Minerals
 Ozone-depleting substances
 Maine Safer Chemicals in Children’s Products
 Vermont V.S.A Title 18: Chapter 38A
 Washington Children’s Safe Products Act
 Oregon Toxics Free Kids Act
*	 A selection of restricted substances. Table does not cover all substances Hasbro currently restricts.
44    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
Hasbro Table of Restricted Substances*
play

Hasbro monitors and complies with all applicable global chemical 
regulations, including the U.S. Consumer Product Safety Improvement 
Act, U.S. Federal Hazardous Substances Act, European Toy Safety 
Directive, and REACH, RoHS and CLP regulations. In addition to these 
global regulations, Hasbro complies with various U.S. state chemical 
laws and reporting requirements.
Our Quality Assurance process for reducing and eliminating harmful 
chemicals includes: monitoring regulations, providing visibility to 
upcoming chemical regulations that affect us, conducting an impact 
assessment when a law or regulation is promulgated with a timeline 
cited and implementing ahead of the regulatory timeline. 
In many cases, we restrict or eliminate use of chemicals in advance of 
regulatory requirements. For example, we restricted Organotin before 
the European Union Toy Safety Directive implementation date. 
All Hasbro products are required to be manufactured in accordance 
with the company’s specifications and procedures, which includes 
chemicals review and approval prior to manufacturing based on 
Chemical Safety Assessments, which includes Bill of Substance 
reporting, RSL screening and chemical testing. Hasbro chemical and 
engineering teams address and eliminate any chemicals listed on 
Hasbro’s RSL prior to production. 
CHEMICAL FOOTPRINT PROJECT
We measure and report quantitative indicators related to service 
quality performance and customer protection through a variety of 
channels, such as the Canada BPA survey. We were the first major toy 
company to participate in The Chemical Footprint Project, a program 
of Clean Production Action. The Project develops and advances the 
concept and practice of chemical footprinting, with a focus on reducing 
the use of chemicals of high concern. Chemical footprints provide 
baseline data for evaluating performance and benchmarking progress 
away from certain chemicals to better alternatives in our manufacturing 
operations, supply chain and packaging. Since joining in 2019,  
we have participated annually and have continued to increase 
our scores. In 2022, we achieved near-perfect results in Chemical 
Inventory. We also reported a reduction in our total chemical footprint 
from our 2020 baseline. 
STAYING SHARP
We take a two-pronged approach to supplier training and regularly 
hold trainings for vendors. We rely on our vendors to train their 
suppliers, except in the case of suppliers that handle high-risk 
materials, in which case we train them directly. We train all Tier 1 
suppliers and Tier 2 high-risk material suppliers a minimum of twice a 
year on our Quality Assurance standards. More trainings are conducted 
as needed if there are changes to Hasbro standards and policies. We 
also require all export vendors to be ISO 9001 certified.
All Hasbro Quality Assurance employees are trained in our chemical 
management processes. We plan to extend training to all Hasbro 
employees and incorporate training into our onboarding process for 
new employees. 
45    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
play

At Hasbro, we operate at the intersection of timeless consumer 
motivations: the transportive power of great storytelling and the human 
connections generated by play. Nothing energizes us more than 
creating and marketing content that inspires and engages our fans 
across generations. We strive to meet consumers where they are by 
delivering innovative content through multiple channels from tabletop 
and digital games, toys and television programming, to motion pictures 
and mobile apps. Generating content and marketing our products is 
a privilege, and with that comes the obligation to do so responsibly. 
We believe responsible content and marketing includes being age-
appropriate, high quality and inclusive.
As our business and brand portfolio evolve, we are excited by the 
expanded role we play, while remaining mindful of the heightened 
influence our stories and characters can have on audiences. We 
consider the nature of the platform, the expectations of our intended 
audience and the identity of the brand in order to develop responsible 
and appropriate content. As a company fanatical about our fans, we 
have evolved our content to become even more inclusive and reflective 
of the true diversity and differing interests of our consumer base.
46    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
Content Oversight 
We safeguard Hasbro content in two principal ways: (1) rigorous  
internal processes and management, and (2) external compliance  
and regulatory review. 
INTERNAL PROCESSES
All of our digital products and content creation go through rigorous 
internal quality review. All product and entertainment content, from 
initial concept through delivery, is reviewed with our production, 
creative and development teams to conform to the highest industry 
standards and best practices. This robust content review process 
includes reviewing designs, scripts, storyboards and final animation 
for legal clearance, compliance, network broadcast standards and 
international cultural sensitivities. 
From a marketing standpoint, we use advertising best practices, so ads 
are placed only on appropriate third-party sites. Specific advertising 
and social media marketing guidelines are in place for our online and 
digital experiences.
EXTERNAL COMPLIANCE
Our teams regularly engage with external organizations and regulatory 
bodies to comply with applicable rules and regulations. We set high 
standards for our websites, which are enjoyed by fans around the world 
to engage with their favorite characters and brands. Hasbro prioritizes 
compliance with the U.S. Children’s Online Privacy Protection Act 
(COPPA), which sets rules for collecting information from children 
under 13. From the digital gaming standpoint, we work with our own 
internal teams and gaming licensees to ensure Hasbro-branded digital 
games are suitable for a wide audience as reflected by appropriate 
Entertainment Software Rating Board (ESRB) ratings.
Responsible Content and Marketing
play

Marketing to Children
At Hasbro, we follow the principle of  
“compliance by design” when  
marketing to children. This means  
we are mindful of child-focused 
advertising and marketing standards  
throughout the entire creative process.  
We also consider the audience’s experience, maturity level  
and other traits when developing marketing materials to ensure  
it is appropriate.
Reflecting our commitment to compliance with applicable advertising 
laws and regulations, including those enforced by U.S. Federal Trade 
Commission (FTC), Hasbro is an active member of the U.S. Children’s 
Advertising Review Unit (CARU), a self-regulatory industry group 
that sets voluntary guidelines for companies advertising to children. 
We are guided by CARU guidelines as well as advertising guiding 
principles in other regions. We are also members of the World 
Federation of Advertisers (WFA), a global organization representing 
the voice of marketers worldwide that champions effective and 
sustainable marketing communications. We are active participants 
in the WFA’s RAC (Responsible Advertising and Children) committee 
focused on responsible marketing to children. The committee 
members strive to anticipate and understand societal and parental 
aspirations regarding responsible marketing communications 
and children. The RAC develops and fosters good practices in 
marketing communications to children by a continuous dialogue and 
engagement with policymakers, consumers and parents.
As a company, Hasbro developed and implemented a Responsible 
Marketing and Advertising Policy that all Hasbro marketers are 
required to follow. While this policy is based primarily on U.S. law and 
regulation, since that is where Hasbro’s headquarters are located, 
we keep abreast of applicable local laws, regulations and relevant 
self-regulation in the markets where we advertise. 
Click here for our  
2021-2022 DE&I Report
Inclusive by Design
We believe in the power of brands to do good, and we generate 
content and celebrate products that move beyond traditional 
stereotypes. We aspire to provide play and story experiences that 
encourage people to be who they are and all they can be. 
Building brands that are inclusive is a team effort and we give our 
employees the tools and resources they need to make decisions  
to ensure the inclusivity of our products, content and experiences. 
We offer access to experts for differentiated perspectives to help our 
teams make decisions. Hasbro’s internal analytics and insights team, 
AIM, is essential in our approach to inclusive brand building. Through 
consumer insights and market research and analysis, AIM provides the 
information our teams need to make informed choices about products 
and experiences before they go to market. 
Inclusivity is a component of our design process. We encourage our 
Design, Development and Marketing teams to prioritize inclusion by 
creating products, experiences and marketing assets that appeal to 
and reflect the true diversity of our broad consumer base.
While everyone at Hasbro is responsible for safeguarding and 
advancing our DE&I priorities, in 2022, we created a new position to 
further accelerate DE&I within our brands and content. The position of 
Vice President, Design – Inclusion & Consumer Innovation ensures that 
inclusivity is embedded in our product design process from the very 
beginning. For more on our approach to inclusive marketing, view our 
2021-2022 Diversity, Equity and Inclusion report. 
47    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
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Inclusive Storytelling
The Global Integrated Marketing (GIM) team and our internal creative 
agency, Left Foot Blue, empower our organization with the tools 
to make inclusive creative decisions together and hold ourselves 
accountable. This team develops media and creative strategies while 
bringing inclusive insights to campaigns, casting, asset development 
and execution. Together, GIM and Left Foot Blue focus on inclusive 
and representative casting, writing and production staff to ensure our 
marketing campaigns accurately represent the consumer. Once talent 
is chosen, we consider diversity in every aspect of pre-production, so 
our talent is set up for success. We look at everything from hair and 
makeup (does the stylist have experience working with diverse skin 
tones? hair textures? styles? etc.) to lighting (is there someone on the 
crew with experience lighting different skin tones? etc.).
Our content creators and brand marketing teams partner with our 
Center of Excellence (COE), a group of experts from across the business 
from DE&I, CSR/ESG, Communications and Legal, functions to ensure 
content responsibility and inclusivity. This group offers expertise 
and credibility on a variety of social topics, therefore leading to the 
development of more meaningful and impactful products, content, 
experiences and marketing. It also mitigates risk by identifying potential 
issues and gaps before the product goes to market. Often, the COE will 
engage employees from across the business from varying geographic 
locations, functions within the business and levels of seniority to gather 
diverse perspectives and offer advice and feedback. Learn more about 
our Employee Networks and the Business Resource Groups (BRGs) in 
our DE&I report using the button below.
Click here for our  
2021-2022 DE&I Report
BABY ALIVE turns 50 in 2023 and championing inclusive 
representation has been part of the brand’s DNA since 
inception. The inaugural line of life-like dolls in 1973 
included an African American BABY ALIVE doll. To meet 
the evolved expectations of our consumer, the BABY ALIVE 
brand team committed to a broader, more inclusive vision 
for BABY ALIVE with 70 distinct dolls currently available. 
This vision meant more skin tones, hair styles and eye 
colors, as well as ability and life circumstances. It also meant 
a commitment to authentic marketing and advertising. The 
brand team partners with HumanKind Casting to ensure 
authentic and diverse casting that is representative of the 
consumer. The team is as excited as ever that representation 
will drive and define the BABY ALIVE brand for the next  
50 years and beyond.
48    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
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As part of our strategy, we want everyone to see themselves 
authentically in the content we create. We recognize the importance 
of hiring, retaining and celebrating our diverse talent on and off the 
screen. In a newly created position, our Vice President of Diversity, 
Equity & Inclusion, Film & Television at our entertainment production 
studio eOne helps ensure diversity and inclusion are prioritized not 
only in front of the cameras, but also behind them. From our casts to 
our writers, camera operators, hairdressers and suppliers, diverse 
representation is critical to the production of inclusive entertainment 
for a diverse world.
One example of this purpose in practice is through our 
Emmy®-nominated and critically acclaimed drama series, 
Yellowjackets, which has had an incredibly positive critical 
response for its representation of LGBTQ+ characters 
through Dorian TV Awards by the Society of LGBTQ+ 
Entertainment Critics and nominations for GLAAD Media 
and Peabody awards. Yellowjackets was also awarded 
The ReFrame Stamp of approval, a distinction given to TV 
productions that have achieved gender-balanced hiring. 
More importantly, the success of the series can be seen 
in the fans’ unbridled passion for the characters and their 
storylines. This is a testament to the authentic and conscious 
inclusion of LGBTQ+ storylines, writers and cast members.
Click here for our  
2021-2022 DE&I Report
Cruel Summer 
Producer  
on set
49    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
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Another way we have brought our approach to inclusive 
storytelling to life is with a new brand, Kiya & the Kimoja 
Heroes. In 2021 and 2022, the Family Brands team at 
eOne was hard at work collaborating closely with one of 
the largest animation studios on the African continent to 
bring a new brand to life, in the hopes of addressing a 
need for more Black female protagonists as strong role 
models for pre-school girls. Kiya & the Kimoja Heroes, 
launching on Disney+, Disney Junior and YouTube in 2023, 
follows the high-action adventures of Kiya and her best 
friends Motsie and Jay, who use their superpowers to 
restore joy and harmony to their community. The fictional 
Kimoja City is named after the Swahili word meaning “one” 
and is inspired by the people, cultures, and landscapes of 
countries across Africa’s southern region.
Accurately portraying the diversity of southern African life 
and culture was of greatest importance. Everything from 
ensuring we captured local greetings to family life to the 
types of food eaten was considered. The team worked 
closely with pre-school experts and talent across Africa, 
Europe, and the United States to ensure Kiya’s storylines 
and characters offered the most authentic representation. 
“Thanks to a thoughtful and intentional approach 
in front of the cameras and behind, pre-school aged 
children around the globe will be able to watch Kiya 
& the Kimoja Heroes and see themselves reflected,” 
explains Esra Cafer (SVP, Global Brand Strategy & 
Management, Family Brands). “There is a real sense of 
purpose and it’s been very rewarding for all of us to 
work on Kiya & the Kimoja Heroes.”
50    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
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Government Affairs and Advocacy 
At Hasbro, we recognize we operate in a constantly changing 
geopolitical world. In addition to ensuring product safety and access 
to the right to play, an explosion of online and digital technologies 
has led to new forms of play and entertainment while the runway for 
addressing climate challenges shortens. Across the globe, corporate 
and government concerns regarding supply chain resilience and 
stability continue in the face of public health and climate challenges. As 
our business continues to grow and stakeholder expectations evolve, 
we navigate an increasingly complex global environment.
We believe it is more important than ever to engage proactively with 
government agencies, regulators, non-governmental organizations 
(NGOs), trade associations and other companies to build the right policy 
and regulatory environment. We must partner on initiatives that address 
these needs, including issues such as product and content safety, ethical 
sourcing, responsible marketing to children and sustainability. 
The Global Government Affairs team directs and oversees public policy 
engagement on these and other issues, working closely with regional 
and country-level staff on the ground. For example, on the issue of 
chemical safety in the U.S., our Global Government Affairs team worked 
collaboratively with U.S. Congress and NGOs over a number of years to 
encourage development of one uniform national standard for chemical 
safety. This led to the passage of the Chemical Safety Improvement 
Act (CSIA) in 2016, which was the first substantial revision to chemical 
laws in the U.S. since 1976. The CSIA is designed to provide a unified, 
national approach to chemicals management, ensuring certainty for 
business and product safety across all 50 states. 
In the European Union (EU), together with Toy Industries of Europe 
(TIE), Hasbro continues to be actively engaged with the European 
Commission and participates in expert working groups on amendments 
or interpretations of topics, such as the Toy Safety Directive, chemical 
requirements and sustainability. Our work includes leading European 
51    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
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toy industry efforts to ensure any proposed amendments provide a high 
level of protection for children while also being workable, enforceable 
and proportionate to the risks posed. Similarly, for the Asia Pacific 
region, we partner with the Asia Toy and Play Association (ATPA) and 
National Toy Associations to discuss current and emerging topics for 
the sector with governments in this region, including best practices from 
other regions. We also engage with other policymakers and regulators 
in developed and emerging markets around the world. For example, 
in Latin America, Hasbro actively participates in public hearings and 
engages with regulators to advocate for the reduction of technical and 
trade barriers that may restrict competition and ultimately make toys and 
games less affordable and thereby inaccessible to children.
As a company that believes in the power of business as a force for good 
in the world, we celebrate opportunities to support and advocate for 
issues that align with our core values and are important to our business 
and key stakeholders. In 2019, Hasbro was proud to join the CEO 
Action for Diversity & Inclusion™, a coalition of companies pledging to 
advance diversity and inclusion in the workplace. This action helped to 
elevate the importance of Diversity, Equity and Inclusion at Hasbro and 
acknowledged companies have an important role to play in promoting 
social justice in the workplace and in society. In 2022, we became a 
signatory on a letter addressed to all U.S. governors and education 
leaders, urging them to take action to ensure computer science 
opportunities for all students in every state across America. At Hasbro, 
we have seen firsthand how technology can spark innovation, unlock 
potential and enhance career opportunities. In partnership with 500 
other public and private sector leaders, we are privileged to use our 
platform to advocate for increased access for all students in America. 
As a global corporate citizen, we believe it is our responsibility to 
engage constructively on public policy issues that are important to us or 
may impact our business. We support our employees right to participate 
in the political process. We have a Political Activity and Lobbying 
Policy that outlines our approach to employee and company political 
activity. As outlined in our policy, employees are free to make personal 
donations to candidates for political office as long as they make it 
clear their personal views and actions are not those of the company. 
Hasbro does not have a U.S. Political Action Committee (PAC), nor does 
the company make corporate contributions to political causes. To the 
extent Hasbro engages in lobbying on matters of public policy, the 
company is committed to disclosure of such expenditures as required 
by U.S. federal law. The Toy Association in the U.S., of which Hasbro is 
a member, does have a PAC to which Hasbro executives may personally 
contribute. However, Hasbro’s membership dues are not used to fund 
this PAC. 
Hasbro does 
not have a U.S. 
Political Action 
Committee 
(PAC), nor does 
the company 
make corporate 
contributions to 
political causes.
52    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
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Click here for our  
2021-2022 DE&I Report
Social Impact Programs
1.	 Partnering for Greater Impact 
2.	 Activating our Brands
3.	 Delivering the Joy of Play 
4.	 Our People Drive Our Purpose
53    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
Giving back to our local and global communities has been a central 
pillar at Hasbro since its founding in 1923 by the Hassenfeld brothers. 
For the past century, Hasbro’s philanthropy primarily supported children 
and families. Today, our Global Philanthropy and Social Impact work 
is a strategic priority, aligned to our Blueprint 2.0, our employees and 
the needs of our communities. Our newly expanded strategy supports 
children, families and young adults. In 2022, we rebranded our company 
foundation from the Hasbro Children’s Fund to the Hasbro Foundation, 
with new impact priorities. We continue to leverage our business assets, 
including employee time and talent, toy and game donations, financial 
support and our brands, to make the greatest possible impact.
In re-branding the Hasbro Foundation, we are doubling down on our 
commitment to education. We believe every child and young adult 
deserves access to safe, inclusive education where they can learn, 
grow and build a foundation for success. Hasbro is proud to promote 
equitable access to education in our global operating areas through 
partnerships with Save the Children, Special Olympics and World’s 
Largest Lesson.
One way we strive to ensure equitable access to education for  
under-served youth and young adults is by funding skills development 
programs in areas core to our business: STEM, game development, 
storytelling and business acumen. Through partnerships with 
organizations such as Black Girls CODE, Games for Change, Ghetto Film 
School, Girl Up and Year Up, we are empowering the next generation of 
innovators, creators, storytellers and leaders.
EMPOWERING GAME CREATORS AND  
SOCIAL INNOVATORS
Games for Change is a nonprofit with a mission to  
foster communities of gamers and promote the ability  
of games and immersive media to drive social good.  
The Games for Change Student Challenge is the leading  
national student game design program that combines  
middle and high school students’ passion for games with  
digital learning and civic engagement. Students learn  
coding and design thinking, facilitate discussions of social impact 
issues within their communities and design creative solutions to  
social problems. We are proud to fund the Student Challenge, 
empowering students to create positive impacts in their communities 
through game design. 
Philanthropy and Social Impact
Partnering for Greater Impact
Grants made through the Hasbro Foundation are the cornerstone of our 
social impact work, driving our philanthropy through partnerships and 
programming. Hasbro remains committed to our philanthropic legacy of 
supporting children and families. We partner with organizations offering 
stability in times of crisis through programming that supports physical 
and mental health, foster care, food security and disaster relief. 
play

INSPIRING THE NEXT GENERATION OF GIRL LEADERS
Our recent partnership with Girl Up, an initiative of the United Nations 
Foundation is dedicated to girl-centered leadership development 
that focuses on equity for girls and women in spaces where they are 
unheard or underrepresented. By investing in Girl Up’s Storytelling  
for Social Change curriculum, we equip girl leaders with the resources  
and skills to tell their stories and be a force for gender equity and  
social change. 
UPSKILLING WORKERS IN OUR SUPPLY CHAIN 
In addition to our Worker Well-Being Program, we fund educational 
programming in the local communities where our suppliers operate. 
In partnership with Save the Children, we provide employability skills 
training for young people and parenting seminars for migrant workers.
54    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
Learn more about our Human Rights 
strategy and programming.
Activating Our Brands
BLACK IS MAGIC
In 2021, our MAGIC: THE GATHERING brand leveraged the passion 
of its fans to make a difference through its Black is Magic Secret Lair 
product and benefit Black Girls CODE. The product honored Blackness 
in its beautiful, global entirety, celebrated Black history and culture,  
and was curated, developed and designed by Black artists. The nearly 
$1 million donation from Wizards of the Coast, as a result of the Black is 
Magic campaign, helped support the training of 3,200 students through 
more than 100 Black Girls CODE programs, including game design 
and digital arts workshops, summer camps and enrichment activities. 
This initiative earned MAGIC: THE GATHERING a place on Fast 
Company’s 2022 Brands That Matter list. It is recognized for “giving 
fans what they want” and for how the brand elevates underrepresented 
voices. Through the Hasbro Foundation, we are excited to expand 
our partnership with Black Girls CODE, funding “CODE Clubs” in 
Washington and Rhode Island.
play

Delivering the Joy of Play
We believe the right to play is a fundamental human right. Our product 
donation program distributes our beloved toys and games to millions of 
people, providing relief in times of crisis and supporting those in need 
through holiday giving. 
PLAY RELIEF
Our Play Relief program is designed to provide stability and moments 
of joy for people impacted by health challenges, humanitarian crises 
and natural disasters globally. Our toys and games donated through 
Play Relief can provide children and families with a sense of normalcy, 
comfort and a joyful distraction in an otherwise highly stressful situation.
RESPONDING TO NATURAL DISASTERS
When hurricanes, tornados and other natural disasters occur, one 
significant and often overlooked gap is addressing the psychological 
needs of children impacted. In times of disaster, our employees come 
together to pack Play Relief kits full of toys and games. Our nonprofit 
partners on the ground distribute these kits to emergency shelters 
temporarily housing those who have been displaced from their 
homes. These kits provide a distraction, sense of community and 
some fun when it’s needed the most.
WORLD REFUGEE SUPPORT
In the past year, Hasbro supported refugees around the world 
with a contribution of $3 million in financial and product donations 
to organizations such as Save the Children and UNICEF USA. We 
also supported Afghan refugees resettling in the U.S. through 
the Welcome Exchange, Welcome.US in-kind donation platform, 
connecting families to products to improve their lives during this 
difficult life transition. We’re proud of the creative and compassionate 
ways Team Hasbro contributed, lending their time and resources to 
pack relief kits, volunteer with organizations at the Ukraine border 
and make direct donations to Save the Children and UNICEF USA.
In 2021, our 
employees brought 
Play-Doh activities 
to children in 
the Manchay 
Community 
in Lima, Peru 
to celebrate 
Christmas.
GIFT OF PLAY
Hasbro provides access to 
toys and games during the 
holiday season for children and 
families around the world. Our 
holiday giving program, Gift 
of Play, is designed to bring 
the magic of the holidays to 
those who need it most. In 
Latin America, our employees 
partner with local charities 
to develop “toy libraries” so 
children in the community have 
access to play. In the U.S. we 
partner with the Marine Toys 
for Tots organization to make 
caregivers the hero, so they 
can provide children in their 
life with a gift to celebrate their 
special holiday, regardless of 
their economic situation.
In 2021,  
we donated 
$3 million 
worth of toys  
& games to  
Toys for Tots 
distribution  
centers across  
the U.S. and  
its territories.
55    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
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1 According to the Chief Executives for Corporate Purpose (CECP) annual benchmarking report Giving in Numbers, the average participation for corporate volunteer programs was 17% in 2021.
In 2021, 92% of Hasbro’s global employees 
participated in virtual and in-person volunteer 
projects, more than five times the corporate 
average for employee volunteering.1
56    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
Team Hasbro: Our People Drive Our Purpose
Giving back is core to our culture, and we offer all Hasbro employees 
four hours per month paid time off to volunteer. Team Hasbro is our 
best-in-class employee volunteer program that provides year-round, 
company-sponsored opportunities for employees to give back. Our 
volunteer projects reflect our philanthropic priorities and align with the 
areas of impact that our employees care about most. From designing 
new play spaces and hosting gaming tournaments, to raising money for 
hospitalized children and packing “Play Relief” kits for refugee families, 
Hasbro employees volunteered 36,000 hours in 2021, impacting 
150,000 children and adults.
VOLUNTEERING FOR THE ENVIRONMENT
As part of our natural resource conservation efforts, Hasbro planted 
100,000 trees in key regions across the globe with the non-profit 
organization One Tree Planted. As part of this partnership, we are 
engaging employees through tree-planting volunteer projects and 
employee-led educational events. 
Learn more about our Climate and 
Environment strategy and goals.
PARTNERING WITH LOCAL SCHOOLS
Over many decades, Hasbro has built a close relationship with local 
elementary schools in Rhode Island, where the company is globally 
headquartered. Hasbro’s “Service for Schools” initiative began as 
a single department project coordinated by one employee and has 
since grown into a summer tradition for employees around the world 
who volunteer to brighten local schools before children return for the 
upcoming school year. All Hasbro-funded projects include painting, 
landscaping, designing murals, creating playspaces and donating toys 
and games to make the first day of school extra special for students in 
our communities.
Additionally, every December, as part of our company-wide day of 
service, Hasbro donates toys and games to thousands of elementary 
school students in districts near our headquarters and communities 
around the world. In 2020 and 2021, through a partnership with national 
nonprofit Operation Warm, we donated a new winter coat to every child 
along with their toy or game.
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57    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
TEAM HASBRO SKILLSHARE
To further enhance our impact for nonprofit partners, in 2021 Hasbro 
formalized its skills-based volunteering program by launching Team 
Hasbro SkillShare. The program matches employees’ skills and talents, 
like copywriting, graphic design, website development and accounting, 
with nonprofit needs — saving them time and money. 
TEAM HASBRO VOLUNTEERS
ANDRÉ 
BUSINESS INTELLIGENCE ANALYST 
GERMANY
As a volunteer firefighter and paramedic in Dreieich, Germany,  
André has made his community a safer place and inspired the next 
generation for nearly 25 years. Last year, when central Europe 
experienced devastating floods, André took time off from Hasbro to 
serve as a first responder. 
“My unit was sent to the flood disaster area in Northern Germany for a few 
days where people lost everything. It was so motivating for us to see how 
thankful the people were for our help. I’d really like to thank Hasbro for 
giving me the chance to help these people get back to their normal lives.”
HELENE 
ACCOUNTS RECEIVABLE MANAGER 
UK 
Based in Uxbridge, England, Helene is the founder and president 
of LOVE MISSION, an organization providing support and hope to 
vulnerable people, including widows, orphans and children living with 
illness in Cameroon. Through fundraising and donation drives for 
supplies, LOVE MISSION has provided necessities, such as books, toys 
and school supplies, as well as access to dental care and education 
assistance.
“We can cure physical diseases with medicine, but the only cure for 
loneliness, despair and hopelessness is love.” 
HANNAH 
DEI PROGRAM MANAGER 
U.S.
Based in the U.S., Hannah makes sustainable impact by volunteering 
her data analysis skills for nonprofit organizations through Team 
Hasbro’s SkillShare initiative. She has supported the Autism Project 
to advance the team’s data management skills and related processes; 
conducted market analysis for Momentous Institute, building social 
emotional health for children, families and communities; and crafted 
online surveys for multiple organizations to gather crucial community 
data and more! 
“I am grateful Team Hasbro’s SkillShare initiative makes it easy to 
support causes I care about, leveraging my professional skills and 
expertise to give back and make an impact for non-profits across the 
United States. The program allows me to give back in a way I haven’t  
been able to before.”
Global Day of Joy
Nothing is more representative of our 
culture of giving back than our Global Day 
of Joy, our annual, company-wide day of 
service and a cherished company tradition. 
During this day each December, employees 
around the world lend their time and 
talent to a myriad of projects benefiting 
charitable organizations. On this special 
day, we see our Purpose come to life as 
our team joins together and engages our 
philanthropic partners through more than 
250 service projects worldwide. In just one 
day, Team Hasbro’s incredible commitment 
to volunteerism makes a difference in 42 
countries for more than 100,000 children.  
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The Brian Goldner Center for  
Transforming Futures
Hasbro’s former long-time Chairman and beloved CEO Brian Goldner 
passed away unexpectedly in October 2021. Brian was a visionary 
for entertainment, play and storytelling; he also believed in using our 
business as a force for good. He was passionate about lifting up others 
through mentorship, empowering women in our industry, creating 
opportunities for underserved youth and improving systems of care for 
vulnerable members of society. To commemorate his legacy, we have 
established the Brian Goldner Center for Transforming Futures. The 
Center honors Brian’s vision and belief in making a positive impact for 
vulnerable youth and young adults with a $2.5 million investment that 
will fund three strategic initiatives:
The Brian Goldner Storytelling Fellowship Fund at the Ghetto Film 
School. The fund will support annual fellowships at the Ghetto Film 
School, which serves underrepresented young artists. Fellowships 
provide more than 1,000 hours of immersive, college-level training in 
both the art and business of cinematic storytelling and production.
The Brian Goldner Student Support Fund at Year Up, an organization 
on a mission to close the Opportunity Divide by ensuring equitable 
access to economic opportunity, education and justice for all young 
adults – no matter their background, income or zip code. The fund will 
help enhance Year Up’s robust portfolio of services to address the 
varying challenges and financial hardships students face and eliminate 
any potential barriers to their success.
The Brian Goldner Flights of Hope will support Angel Flight of  
New England in providing free air and ground transportation to 
children and families to receive lifesaving medical treatment for as  
long and as often as needed. 
Brian and his 
wife giving out 
Hasbro toys & 
games on the 
2017 Global  
Day of Joy
Brian with his  
Year Up mentee  
in 2016 
58    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
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2021
2017
2018
2019
2020
Product Quality and Safety	
	
	
	
	
	
Significant product and service categories for which health and safety 
impacts are assessed for improvement
100%
100%
100%
100%
100%
Total number of incidents of non-compliance with regulations and  
voluntary codes concerning the health and safety impacts of products18
0
0
0
2
0
 Incidents of non-compliance with regulations resulting in a fine or penalty
–
–
–
–
0
 Incidents of non-compliance with regulations resulting in a warning
–
–
–
–
0
 Incidents of non-compliance with voluntary codes
–
–
–
–
0
Product Sustainability and Design	
	
	
	
	
	
Total number of incidents of non-compliance with regulations and  
voluntary codes concerning marketing communications, including  
advertising, promotion and sponsorship
0
1
0
0
0
 Incidents of non-compliance with regulations resulting in a fine or penalty
–
–
–
–
0
 Incidents of non-compliance with regulations resulting in a warning
–
–
–
–
0
 Incidents of non-compliance with voluntary codes
–
–
–
–
0
18	Due to a reporting error, one product recall was reported in 2020; the correct number is 2. The additional recall was of 460 Nerf Microshots were recalled on Dec 16, 2020 for not having the Warning in English 
(Spanish/Portuguese).
59    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
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19	Total financial support represents the combined total of charitable company sponsorship and cash grants made during the fiscal year. The company’s grant making is done through the Hasbro Foundation 
(formerly Hasbro Children’s Fund) including all matching gift grants. 
20	Total philanthropic support represents both financial contributions and the estimated retail value of product donations.
21	2018 figures recalculated due to a reporting error that year.
2021
2017
2018
2019
2020
Philanthropy, Social Impact and Employee Engagement
Employee Volunteer Hours
75,051 
68,870
68,312
25,883
36,206
Financial Support (in million dollars)19
6.6
5.1
2.9
4.8
7.5
Product Donations (estimated retail value in million dollars)
15.9
15.7
9.2
20.8
9.8
Total Philanthropic Support (in million dollars)20, 21
22.5
20.8
12.1
25.7
17.3
Children and Adults Impacted (millions)
4.7
4.3
4.2
4.1
6.1
60    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
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As a global organization with thousands of employees in offices 
around the world, we embrace diverse lived experiences, backgrounds, 
ethnicities and interests. Whether it is bringing product to market, meeting 
our high-quality standards, onboarding exciting new talent or keeping 
our operations humming ­— our people make it happen. Our teams are 
inspired by our Purpose of creating joy and community for all people 
around the world. Our inclusive culture sets us up to deliver excellence,  
build impactful brands and expand our leadership in play, entertainment 
and beyond.
people
chapter highlights
	 inclusive and high-
performing culture
• diversity, equity  
and inclusion
	 talent development 
and performance 
management
	 compensation and 
benefits
61    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022

6,400+
employees worldwide
average  
employee  
tenure
36,200+
employee  
volunteer hours 
7
Over the past several years, the world and our company have 
dramatically evolved. With a new CEO, Chief People Officer and 
strategy in place, our teams drive toward operational excellence to 
serve our North Star: the consumer. We are investing in top talent and 
data capabilities to best execute Blueprint 2.0. This will allow us to 
better serve our fans and analyze at scale.
Investing in top talent means we have reexamined every aspect of our 
employee experience journey – from recruitment and onboarding to 
engagement and development – to support our team members every 
step along the way. Through this process, we have identified three 
strategic priorities:
 Inclusive and High-Performing Culture
 Talent Development and Performance Management
 Compensation and Benefits
Who We Are –
At a Glance
[2021]
62    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
people
offices in  
43 countries
74
years

63    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
Our Culture Sets Us Apart
We foster an inclusive culture where all team members can be 
themselves best and do their best work. Our goal for our employees is 
that they can do work they love with people they enjoy and on brands 
they believe in, all for a company driven by greater purpose. We create 
a globally consistent employee experience that reflects our values and 
helps drive our business forward. For employees who have been with 
us for 25 years or 25 days, our culture is one of the most unique and 
rewarding aspects of working at Hasbro. 
We recently asked some of our employees the following question: 
What makes the Hasbro culture so special?
LORA  
SENIOR TALENT ACQUISITION ADVISOR, HASBRO U.S. 
TEAM MEMBER SINCE 2021
“At Hasbro, the joy we create is not just external for customers, 
but also internal for employees. There’s an invisible energy of 
inclusion. As a woman of color, it’s the first place I’ve worked where 
I feel like I can show up wholly, as my full self. That feeling of self-
confidence directly translates to my work every day.”
AARON  
SENIOR PROJECT ENGINEER, HASBRO U.S. 
TEAM MEMBER SINCE 2015
“One of the things that makes Hasbro special is the flexibility it 
affords me to spend quality time with my family. I feel genuinely 
supported whenever I need to balance my time between home and 
office. It’s not just something that’s accepted, it’s encouraged.”
HODA  
MANAGER DE&I, eOne CANADA 
TEAM MEMBER SINCE 2019
“What makes working at eOne special is that we are trusted to do 
our work in an environment that is super fun! I especially love that 
we work on philanthropic programs that provide an opportunity 
to support people in the neighborhoods where we grew up. We are 
a global organization, but we can also positively impact our local 
communities.”
VAN ANH 
SENIOR GLOBAL SUPPLY PLANNER, HASBRO VIETNAM 
TEAM MEMBER SINCE 2020
“One of the things that makes working at Hasbro special is the 
human connection. I feel listened to, respected and supported by 
management and my colleagues. I have a chance to contribute to 
our community by joining meaningful company-sponsored charity 
events. ‘Do what you love, and you’ll never work another day in  
your life’. That’s what I feel at Hasbro.”
Inclusive and High-Performing Culture
people

In Brazil, we opened 
new offices that 
mirror our need for 
a collaborative work 
environment.
 We remain committed to our purpose, culture and values 
 Trust and accountability are the foundations of the  
employee experience 
 We embrace flexibility 
 Employee health and well-being remain paramount 
 The office is one of multiple places to connect and create 
 The future is powered by technology 
 There is no one-size-fits-all approach 
FUTURE OF WORK GUIDING PRINCIPLES:
64    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
OUR VALUES
Hasbro has had a storied first 100 years with a mission and purpose 
that have forged powerful connections with fans across generations 
and geographies. This is a testament to our incredible brands, the 
people who bring them to life, and our shared sense of purpose to 
bring people together and create joy. Hasbro’s culture is underpinned 
by our values. 
Reimagined in 2022 to reflect our vibrant culture and brand portfolio, 
our values set the expectations for how we work with each other and 
how we combine our joint efforts to deliver against our strategy. Our 
values are the foundation of our culture where everyone can show up 
authentically as themselves and deliver their best work. 
New Ways of Working 
For as long as Hasbro has been in business, our connection to one another 
has been one of our greatest assets. Our ability to drive results and think 
creatively about the experiences we design has no bounds when we’re 
together. As with every company, the COVID-19 pandemic sent us a 
curve ball and encouraged us to explore different ways to collaborate and 
reimagine how we work. Our agility, resilience and steadfast commitment 
to our mission pushed our business to thrive through several challenging 
years. Lessons learned throughout the pandemic inform Hasbro’s new 
working philosophy. This includes embracing agility and flexibility  
as an organization, nurturing a growth mindset among our team members 
and further leveraging technology for success. 
Our hybrid model embraces offsite flexibility while also offering 
opportunities for teams to connect and work together. We are working to 
create agile work environments for all team members: driving collaboration 
in-person and leveraging technology for remote connections. Our  
physical locations are being reimagined to meet this need. 
Several guiding principles inform the future of our business and work 
experience. For the majority of our team members, this means being 
able to work in a hybrid or remote set-up. We provide extensive 
flexibility to support individual workstyles while balancing business 
needs and fostering our culture. 
people

Our People Organization works with leaders across the globe on an 
ongoing basis to better understand unique contexts and establish 
guiding principles that put flexibility, culture, connection and employee 
well-being at the center of how we work.
Connecting People to Purpose
A company’s purpose will always begin and end with people.  
We fundamentally believe in aligning our employee experience 
and culture with Hasbro’s Purpose. Our employees are our biggest 
advocates while also being ardent accountability partners. We must 
ensure our employees not only understand Hasbro’s Purpose but  
also feel genuinely connected to its success.
So, how do we do this? To help our employees connect with Hasbro’s 
Purpose, in 2021 we piloted an online individual purpose assessment 
tool – a 10-minute survey to support our employees in uncovering their 
individual personal purpose. Once uncovered, we help employees 
connect their personal purpose with the company’s purpose and their 
individual jobs – and the results have been incredible.
For example, in 2022, members of our Consumer Affairs team 
participated in the purpose assessment. The group was initially 
hesitant to engage in the process, but when their leaders started 
to ask them questions like – “What do you care about in life? What 
are you passionate about impacting? How do you want to make a 
difference and how can you do so at work?” – they began to embrace 
the correlation between purpose and work. Following the survey and 
exercises, the team was inspired. They understood how their specific 
job function was linked to something bigger than themselves, a larger 
purpose: bringing joy to people. They ultimately reported feeling 
happier and more connected to Hasbro.
Helping employees reflect on what matters to them – and how it 
connects to a higher purpose – is not only good for morale, it also 
impacts engagement. Employees at purpose-driven companies are 
four times more engaged at work* – high employee engagement 
builds a healthy culture, improves retention and boosts productivity.
Diversity, Equity and Inclusion
With our people at the heart of Hasbro, we are committed to a culture 
that is inclusive with supportive work environments where people feel 
a sense of belonging. We know the health and success of our business 
relies on a diverse, equitable and inclusive workplace where people 
can bring their whole selves to work every single day. We take action 
to ensure we attract, develop, promote and retain individuals from a 
variety of backgrounds and lived experiences.
As a company with the consumer as our North Star, we must have a 
workforce that reflects the consumers and fans we serve. A diverse 
workforce operating against a set of clear goals helps drive progress 
and growth.
Hasbro is honored to be the  
recipient of DirectWomen’s  
inaugural Ruth Bader Ginsburg  
Board Diversity Award 2022. This 
award honors a corporation that  
has served as a leader in the  
effort to achieve board diversity.
Read our press release to  
learn more.
*	 McKinsey & Company. (2020, November 18). More than a mission statement: How the 5Ps embed purpose to deliver value. McKinsey & Company. Retrieved October 21, 2022, from https://www.mckinsey.com/
capabilities/strategy-and-corporate-finance/our-insights/more-than-a-mission-statement-how-the-5ps-embed-purpose-to-deliver-value.
Click here for our  
2021-2022 DE&I Report
Mary Beth West, 
member of Hasbro’s 
Board of Directors, 
speaking at the 
DirectWomen 
award luncheon, 
October 2022
65    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
people

Our DE&I strategy is guided by an interlinked approach that  
encompasses our workforce and culture, brands, supply chain and 
philanthropy. This approach, enabled by the alignment and close  
collaboration between our People Team and Global Purpose  
Organization, connects all facets of our work and ensures we reinforce 
our efforts across the entire business.
Our Priorities Include:
Fostering a culture of inclusion where all employees are welcome 
and empowered to be themselves and make their most significant 
contribution, unified in the shared joy of storytelling and play.
Building a diverse workforce that reflects the consumers and 
communities we serve.
Supporting employees in our workplace, including women, with 
an ongoing commitment to gender balance in leadership positions 
and pay equity.
For more about our work to promote Diversity, Equity and Inclusion  
in our workplace, our brands and entertainment experiences, and 
within the communities and industries in which we operate, read our 
DE&I Report.
2025 Goal 
50%
38%
43%
2025 Goal 
25%
17%
22%
Grow women in leadership roles* globally across all  
business areas to 50% by 2025.
 2017 Baseline 
 2021 Progress
Grow racially and ethnically diverse employee representation  
in the U.S. to 25% by 2025.
 2017 Baseline 
 2021 Progress
We set ambitious public-facing DE&I goals in 2017. We’re proud of our progress to date and are on track to meet 
our workforce goals:
We are on track to meet our 2025 objectives, but the work is ongoing. We have established a cross-functional team led by our Senior Vice 
President of Diversity, Equity and Inclusion and Multicultural Strategy to identify the next phase of goal setting for 2030. As part of this effort,  
we are exploring additional KPIs such as gender identity, sexual orientation and regionally specific demographics.
Click here for our  
2021-2022 DE&I Report
* Leaders are defined as director level and above.
66    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
people

Click here for our  
2021-2022 DE&I Report
67    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
2021 EMPLOYEE ENGAGEMENT RESULTS AT-A-GLANCE
Employee Experience  
Our vibrant, inclusive and winning culture makes Hasbro unique. This 
culture is underpinned by the employee experience. It is the journey 
and sum of all interactions the employee takes, from pre-recruitment  
to post-exit and everything in between. 
WE’RE LISTENING 
We are convinced a culture of listening and continuous feedback drives 
continuous improvement. We regularly collect feedback from our team 
members through various channels. One way we do this is through 
employee listening tours, including townhalls where our senior leaders 
meet with team members in small groups. The tours are designed to 
foster an environment of mutual trust where leaders are transparent and 
team members can share aspirations and challenges. These forums also 
provide our leaders an opportunity to provide strategy updates with 
global team members. In 2022, we launched the “Unscripted” series, 
a global forum with senior leaders to answer employee questions in 
real time and share progress against our key company-wide priorities. 
Supporting a culture of listening helps Hasbro become better while we 
perform well.
Another vehicle for feedback gathering is through employee 
surveys. We use Microsoft tools and leverage the Glint platform to 
gather regular input and feedback from our global team members. 
In 2021, we initiated annual global employee engagement surveys 
across all of our business units. Survey results help us identify 
ways to improve employee engagement as a whole but also by key 
demographics (gender, age, race, tenure, job level, etc.). This level of 
granularity provides more precise insights to better understand how 
underrepresented groups feel and what actions can be taken to move 
us forward. It also serves as a helpful tool in gathering feedback on 
priorities, performance and growth to ensure employees feel valued 
and empowered to deliver their best every day.
HASBRO EMPLOYEE NETWORKS 
The Hasbro team is comprised of more than 6,400 employees from  
74 different offices around the world. We actively lean on the expertise 
and experience of our people to foster equity and inclusivity. Our 
Hasbro Employee Networks – voluntary groups of employees who 
come together based on shared identities and/or life experiences – are 
designed to give employees a voice, allow for leadership at all levels, 
and support employee engagement. Our Employee Networks promote 
a more inclusive culture and work environment and have advocated 
for changes in company policy, including adoption of flexible working 
hours and gender-neutral bathrooms. These groups also help Hasbro 
recognize and celebrate cultural trends and moments important to our 
employees, our consumers and our community.
Each network runs programming, events and volunteer opportunities 
throughout the year specific to its group. They also sponsor welcome 
lunches for new employees and host speaker series and programming, 
including fireside chats with internal and external guests, and panels 
around cornerstone events, such as Black History Month, International 
Women’s Day, Earth Day, Pride Month, Asian American and Pacific Islander 
Heritage Month, Hispanic Heritage Month and Indigenous Heritage Month.
favorable for  
belonging: “I feel  
a sense of belonging  
at Hasbro”
70%
favorable for employee 
satisfaction: “How  
happy are you working  
at Hasbro”
77%
favorable for individual 
purpose: “The work 
that I do at Hasbro is 
meaningful to me”
77%
favorable for 
recommend: “Would 
recommend company  
as a great place to work”
77%
people

Employee Network Spotlight:  
Global Wellness 
The mission of Hasbro’s Global Wellness  
Network is to help improve the physical,  
mental and social well-being of all Hasbro employees by offering 
opportunities to our members to learn, model and promote positive 
attitudes and behaviors that advance their commitment to wellness. 
This group organizes onsite wellness events in the United States, the 
United Kingdom and Canada, in addition to virtual offerings catering 
to a global audience. Programming and events are rooted in four 
pillars (physical, work/life harmony, mental/emotional and financial) 
and focus on the whole employee to improve overall well-being, 
health and quality of life.  
68    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
CONTRIBUTE TO THE COMMUNITY CHEST:  
DRIVING IMPACT IN OUR LOCAL COMMUNITIES 
Giving back to the community is part of our Purpose and an integral 
part of the Hasbro culture. We support our communities to leave the 
world, our planet and society a better place for generations to come. 
We are proud to offer all Hasbro employees four hours paid time off per 
month to volunteer in their local communities. Team Hasbro, our best-
in-class employee volunteer program, provides year-round, company-
sponsored opportunities for employees to give back. Our volunteer 
projects reflect our philanthropic priorities and align with the areas of 
impact our employees care about most. From mentoring young adults 
in game design and creating new play spaces, to hosting gaming 
tournaments to raise money for children, to packing toy and game “Play 
Relief” kits for refugee families, Hasbro employees volunteered more 
than 36,000 hours in 2021, impacting 150,000 children and adults.
Talent Development  
and Performance Management 
Over the last 100 years, we have been privileged to create joy and 
community for people around the world, and we cannot wait for the 
next 100 years. We know that to sustain the longevity of our business, 
our team must “Jump in Muddy Puddles” and be adventurous and 
brave in driving our business results, while never forgetting we are 
a company built on play. This requires an agile team with a growth 
mindset. Our People Organization is driving a culture of learning by 
providing development opportunities for all team members that fulfill 
individual curiosity and growth while emboldening Hasbro to tell 
stories that exhilarate our fans. 
In 2022, we are assessing and redesigning our approach to talent 
development and performance to better reflect the connection 
between individual growth and company success. A growth mindset 
is best fostered when rooted in individual motivations and ambitions. 
We empower our employees and their managers to take ownership 
of their learning and career development. We are expanding access 
to developmental experiences such as stretch assignments, learning 
platforms, peer coaching and “gig” opportunities on different 
workstreams and teams. We’re exploring new learning platforms to 
engage our teams in their development journeys and accelerate our 
business growth. Our goal is to attract, retain and develop talent with 
the right capabilities and aligned with the right purpose. 
Read more about ways our employees make a difference 
and drive impact in their communities. 
people

69    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
The Right Talent. The Right Capabilities. 
2022 marked the beginning of a multi-year transformational journey 
for Hasbro and our People Organization. Starting with our ELT, we 
welcomed our new CEO and a new Chief People Officer in early 2022. 
As we position our organization to deliver on our Hasbro Blueprint 
strategy, understanding the current talent and succession landscape is 
critical to meeting (and beating!) our financial and strategic goals. 
This year, we have taken several key steps to strengthen our global 
talent and succession review process across all businesses within  
our operating model with the objectives of:
 Obtaining a snapshot of our current talent 
 Identifying critical roles to our strategic success
 Identifying our key talent
 Delivering a leadership succession plan
 Addressing underperformance and retention risks 
As part of this work, our People team partners closely with business 
and operational leaders to ensure we take action to develop our 
people managers, provide more structure for quarterly performance 
conversations, and initiate retention plans for top and critical talent 
necessary to deliver our business objectives. 
Driving a Learning Culture
Our agile and flexible working culture requires a growth mindset.  
We foster this by constantly emphasizing and promoting learning and 
development. We offer a variety of unique learning opportunities our 
teams and individuals can leverage to drive their growth.
LEARNER EXPERIENCE PLATFORMS
At Hasbro, we put employees in control of their growth and 
development using a Learner Experience Platform (LXP), Degreed. 
LXPs deliver personalized development in sync with team member 
interest, skills and roles. Degreed is a learning platform employees can 
use to discover learning content, build skills and successfully take on 
new career challenges. It provides them with access to experiential 
learning and career opportunities to support personal growth and drive 
Hasbro’s future success.
GLOBAL GROUP MENTORING
Leveraging our learning culture, we launched a group mentoring 
program in 2020. Group mentoring is a group of mentees and a mentor 
who work together to achieve specific development goals to foster 
personal and professional growth. Mentors guide mentees by sharing 
experiences; asking questions; participating in shared activities and 
introducing mentees to others in the organization who can help further 
their goals. It’s also an opportunity for participants to help one another 
develop through collaboration and problem solving.  
Our global group mentoring program connects colleagues of all  
levels worldwide to gain guidance from diverse perspectives. Two 
years in, this program has supported more than 50 mentors and  
250 mentees annually.
people

Peer Coaching 2021 Outcomes
91%
92%
79%
Peer Coaching 
enables me to  
be more  
successful.
Imperative 
Partner Average:  
78%
I developed a  
meaningful  
relationship with  
my peer. 
I intend to have  
an ongoing  
relationship with  
my peer coach.
Imperative 
Partner Average:  
88%
Imperative 
Partner Average:  
89%
82%
89%
I would  
recommend peer 
coaching to my  
co-workers.
Imperative 
Partner Average:  
81%
I look forward to  
my next peer  
coaching 
conversations.
Imperative 
Partner Average:  
77%
“Peer Coaching was so helpful to connect with  
other leaders at Hasbro. It forced me to set aside  
time for mentoring and conversations, and I always  
came away from each conversation feeling authentically 
connected to my peer coach. I loved meeting people  
in different parts of the company, and together,  
we could solve problems from a different perspective.  
I would highly recommend this opportunity!” 
TANYA, SENIOR DIRECTOR, INVENTOR RELATIONS  
AND INNOVATION, HASBRO CANADA
If these numbers don’t speak for  
themselves, see what this participant  
has to say about it!
Imperative is an AI learning platform Hasbro uses for peer coaching
70    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
PEER-TO-PEER COACHING
We know relationships and accountability drive our learning culture. In 
2021, we launched a digital peer coaching platform to help our team 
members strengthen their connections to an internal network of peers. 
Peer coaching addresses the employee need for social connection and 
learning at work. Using personal purpose statements derived through 
the individual purpose assessment tool as a catalyst, team members 
engaged in meaningful development conversations and began 
unlocking ways to live out their purposes at Hasbro and beyond.
Since launching our peer coaching program, we have consistently seen 
powerful outcomes. 
people

71    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
SWAPPORTUNITIES AND GIGS
One form of development at Hasbro is through our Swapportunity 
and “Gig” Marketplace platforms, both of which give employees 
a unique opportunity to learn new skills in a different part of the 
business. Swapportunities allow team members to “swap” into a new 
role for a temporary assignment while their original position remains 
secured. The Gig Marketplace lets employees learn a new skill and 
lend talent by helping match team members with capacity to those in 
need of support. Internal gigs are short-term work experiences, tasks 
and projects within Hasbro. Teams that need support can post their 
available gigs on the internal “intranet,” and interested employees can 
apply to pick up gig work based on skills and interests. By leveraging 
the gig work model, teams can match internal talent to critical projects 
that will produce real value, allowing employees to support one 
another, build new relationships and connect globally. These gigs can 
vary from a simple one-hour project to slightly longer assignments 
that are meant to be completed within normal work schedules. Both 
programs help grow and develop employees, encourage career growth 
and provide a more holistic view of the organization.
Compensation and Benefits  
At Hasbro, we are committed to aligning rewards to incentivize the 
right behaviors of our team members. From our comprehensive 
total rewards package, equity awards (based on job level), and paid 
time off policies to our annual incentives, product discounts and 
volunteer opportunities, we provide our employees a set of rewards 
and benefits in line with the performance, skills and experiences they 
bring to Hasbro. Our goal is to deliver effective, globally relevant and 
individually valued rewards that maximize our ability to motivate and 
retain key talent. 
Competitive compensation is the cornerstone of our total rewards 
program. We review market and industry data at least every year and, 
if needed, revise our salary and incentive program. This analysis helps 
us remain competitive and continue to attract, retain and engage top 
talent. We conduct pay equity audits and review salaries of employees 
across the globe to help achieve internal equity. We conduct a global 
pay equity review annually as part of our compensation planning cycle 
to ensure employees are compensated appropriately and equitably 
across the organization. When conducting our global pay equity market 
review, we analyze salary information by a variety of factors, including 
gender, globally and by ethnicity in the United States.
At Hasbro, You and Yours
At Hasbro, taking care of our employees includes taking care of their 
families. We offer enhanced paid parental leave in some of our markets 
to exceed the statutory requirements. For example, in the U.S., new 
parents, including fathers, same-sex partners and adoptive parents, 
can take up to 10 weeks of paid time off to care for and bond with 
their newborn or adopted child. Birth mothers also receive six to eight 
weeks of short-term disability, giving them a total of up to 18 weeks of 
paid time off. For birth mothers in Canada, their government benefit is 
topped up to 100% of their pre-leave earnings for the first eight weeks 
of leave.  
people

72    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
Hasbro also believes in the importance of helping employees balance 
work and life commitments. We offer competitive paid time-off 
policies, including, in North America, up to four weeks of vacation 
annually starting in the first calendar year after an employee is hired; 
an additional week off between Christmas and New Year’s Day; 
and a shorter work day on Fridays in many locations. Our European 
employees receive at least four weeks of vacation per year, with most 
countries offering between 22 and 28 days. In Asia, we also offer our 
employees up to five Wellness leave days on top of annual leave for 
them to take for their own personal well-being.
We are proud to be recognized over the last several years as one of 
the best companies for working parents, caretakers and families.
Safety First 
The safety and well-being of our employees goes hand-in-hand with 
creating a culture where employees can be successful and do their 
best work. The impact of COVID-19 made this even more apparent. 
We take pride in ensuring our work environments are safe and our 
employees are healthy. We actively engage workers — at our offices, 
studios, distribution warehouses and in retail stores — to promote and 
ensure safe and healthy work environments. For example, to protect 
our employees as they returned to our corporate offices in 2022, we 
launched a new COVID-19 contact tracing tool. It used card-to-card 
data to identify and notify close contacts if/when a positive COVID-19 
case was reported in one of our buildings. The cards operated  
on “low-energy” Bluetooth and send-and-receive signals if two cards 
were within six feet for 15 minutes or more. Implementing tools like 
this provided an additional layer of protection for our employees and 
continue to strengthen our protocols and programs for the future.
Our Employee Health and Safety team maintains a comprehensive 
system of strict health and safety standards and operating  
practices at our owned and operated offices and facilities. These 
standards — which are based on global best practices and regulatory 
requirements — include performance and accountability processes; 
employee education, training and communications; incident reporting 
and investigation; and safety inspections. In addition to meeting our 
internal standards, all Hasbro facilities are required to comply with  
local and country-level regulatory requirements. 
Our Future is Bright 
Our teams are uniquely poised to take our special company and 
amazing collection of brands to new heights and execute the Blueprint 
2.0. We have a bold vision, and we are confident we have the teams 
and structures in place to achieve our goals, all while making the 
world a better place. Most importantly, we will do this by continuing to 
operate with integrity, respect and inclusivity for all. Hiring, growing 
and retaining great people is the key to success in any business, 
especially one as vibrant and creative as Hasbro. 
people

Employees, New Hires and Voluntary Turnover22
Total Number of Employees
5,660
5,288
5,261
6,473
6,420
 Employees (Age Under 30 Years Old)
829 (15%)
751 (14%)
702 (13%)
926 (14%)
953 (15%)
 Employees (Ages 30-50 Years Old)
3,682 (65%)
3,526 (67%)
3,519 (67%)
4,320 (67%)
4,231 (66%)
 Employees (Ages 51+ Years Old)
1,138 (20%)
996 (19%)
1,029 (20%)
1,227 (19%)
1,235 (19%)
Total Number and Rate of New Employee Hires
1,276
1,187
1,071
1,069
1,848
 New Hires (Age Under 30 Years Old)
582
499
412
428
652
 New Hires (Ages 30-50 Years Old)
576
573
533
525
1,013
 New Hires (Ages 51+ Years Old)
118
112
125
116
181
 New Hires (% Identifying as Male)23
–
–
–
–
42%
 New Hires (% Identifying as Female)
56%
59%
60%
52%
57%
 New Hires (% Identifying as Other)23
–
–
–
–
1%
Voluntary Turnover
8%
11%
11%
8%
14%
 Voluntary Turnover (Age Under 30 Years Old)
12%
14%
25%
15%
21%
 Voluntary Turnover (Ages 30-50 Years Old)
8%
10%
12%
7%
14%
 Voluntary Turnover (Ages 51+ Years Old)
7%
10%
6%
5%
8%
 Voluntary Turnover (Identifying as Male)23
–
–
–
–
12%
 Voluntary Turnover (Identifying as Female)
9%
11%
12%
8%
14%
 Voluntary Turnover (Identifying as Other)23
–
–
–
–
30%
2017
2018
2019
2020
2021
22	Please see Reporting Principles – People page 98
23	To make our people data more inclusive, we have decided to break our new hires and employee turnover data into female, male and other. We have previous reported on female and non-female people data,  
see our 2020 CSR Data Update for comparison years. We are newly reporting the gender categories of “male” and “other” in 2021. “Other” includes employee responses of “Blank” in eOne’s system and  
“Undeclared” or “Other” in the Hasbro/Wizards of the Coast system.
73    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
people data

Employees, New Hires and Voluntary Turnover by Region	
	
	
	
	
	
U.S.	
	
	
	
	
	
 Total Employees
2,661
2,455
2,519
2,806
2,803
 New Hires
749
703
588
500
806
 Voluntary Turnover
6%
8%
8%
6%
12%
Canada	
	
	
	
	
	
 Total Employees
172
182
176
522
504
 New Hires
24
30
21
46
125
 Voluntary Turnover
8%
7%
10%
7%
18%
Asia-Pacific	
	
	
	
	
	
 Total Employees
1,209
1,166
1,186
1,211
1,194
 New Hires
208
227
215
127
259
 Voluntary Turnover
11%
16%
14%
7%
13%
Europe		
	
	
	
	
 Total Employees
1,323
1,208
1,122
1,511
1,465
 New Hires
235
178
204
200
358
 Voluntary Turnover
9%
11%
14%
8%
9%
Latin America	
 Total Employees
160
145
133
134
125
 New Hires
33
30
30
13
30
 Voluntary Turnover
8%
15%
19%
10%
17%
Mexico		
	
	
	
	
 Total Employees
135
132
125
289
329
 New Hires
27
19
13
183
270
 Voluntary Turnover
12%
7%
14%
42%
47%
2017
2018
2019
2020
2021
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people data

Diversity, Equity and Inclusion
Women in Our Workforce
 Female Employees
55%
55%
55%
54%
55%
 Female Leaders/Managers
38%
41%
42%
43%
46%
 Female Senior Management
–
–
–
2
3
 U.S. Female Employees
54%
55%
53%
52%
52%
 U.S. Female Leaders/Managers
38%
41%
42%
41%
43%
Racial and Ethnic Diversity in Our Workforce (U.S.)	
	
	
	
	
	
 Racially/Ethnically Diverse Employees
17%
18%
19%
21%
22%
 Racially/Ethnically Diverse Leaders/Managers
8%
10%
10%
14%
14%
 Racially/Ethnically Diverse New Hires
25%
26%
25%
31%
34%
Employees by Ethnic Group (U.S.)	
 American Indian/Alaskan
0.2%
0.2%
0.2%
0.2%
0.2%
 Asian
6%
7%
7%
7%
8%
 Black or African American
2%
2%
2%
3%
3%
 Hispanic/Latino
8%
8%
8%
8%
8%
 Native Hawaiian or Pacific Islander
0.2%
0.2%
0.2%
0.2%
0.1%
 Two or More Races
1%
1%
2%
2%
2%
 White
83%
82%
81%
80%
78%
Diversity by Employment Type	
	
	
	
	
	
Total Number Non-Contingent Employees
–
–
–
6,402
6,239
 % Total Non-Contingent Employees – Female
–
–
–
54%
54%
 % Total Non-Contingent Employees – Minority (U.S. only)
–
–
–
21%
22%
Total Number of Contingent Employees24
–
–
–
71
181
 % Total Contingent Employees – Female
–
–
–
66%
71%
 % Total Contingent Employees – Minority (U.S. only)
–
–
–
11%
30%
2017
2018
2019
2020
2021
24	For 2021, contingent employees includes interns. Interns were not included in 2020 data. 
75    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
people data

25 Please see Reporting Principles – People page 98
26	Please see Reporting Principles – People page 98
27	Significant decrease due to improved data accuracy (see Reporting Principles – People page 98) and progress in implementing safety programs in certain sites.
continued
Total number of Temporary Workers25
–
–
–
129
131
Total number of incidents of discrimination during the reporting period
–
–
–
2
0
Employee Engagement and Development	
	
	
	
	
Proportion of employees self-assessing their level of engagement as  
actively engaged26
–
–
–
–
71.70%
Employee Health, Safety and Wellbeing
Incidence Rates (per 200,000 hours worked)27
 Recordable Injuries and Illness
1.11
0.89
0.30
0.33
0.15
 Lost Time Injuries and Illness
0.82
0.45
0.16
0.29
0.48
 Lost Work Days
8.14
7.53
2.81
10.74
5.16
 Work-Related Fatalities
0
0
0
0
0
Incidence Rates by Region (per 200,000 hours worked) 
Americas
 Recordable Injuries and Illness
1.98
1.21
0.23
0.18
0.03
 Lost Time Injuries and Illness
1.50
0.60
0.19
0.13
0.42
 Lost Work Days
17.13
10.72
14.43
9.91
1.87
Europe
 Recordable Injuries and Illness
0.49
0.63
0.46
0.81
0.50
 Lost Time Injuries and Illness
0.30
0.11
0.23
0.76
0.92
 Lost Work Days
0.57
0.54
2.00
21.24
16.66
Asia Pacific	
	
	
	
	
	
 Recordable Injuries and Illness
0.17
0.46
0.27
0.13
0.09
 Lost Time Injuries and Illness
0.17
0.23
0.00
0.13
0.09
 Lost Work Days
1.12
1.55
0.00
0.20
0.37
2017
2018
2019
2020
2021
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people data

Human Rights and Labor Relations
Security personnel, including security employees of a third-party organizations, 
who have received formal training in the Hasbro’s human rights policies or other 
specific procedures and their application to security
–
–
–
100%
100%
Hasbro employees covered by unions or collective bargaining agreements  
globally28
10.50%
10.50%
9.60%
11.85%
11.40%
2017
2018
2019
2020
2021
28	2020 figures recalculated due to a reporting error that year. 
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people data

Creating joy and building community for all people around the world 
requires steadfast adherence to the highest principles of fairness, 
respect and ethics. At Hasbro, we are committed to treating our partners, 
employees and consumers with dignity, and strive to do the right thing. 
Through our strong ESG and corporate governance, as well as rigorous 
ethics policies, we ensure principled management of our business and the 
well-being of our teams and supply chain workers. We verify adherence 
to our principles through regular, ongoing training and stakeholder 
engagement.
principles
chapter highlights
	 ethical sourcing
	 human rights
	 business ethics and 
governance
	 cybersecurity and  
data privacy
78    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022

Facilities subject to HGBEP include third-party suppliers, Hasbro 
owned and operated warehouses and Hasbro licensees. Additionally, 
our suppliers are required to ensure their entire supply chain adheres 
to HGBEP. 
Ethical Sourcing Compliance 
We support our suppliers in complying with HGBEP through:
AUDITS
Hasbro is a member of the Responsible Business Alliance (RBA), the 
world’s largest multi-industry coalition committed to supporting the 
rights and well-being of supply chain workers. We embed the RBA 
supplier code of conduct (updated every three years) into the Hasbro 
social compliance program. We hold ourselves and our vendors to the 
highest labor and human rights standards. We require all suppliers 
communicate the HGBEP and the RBA Code of Conduct to their 
respective supply chains, including component and raw material 
suppliers, to ensure compliance extends throughout the supply chain. 
The RBA also offers best-in-class social compliance tools, such as an 
e-learning platform and factory worker feedback mechanisms, which 
we also leverage. 
Internal Alignment & Integration
factory 
ratings
capacity 
building
audits
79    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
principles
Hasbro has a long-standing history and commitment to ethical 
sourcing. We were one of the first companies in the consumer products 
industry to implement ethics and safety principles for our owned and 
operated and third-party factories as early as the 1990s. Since then, we 
have evolved our industry-leading program to maintain alignment with 
the ever-changing global human rights landscape. The foundation of 
our program is the Hasbro Global Business Ethics Principles (HGBEP), 
which lays out the core principles with which all third-party vendors 
must comply. We use regular, in-person and virtual engagement with 
our manufacturing partners to ensure ongoing education and real-time 
visibility into working environments and issues as they unfold. Hasbro 
requires fair, safe and legal working conditions, along with worker 
dignity and respect. Cultivating and maintaining an open dialogue with 
our suppliers is an important tenet of our program and helps us build 
trust and promote transparency across our supply chain. In addition to 
our core social compliance program, we also seek to make innovative 
investments to support workers and their families and positively impact 
local communities.
Global Business Ethics Principles
All facilities involved in the production of Hasbro products or licensed 
products must contractually agree to comply with our HGBEP, which 
seeks to uphold and protect human rights as follows:
 Protecting: working hours and compensation, health and safety, 
environmental impact, freedom of association and collective 
bargaining; and 
 Prohibiting: forced labor, child labor, abuse and discrimination 
and acceptance of advantages.
Ethical Sourcing

Every year, all factories in our global supply chain undergo mandatory, 
unannounced social compliance audits, coupled with follow-up 
audits to remediate any identified issues. These audits conducted 
by independent, third-party auditors assess factories on key issues, 
including health and safety, pay and benefits and fair treatment of 
employees. Hasbro closely tracks and analyzes all audit findings 
and then personally engages one-on-one with individual factories 
to identify resolutions and remediate open issues through formal 
Corrective Action Plans (CAPs). Key elements of a CAP include: root-
cause analysis, short- and long-term action plans, factory management 
assignments for remediation and planned completion dates. If Zero 
Tolerance (ZT) issues severely impacting worker rights or safety are 
identified during an audit, the factory is given no more than 30 days to 
address them or forfeit continued business. Critical issues are those 
that represent potential negative impact to individual worker rights, 
life, safety or Hasbro’s corporate reputation. Critical issues require 
immediate remediation and will be verified in the follow-up audits. 
In addition to our annual, unannounced social compliance audits, we 
contract with unrelated and separate third-party social compliance 
auditing firms to conduct annual, risk-based oversight audits covering 
at least 10% of our third-party manufacturing. This added layer of rigor 
helps us identify issues potentially harder to uncover during a standard 
social compliance audit. For example, issues like discrimination or 
sexual harassment are harder to detect during regular audits. In the 
oversight process, auditors can spend more time gathering feedback 
directly from supply chain workers. This additional data can sometimes 
uncover issues that require remediation strategies specific to the 
supplier.
TOP 10 AUDIT FINDINGS 2021
100% Approved Corrective Action Plans
 Working Hours
 Emergency Preparedness
 Wages and Benefits
 Occupational Safety
 Freely Chosen Employment
 Occupational Injury and Illness
 Young Worker Protection*
 Transparency
 Freedom of Association  
 Non-Discrimination 
Based on 115 audits of 76 factories.
* Young worker protection findings refer to standards related to special protections for legally 
permissible workers between the ages of 16 and 18 years old.
30%
27%
18%
8%
7%
3%
>2%
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principles
CRITICAL ISSUES:

FACTORY RATINGS
In 2019, Hasbro launched its Ethical Sourcing Factory Rating System. 
This tool organizes, tracks and categorizes factory performance in 
a simple, color-coded snapshot format. The tool helps our vendors 
understand and track their performance and is tied to follow-up audit 
timelines. It also strengthens Hasbro’s overall vendor scorecards by 
integrating social compliance as a key performance indicator.  
Additional benefits of this rating system include: 
 Increased Hasbro and vendor visibility into open issues  
by facility.
 Guidance for factories on prioritization of open issues  
for remediation.
 Data-driven vendor performance goal setting.
 Incentives and consequences based on performance
 Vendor benchmarking.
CAPACITY BUILDING
As strong as principles may be on paper, shared ownership of 
principles is the key to sustained, long-term success. Our goal is to 
empower factory management to take ownership of compliance. To 
that end, we require ongoing, comprehensive training for our suppliers. 
100% of our third-party factory management must complete the Hasbro 
Ethical Sourcing Academy. The Academy is a 30-hour, e-learning social 
compliance course that trains and reinforces Hasbro’s rigorous ethical 
sourcing requirements. This mandatory online training is coupled with 
monthly in-person vendor workshops the Hasbro Ethical Sourcing team 
hosts in our sourcing office locations around the world.
We also provide in-person education and training for Hasbro team 
members who work closely with our suppliers, including our local 
sourcing, quality assurance and global security teams. One tool in our 
training program is the Ethical Sourcing Guide for Personnel Visiting 
Hasbro Facilities, which helps Hasbro teams visiting factories identify 
potential red flags for ethical sourcing investigation.
HASBRO  
ETHICAL  
SOURCING  
FACTORY  
RATING  
SYSTEM
Factory Score/Rating
Factory Approval Status
86%-100% 
No Critical Issues
Preferred for business (audited every 12 months)
51%-85% 
1 Critical Issue
Conditional approval (re-audited in 6-9 months)
0%-50% 
1 Zero Tolerance Issue or 2 Critical Issues
No orders allowed without immediate remediation  
(re-audited in 1-3 months)
A critical issue is one that represents a significant negative impact to individual worker rights and/or life, safety, as set 
forth in the Hasbro Ethical Sourcing Guide for Licensees. Zero Tolerance issues are those that represent severe impact 
to individual rights, life, safety and/or Hasbro’s corporate reputation.
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principles

The Power of Our Supply Chain  
Our supply chain includes both the direct suppliers making Hasbro 
products, including vendors and subcontractors, as well as licensee 
factories. Currently, our supply chain covers approximately 180 vendor 
and subcontractor factories across 14 countries. Our licensee supply 
chain includes 1,800 licensees and 3,000 factories across 24 countries. 
For a full list of Hasbro vendors and third-party factories, see our  
2021 list. 
Ensuring social compliance across our global supply chain is a 
continuous process that requires steadfast attention and care. One of 
the strengths of our supply chain lies in our close relationship with our 
suppliers, which we have achieved through cross-functional alignment, 
tenured vendor partnerships and long-term planning. This approach to 
supply chain management drives strong supplier buy-in and adherence 
to our HGBEP.
ONE VOICE: INTERNAL ALIGNMENT & INTEGRATION
Oversight of our global human rights and ethical sourcing program 
falls within the governance structure for ESG. The Board oversees our 
Purpose and ESG performance through the Governance Committee. 
ESG topics, including Diversity, Equity and Inclusion (DE&I), climate, 
and human rights and human capital management, are regular agenda 
items for the Governance Committee. The Governance Committee is 
responsible for analyzing these issues and making recommendations 
to the full Board. In addition, the Audit Committee oversees SEC and 
public disclosures in specific areas such as conflict minerals, climate 
risk and enterprise risk. The Compensation Committee also considers 
ESG performance and priorities when determining the plan design for 
compensation. The full Board receives regular updates. The Board is 
uniquely qualified for oversight given its diverse set of skills, viewpoints, 
expertise and backgrounds.
At the executive level, our Chief Purpose Officer is responsible for the 
company’s global ESG strategy and performance. Our CEO and the 
ELT regularly review ESG progress, including human rights and ethical 
sourcing performance. Strong commitment and collaboration between 
our supply chain management and ethical sourcing leadership also 
fosters internal alignment. In turn, this allows us to speak to our third-
party factories with one unified voice. We are internally harmonized in 
our communication to factories regarding the fundamental importance 
of safe working conditions and human rights. This approach is 
reinforced through our integrated vendor scorecards where vendor 
performance is evaluated on quality, cost, delivery timing and social 
compliance. Our ethical sourcing team attends all monthly vendor 
scorecard meetings in partnership with our business leads. 
HIGH LEVERAGE: STRONG, LONG-TERM PARTNERSHIPS  
WITH VENDORS  
Our close collaboration with our approximately 75 direct third-party 
factories is based on shared values and accountability. Some of these 
vendors have worked with Hasbro for decades, with proven track 
records. These strong relationships foster direct engagement and 
shared commitment to advancing human rights.  
LONG-TERM PLANNING & RESPONSIBLE SOURCING
Hasbro’s sourcing allocation strategy is designed to support commercial 
and ethical sourcing objectives. By consolidating production into fewer, 
more capable factories, we can plan allocation for two or more years. 
This efficient, longer-term allocation model allows vendors to plan 
production and labor needs in advance, which also helps manage work 
hours and supports a more stable workforce.  
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principles

Ensuring Conflict-Free Minerals
Our ethical sourcing program is responsible for “conflict minerals”  
(tin, tantalum, tungsten and gold, also known as “3TG” compliance). 
While we use few 3TGs in our products, to the extent they are used, our 
program ensures they are sourced from conflict-free sources. 
Since launching our conflict minerals program in 2013, we have 
continuously improved performance year-over-year. Details regarding 
our performance can be found in our 2021 Conflict Minerals Report. 
Highlights from 2022 include an improved vendor engagement 
process to address vendor survey responses inconsistent with our 3TG 
assessment. Also this year, we expanded the scope of our program 
beyond compliance with 3TG and the Dodd-Frank Wall Street Reform 
and Consumer Protection Act to include cobalt. While Hasbro’s use is 
limited, two primary reasons for including cobalt are: (1) child labor has 
been identified as a risk in the cobalt mining process; and (2) to expand 
our mineral due diligence beyond legal requirements. 
We continue to learn and adopt best practices for conflict-free sourcing, 
while at the same time, ensuring economic and social development in 
the “conflict” regions. 
For more information on our supply chain, please review our most 
recent Third-Party Factory List, publicly available and updated annually 
since 2011.
IP Protection and Competitive Behavior  
The principles of IP security permeate every discipline and part of our 
business. The confidential nature of Hasbro’s IP and our partners’ IP is 
at the forefront of our process and decision making. 
VENDORS
Hasbro requires all vendors who access our IP to comply with 
Hasbro’s Global Security Standards. These standards are designed 
to both identify potential critical weaknesses and drive continuous 
improvement. As part of this compliance program, Hasbro’s Global 
Security Team conducts routine self-assessments, onsite assessments 
and unannounced spot check assessments across vendors and their 
critical subcontractors.
RETAILERS
Hasbro works closely with customers to meet business needs  
while limiting exposure of confidential IP to competitors and 
maintaining consumer trust. We work hard to control unreleased IP  
and prevent any early exposure to competitors while still securing 
customer orders.
Human Rights 
At Hasbro, nothing is more important than the safety, well-being and 
dignity of our employees and the workers in our supply chain. We 
believe all people are entitled to fundamental rights and freedoms, 
and we do our part to prevent and mitigate any adverse human rights 
impacts across our business. 
We view our human rights commitments through the lens of the  
United Nations Guiding Principles on Business and Human Rights.  
We implement these commitments through several policies, including 
our Human Rights Policy, Code of Conduct, our Environment, Health 
and Safety Policy, Responsible Recruitment Policy and our HGBEP. 
All Hasbro employees are responsible for upholding the company’s 
dedication to human rights across our business operations and we 
ensure compliance through comprehensive trainings. 
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principles

Supply Chain Workers
We embrace our obligation to support human rights in all communities 
where we operate. We prioritize our resources and efforts in areas where 
the potential human rights violations are greatest and where populations 
are most vulnerable. Given the nature of our supply chain model and 
the geographies where we operate, the majority of our human and labor 
rights work is focused in countries like India, Vietnam and Mexico. 
We strive to work with supply chain partners that share a strong 
commitment to human rights. Shared values are critical not only to 
successful operations, but also to our company’s integrity. As detailed 
in our Human Rights Policy, we require all suppliers and licensees to 
provide fair and safe working conditions for all workers and treat their 
employees with dignity and respect. We implement our human rights 
commitments in our supply chain through our HGBEP, which prohibits all 
forms of forced labor, including human trafficking and modern slavery.
To help identify regional risks and vulnerable groups, we conduct 
annual supply chain risk assessments and review sourcing country 
human rights and labor trends, including the use of labor agents  
and contract workers.
We actively tackle key human rights issues in our supply chain, 
including forced labor, worker fees, working hours and gender equity. 
We continue to focus on improving our techniques for identifying and 
rooting out forced labor risks from our supply chain. Forced labor is an 
issue that continues to emerge as a top priority. We prohibit all forms 
of forced labor, including human trafficking and modern slavery, as 
detailed in our Global Modern Slavery Statement. We also prohibit 
factories from charging workers, whether contracted directly or through 
third parties, hiring fees or penalties for leaving factory employment,  
as set forth in our 2021 Hasbro Responsible Recruitment Policy.
Engaging and communicating directly with our factory workers is critical 
to our efforts. We maintain a global worker hotline translated into the 
languages commonly understood by workers. Factories are required 
to post the hotline information in easily visible areas, such as canteens, 
dormitories and bathrooms. The hotline is a confidential resource for 
worker grievances related to the HGBEP. In 2020, we piloted a new 
worker communication app, “RBA Voices,” to enable even more direct 
communication in real time with factory workers. Through RBA voices, 
we have been able to not only confirm factory compliance but also 
identify new areas for improvement.
Human Rights 360° Assessment 
Our human rights program continues to evolve as our business and 
the external environment where we operate evolve. In 2021, we took 
steps to better understand the broader human rights landscape beyond 
our supply chain and completed our first global, cross-company and 
cross-business unit Human Rights Impact Assessment. The goal of 
the assessment was to identify and prioritize potentially salient human 
rights issues across the industries in which we operate. Areas of review 
included logistics (such as trucking, warehousing and ocean transport), 
digital gaming, and film and television production. The assessment 
identified industry-wide trends and specific recommendations we could 
implement for proactive risk mitigation. For example, we strengthened 
our human rights provisions within our major logistics provider contracts 
to protect human rights in the transport of our goods.  
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principles

Prioritizing Worker Well-Being
At Hasbro, we recognize our obligation to go “beyond compliance” in 
our supply chain and communities. We make strategic investments to 
positively impact and improve the lives of workers in our supply chain. 
Building on worker well-being pilots launched in 2018, our goal is to 
facilitate transformational change for our workers and their families. 
In 2021 and 2022, new initiatives sponsored by Hasbro in our vendor 
factories included: 
 Implementation of the BSR HERproject to support our female factory 
workers in China, including the HERFinance program to help workers 
gain financial literacy skills and the HERHealth program helping women 
have information and access to services they need to maintain vital 
health. Through 2021, the program has impacted 2,300 women workers 
and trained 67 managers to lead the program in coming years. 
 Parent training program in China to help migrant workers develop 
stronger relationships with their children through topics like effective 
communication and positive parenting skills; in 2021, this program 
impacted 500 workers.
 Child-Friendly Spaces programs launched with two China-based 
factories in 2022, reuniting migrant parents with their children and 
creating child-friendly spaces where workers’ children can spend 
summer breaks with their parents. These spaces provide childcare 
when children are out of school, keeping them away from production 
areas and ensuring safe, reliable supervision during the workday. 
 Continued support for Gap Inc.’s Personal Advancement & Career 
Enhancement (P.A.C.E.) program in partnership with a supplier in India. 
Through 2021, 120 women workers have taken courses and the program 
is set-up to continue long-term through the train-the-trainer approach.
To learn more about equity in our supply chain, view our DE&I Report.  
Looking Forward
As we continue to take action to support and invest in human rights  
and supporting our supply chain workers, we recognize there is more 
to do. We believe direct, ongoing engagement with our factory workers 
is the best way for us to truly understand and address evolving worker 
needs. To that end, based on worker feedback,  
new initiatives moving forward include:
 Gender Equity Assessment: In 2023, we plan to pilot a tool to 
measure Gender Equity in factories. From this baseline, we will work 
with factories to set goals to ensure female worker protections. 
This will cover areas like pre- and post-natal support, and female 
advancement into factory middle-management and leadership.
 Worker Needs Assessment: We plan to complete a social needs 
assessment in India examining our workers’ socio-economic needs 
from health care and childcare to education. Looking forward, we  
plan to expand this assessment globally and use the results to  
inform future worker well-being programs.
Click here for our  
2021-2022 DE&I Report
A Child-
Friendly Space 
at a third-party 
supplier
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principles

“Doing right while  
doing well is core  
to who we are,  
and our Code of  
Conduct outlines the 
values that guide  
our decisions.” 
–CHRIS COCKS, CEO
86    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
Hasbro is committed to strong corporate governance and ethics. 
They are foundational to our culture, our business success and our 
creation of long-term value for all our stakeholders. To ensure we hold 
ourselves to the highest standards, we regularly review and update our 
Code of Conduct and corporate governance principles and practices.
Code of Conduct 
Hasbro’s Code of Conduct (the Code) is the primary set of principles 
and standards all the Company’s employees, directors and officers, 
including our CEO, Chief Financial Officer and controller, must follow. 
The Code addresses the behaviors and standards of professional 
conduct, and provides guidance and policy on areas from conflict 
of interest, protection of confidential Hasbro information, financial 
integrity, and compliance with laws, rules and regulations, to insider 
trading and proper public disclosure. Compliance with the Code is 
mandatory, and violation of the Code can result in a range of sanctions, 
including dismissal.
Corporate Governance Principles 
Our Board of Directors has adopted a set of Corporate Governance 
Principles that address the selection and composition of the Board, 
qualifications for members of the Board, director leadership and 
responsibilities, Board committees and composition, Board and 
committee self-assessments, director access to management and 
independent advisors, director compensation and many other  
matters related to the governance of Hasbro.  
Business Ethics and Governance   
principles

Board of Directors and Board Committees 
Our Board of Directors is comprised of experienced business 
leaders and executives of varied ages, gender and tenure 
with experience across a wide range of industries. They 
provide Hasbro management with a diverse, robust set of 
skills, viewpoints and expertise. Each Board member has 
served in senior positions at complex organizations, both 
domestic and global, with a strong track record of strategic, 
business, financial and non-financial (ESG) performance. 
Our dynamic, highly engaged Board both supports and 
appropriately challenges management. Their proven 
experience in management, leadership development and 
corporate governance for large multinational companies 
strengthens management and our entire company.
Our Board of Directors has five standing committees: 
 Audit 
 Compensation 
 Cybersecurity and Data Privacy 
 Finance and Capital Allocation
 Nominating, Governance and Social Responsibility 
For more information about Hasbro’s Board of Directors and 
our Committees, please visit our 2022 Proxy Statement. 
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principles

Corruption Prevention 
As a global business that believes in ethical and transparent corporate 
behavior, we have a zero-tolerance standard for corruption, no matter 
the local norms or customs. 
Hasbro’s Code of Conduct and related policies include clear 
anticorruption rules. We reinforce our commitment to corruption 
prevention through training and monitoring across our business. As a 
best practice, we also conduct scheduled anti-corruption and antitrust 
audits every year. To help employees navigate this potentially complex 
area, we provide online training, resources and tools, including a global, 
centralized gift and entertainment tool for global gift and entertainment 
requests and approvals. Additionally, there are numerous reporting 
channels in place for employees and third parties, including a toll-
free hotline, an email address and traditional post office mailbox 
address. Allegations of inappropriate conduct can also be reported 
directly to management or to members of our Legal and Human 
Resources departments. Our helpline and mailboxes are monitored and 
reviewed by our Legal department. To the extent necessary, follow-up 
investigations are conducted by experienced personnel from our Legal, 
Human Resources and Internal Audit teams. In a typical year through 
the various reporting channels, we receive approximately 75 complaints 
globally.
We take a risk-based approach to prevent dishonest or fraudulent 
conduct with our global partners. For example, for partners who work in 
higher risk jurisdictions, we look, in part, at the Corruption Perceptions 
Index published by Transparency International and perform systematic 
due diligence on business partners who will act on Hasbro’s behalf. 
In some cases, we work with and/or train partners to help them 
understand Hasbro’s expectations of ethics and compliance, especially 
as it relates to our anti-corruption standards. Although Hasbro operates 
in certain jurisdictions identified as higher risk in the Corruption 
Perceptions Index, no significant risks related to anti-corruption were 
identified through Hasbro’s risk assessment process in 2021.
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89    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
At Hasbro, we are committed to the responsible and secure handling 
of customer, partner and employee data. We follow industry best 
practices to build and manage our security and privacy programs. We 
engage with third parties to conduct periodic assessments of Hasbro’s 
cybersecurity and perform breach simulation exercises to ensure our 
programs and protocols remain robust and agile.  
In 2021, we made key advancements to our security and privacy 
programs, including:
 Building state-of-the-art monitoring practices across our business.  
 Launching a new third-party risk management program to assess 
security and compliance controls of key vendors.
 Increasing the percentage of employees trained in security 
awareness to 67%.
 Automating privacy controls to ensure compliance with privacy 
requirements, including the EU’s General Data Protection Regulation 
(GDPR).
In 2022, we began working on a roadmap to ensure a robust and 
uniform approach to security across all business units and customers. 
A key element of our new strategy is the full implementation of our 
“security and privacy by design” model to ensure security is embedded 
in all customer-facing websites, connected toys, digital games and 
content at concept development. This model will also ensure testing 
throughout the full product lifecycle. 
Cybersecurity and Data Privacy 
Cybersecurity and Privacy Governance
Governance of cybersecurity and privacy rests with both the Board  
of Directors and management. The Board’s dedicated Cybersecurity 
and Data Privacy Committee assists the Board in monitoring 
cybersecurity risk through quarterly discussions with our IT 
Cybersecurity team that cover, among other things, cyber-related 
industry events, critical cyber incidents, alignment with our information 
security framework, threat assessment, security capabilities, response 
readiness and training efforts. 
Separately, our Cybersecurity and Data Privacy Steering Committee, 
comprised of members of our ELT, meets regularly to provide oversight 
and guidance for Hasbro’s privacy program, and ensures a uniform, 
global view of cybersecurity and data privacy across the business. In 
2022, as part of our commitment to industry-leading security practices, 
we created a new Chief Information Security Officer position to further 
advance our work in this area.
Building a Security-Aware Culture
We view digital security as not only the responsibility of our IT team  
but also everyone at Hasbro. Sophisticated software alone is not 
enough — our employees and partners must be risk-aware and know 
how to report and respond to security-related incidents. All Hasbro 
employees are required to complete cybersecurity and privacy training 
courses every year. 
principles

90    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
Privacy Practices
Hasbro respects our customers’, consumers’ and 
employees’ privacy and protects personal information. Our 
Global Privacy Statement describes how we collect, use 
and disclose personal information. 
We also regularly assess our compliance with revolving 
global privacy regulations. Our dedicated privacy team 
works to support our internal and external needs and 
incorporate privacy principles into all aspects of the 
business. 
As part of our approach, we collect consumer information 
through our websites and mobile apps only if reasonably 
necessary to fulfill customer requests, deliver the intended 
product experience or otherwise meet permissible 
business objectives. We require consent for any 
information gathered beyond this.
Because of the importance of children’s privacy, Hasbro 
works closely with the Entertainment Safety and Ratings 
Board (ESRB) in the U.S. and maintains guidelines and 
practices to ensure compliance with the Children’s Online 
Privacy Protection Act of 1998 (COPPA). Around the 
world, we are stringent in maintaining children’s privacy 
by following country-specific guidelines, such as the 
United Kingdom Age-Appropriate Design Code, and all 
global privacy regulations, like General Data Protection 
Regulation (GDPR). 
principles

2020
2021
Corporate Governance	
	
	
Board of Directors
Number of members on Hasbro’s Board of Directors29
14
13
 Non-executive members
–
12
 Independent members30
12
12
 Female members31
6 (55%)
7 (54%)
Directors who self-identify in each category
 Non-binary
–
0
 LGBTQ+
–
0
 African American or Black
–
2
 Alaskan Native or Native American
–
0
 Asian
–
0
 Hispanic or Latinx
–
0
 Native Hawaiian or Pacific Islander
–
0
 White
–
11
 Two or More Races or Ethnicities
–
0
Average tenure of board members (years)
–
8.3
29	Board demographics based on board makeup as of April 2022.
30	For Hasbro’s Standards for Director Independence, please see Appendix B, page B-1 in Hasbro’s 2022 Proxy Statement.
31	 2020 percentage recalculated due to a reporting error that year.
91    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
principles data

32	For more on how ESG objectives are included in executive pay plans, please see Hasbro’s 2022 Proxy pages vii, xi, 45-47, and 52.
33	 Hasbro’s annual Anti-Bribery and Corruption Risk Assessment covers the entire Hasbro organization, across all segments and operations around the world. In 2021, we surveyed 100% of our owned and operated 
entities/locations and assessed their individual risk profiles. We then conducted audits at a sample of the highest risk-rated entities.
Total number of employees the organization’s anti-corruption policies and 
procedures have been communicated to
–
6,314 
Total number of business partners the organization’s anti-corruption policies and 
procedures have been communicated to
–
Hasbro’s anti-bribery compliance policy regarding due diligence when engaging business 
partners requires all potential new and existing business partners that act on Hasbro’s 
behalf or act as an intermediary or agent to complete an anti-bribery questionnaire and 
certificate and due diligence screening that is reviewed by Hasbro’s Legal Compliance 
Team.
 Business partners Hasbro’s anti-corruption policies and procedures have been  
communicated to
–
2020
2021
Executive Compensation
Executive pay linked to ESG performance32
Yes
Yes
Business Ethics	
	
	
Anti-Corruption
Operations assessed for risks related to corruption33
–
100%
Total number of confirmed incidents of corruption
–
0
Total number of confirmed incidents in which employees were dismissed or  
disciplined for corruption
–
0
Total number of confirmed incidents when contracts with business partners were 
terminated or not renewed due to violations related to corruption
–
0
Complaints received through Hasbro’s ethics helpline and mailboxes, and other 
sources
85
77
92    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
principles data

2020
2021
Total number of employees who have received training on anti-corruption32
–
6,314
By Employee Category
 Board of Directors
–
Members of Hasbro’s Board of Directors 
are trained every four years
 Non-management (Levels 1-4)
–
2,955
 Professionals (5 & 6)
–
2,663
 Leadership (7+)
–
696
By Region
 U.S.
–
2,914
 Canada
–
448
 Asia
–
1,187
 Pacific
–
102
 Europe
–
1,364
 Latin America
–
134
 Mexico
–
165
Total number of employees who completed annual Code of Conduct training
6,049 
5,831
Compliance
Total monetary value of financial and in-kind political contributions made by  
the organization
–
$0
 Directly
–
$0
 Indirectly
–
$0
Legal actions pending in which Hasbro has been identified as a participant
0
0
 Anti-competitive behavior
0
0
 Violations of anti-trust
0
0
 Monopoly
0
0
Completed legal actions in which Hasbro has been identified as a participant
0
0
 Anti-competitive behavior
0
0
 Violations of anti-trust
0
0
 Monopoly
0
0
93    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
principles data

2020
2021
Supplier & Vendor Responsibility		
	
New suppliers that were screened using environmental criteria
100%
100%
Number of suppliers assessed for environmental impacts
–
76 (100%) 
Average critical environmental issues per audit
–
0
Percentage of new suppliers that were screened using social criteria
100%
100%
Number of suppliers assessed for social impacts
–
76 (100%) 
Average critical social issues per audit
–
1.38
Third-party vendors required to undergo annual social compliance audit
99%
100%
Third-party factories trained on Hasbro’s ethical sourcing and social compliance 
requirements through both live in-person and online trainings
97%
100%
Suppliers audited to environmental standards
100%
100%
94    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
principles data

How Hasbro Reports on ESG
 Reporting Principles
 Data Tables
 GRI Index
 SASB Index
 Material ESG Issues Definitions
 Employment Data (EEO-1)
 EGS Policies
95    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
appendix

ABOUT THIS REPORT
The “Playing with Purpose: ESG Progress Report 2021-2022” discloses 
Hasbro’s ESG progress and goals for the calendar year 2021 (January 1, 
2021-December 31, 2021) and showcases highlights and work under way 
during 2022. This Report also provides supplemental information about 
our business, as set forth in our annual ESG Data updates. Reporting and 
performance data include information on Hasbro owned and operated 
facilities (offices and distribution centers) unless stated otherwise. The 
Report includes the collective performance of all Hasbro, Inc. legal entities, 
including Entertainment One and Wizards of the Coast. 
We have prepared this report in accordance with the Global Reporting 
Initiative (GRI) 2021 Standards and the Sustainability Accounting Standards 
Board (SASB) sector standards of Toys & Sporting Goods and Media & 
Entertainment. Our climate risk and opportunity disclosures have been 
developed with reference to the recommendations of the Task Force on 
Climate-Related Financial Disclosures (TCFD). Our GRI content index can 
be found from page 115 of this document. Our SASB content indexes can 
be found from page 122 of this document.  
Over the years, we have strengthened our ESG data collection process. In 
2022, we created a business process procedure document formalizing controls 
to ensure further completeness and accuracy of data. For data verification, we 
instituted a multiple touchpoint review process where data controllers would 
select sample data points and review corresponding documentation and 
primary source. Steps like this help ensure the validity and integrity of data 
and help guide us in continuously improving our data collection procedure 
and requirements. Restatements of information made from previous reporting 
periods are highlighted with footnotes in our data tables. 
We verify our Scopes 1 and 2 and select Scope 3 greenhouse gas 
emissions data on an annual basis through an independent third-party 
data assurance provider and disclose the assurance statement in our 
annual CDP report. We have not pursued external assurance for other 
components of this report at this time.
Please reach out to Jesse Sneath (Director, CSR) at  
jesse.sneath@hasbro.com for Report questions or feedback. 
planet
GREENHOUSE GAS EMISSIONS
Hasbro’s greenhouse gas emissions are measured and calculated 
according to the principles in the World Resources Institute (WRI) and 
the World Business Council for Sustainable Development (WBCSD) 
Greenhouse Gas Protocol (GHG Protocol) and are reported in accordance 
with Scope 1, 2 and 3 emissions. Emissions are calculated for all Hasbro-
owned and/or-operated sites. 
In 2021, we developed an even more rigorous data collection and reporting 
process for our environmental data, which resulted in the inclusion of 
additional sites and an updated estimate. The emissions for all sites that do 
not report energy consumption data are estimated based on electricity and 
natural gas consumption per square foot to similar sites with reported data. 
Calculations were calculated using the following sources:
 The Greenhouse Gas Protocol: A Corporate Accounting and Reporting 
Standard (Revised Edition) 
 Defra Environmental Reporting Guidelines: Including streamlined energy 
and carbon reporting guidance, 2019 
 Energy Information Administration 1605B 
SCOPE 1 covers direct emissions from all owned and operated assets1. 
The operational control method has been applied. Emissions data were 
calculated using the following sources: 
 IPCC Guidelines for National Greenhouse Gas Inventories, 2006 
 U.S. Environmental Protection Agency (US EPA) Center for Corporate 
Climate Leadership: Direct Fugitive Emissions from Refrigeration,  
Air Conditioning, Fire Suppression, and Industrial Gases 
 U.S. EPA Center for Corporate Climate Leadership: Direct Emissions from 
Mobile Combustion Sources 
 International Energy Agency (IEA) Emission Factors v.4, 2021 
Reporting Principles
How Hasbro Reports on ESG
96    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
appendix

SCOPE 2 relates to indirect emissions from purchased and consumed 
electricity, heating and cooling. The market-based method was used where 
available in calculating carbon credit retirements, total emissions and net 
emissions. Emissions data were calculated using the following sources: 
 The Greenhouse Gas Protocol: Scope 2 Guidance 
 U.S. EPA Center for Corporate Climate Leadership: Indirect Emissions 
from Purchased Electricity 
 U.S. EPA Emissions & Generation Resource Integrated 
Database (eGRID) 
 IEA Emission Factors v.4, 2021 
SCOPE 3 relates to indirect emissions from sources that are not owned or 
operated by Hasbro. Scope 3 greenhouse gas emissions include emissions 
from tier 1 factories, third-party distribution centers, upstream and 
downstream air and ocean freight, and employee business aviation travel2. 
Hasbro’s improved data collection processes in 2021, added in emissions 
from upstream supply transportation from distribution centers to retailer 
customers. 
ENERGY
Total energy consumption was calculated using information derived from 
(e.g., energy bills and consumption reports) for all Hasbro owned and/or 
operated sites.  
Total energy includes consumption of fuels, purchased electricity,  
and district heating and cooling. 
WASTE
Total waste generated in operations was calculated for all Hasbro  
owned and operated sites4 using information from verified bills and 
invoices5. In this Report, we note that we have converted to Metric  
Tons from U.S. Short Tons. 
WATER 
Total water consumption and withdrawal was calculated for all  
Hasbro owned and operated sites using information from verified bills 
and invoices6. “High” and “Extremely High” baseline water stress were 
calculated using the World Resource Institute (WRI) Aqueduct Water  
Risk Atlas tool.
Water consumption measures water used by an organization that is no 
longer available for use by the ecosystem or local community. The GRI 
definition of water consumption refers to water that is withdrawn and not 
discharged, and instead generated as a waste, evaporated, transpired, or 
been consumed by humans or livestock, or is polluted to the point of  
being unusable.
Total water consumption was calculated as total water withdrawal minus 
total water discharge, as per the GRI recommendations.
The GRI definition of water withdrawal refers to the sum of all water drawn 
from surface water, groundwater, seawater, or a third party for any use over 
the course of the reporting period. 
The GRI definition of water discharge refers to the sum of effluents, used 
water, and unused water released to surface water, groundwater, seawater, 
or a third party, for which the organization has no further use, over the 
course of the reporting period.
Considering both the above definitions, Hasbro withdrew 41 megaliters of 
water and discharged 41 megaliters. Therefore, no water is considered to 
be consumed in 2021.
97    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
appendix

people
TOTAL NUMBER OF EMPLOYEES
The number reported for “Total number of employees” is a single count of 
all employees active on 12/31/2021.
TEMPORARY WORKERS  
Temporary workers are defined as those not included on Hasbro’s payroll 
(employed by third parties). Temporary workers are not included in any 
other demographic data, but are included and measured in the Incident 
Rate/EHS Injury data.  
EMPLOYEE ENGAGEMENT 
A proportion of employees self-assessing their level of engagement as 
actively engaged: Number of respondents who “agree” or “strongly agree” 
to both questions in Glint’s Engagement Index. These questions are: “How 
happy are you working at Hasbro, Inc. (Hasbro, eOne and Wizards)?” and 
“I would recommend Hasbro, Inc. (Hasbro, eOne and Wizards) as a great 
place to work.” This number is divided by the total number of respondents 
who participated in the survey.
LOST-TIME INJURY RATES
The lost time injury and illness rate is calculated as the number of injuries 
per 200,000 working hours, for the Americas region, Asia Pacific region, 
and Europe. The scope of lost time injury rate is for Hasbro, eOne and 
Wizards employees, and includes contingent and temporary workers under 
the direct supervision of Hasbro. A lost time injury is defined as an injury 
that results in at least one day’s absence following the day of the injury. 
The number of lost time injuries is based on Health and Safety Reporting at 
each site.  
NEW EMPLOYEE HIRES AND EMPLOYEE VOLUNTEER TURNOVER 
2021 reflects voluntary turnover rates aligned with pre-pandemic levels. 
Voluntary turnover percentages by age, gender and region are based on 
percentage of employees in each category that voluntarily left the company, 
not the percentage in that category of overall employee population.
Voluntary turnover is calculated as follows: The average number of 
employees on the last day of the reporting calendar year and the first day 
of the following reporting calendar year was calculated. The number of 
voluntary terminations in the reporting year is identified. The voluntary 
turnover is thus calculated by dividing the number of voluntary terminations 
by the average number of employees.
1	 No longer accounts for eOne music, which was sold in 2020.
2 	Total Scope 3 greenhouse gas emissions does not include upstream activities such as purchased goods and services, capital goods, employee commuting, and fuel-and-energy related activities, nor downstream 
activities such as processing of sold products, use of sold products, downstream leased assets, franchises and investments.
3 	For details on annual carbon offset purchases, please see our annual Renewable Energy Performance Statements for 2022.
4	 No longer accounts for eOne music, which was sold in 2020.
5 	For sites without verified bills or invoices, data was estimated using available waste data and site square footage. 
6 	For sites without verified bills or invoices, data was estimated using available water data and site square footage.
98    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
appendix

Emissions & Energy – Summary	 	
	
	
	
	
Greenhouse Gas Emissions (GHG) (metric tons CO2e)1
 Total Direct (Scope 1)2
6,586
5,447
5,138
5,849
3,605
 Total Energy Indirect (Scope 2) – location-based
7,957
7,629
6,901
6,889
5,911 
 Total Energy Indirect (Scope 2) – market-based
92
1
47
46
48
 Total Scope 1 & 2 (location-based)
14,543
13,076
12,039
12,738
9,516 
 Total Scope 1 & 2 (market-based)
6,678
5,448
5,185
5,895
3,653
 Verified Carbon Offset Credits3
18,651
8,509
12,002
7,003
–
Energy Consumed Within the Organization (megawatt hours [MWh])		
	
	
	
	
Total Energy Consumption
44,831
43,187
47,518
42,060
39,555
 Electricity (consumed from the grid)
24,991
23,583
24,208
25,604
21,749
 Other fuels4
18,947
19,840
23,310
16,456
17,806
 Total Normalized (MWh/$ millions of revenue)
9
9
10
9
6
Renewable Energy Usage5	
	
	
 Renewable Energy Credits (Matching Hasbro electricity sourced from grid)6
24,681
23,525
24,135
25,502
21,626
 Surplus Renewable Energy Credits7
–
–
3,548
1,326
1,249
 Renewable Electricity (%)
98.8%
99.8%
99.7%
99.6%
99.4%
2017
2018
2019
2020
2021
1 	 See Reporting Principles – Planet page 96.
2 	Scope 1 (direct emissions) include sources of stationary combustion, mobile combustion and refrigerants. Improved data collection and estimations along with a planned transition to electric power from natural 
gas for HVAC systems resulted in lower Scope 1 emissions in 2021.
3	 See Renewable Energy section page 29.
4	 District heating and cooling was included in “Other fuel sources.” This data was not available prior to 2021.
5	 Please see Hasbro’s 2022 Renewable Energy and Greenhouse Gas Emissions Statement for further details on our renewable energy program.
6	 RECs were purchased to address 100% of Hasbro electricity use in all markets except for Russia, New Zealand and South Korea, where RECs were not available.
7	 Surplus RECs purchased in available markets (please see Hasbro’s 2022 Renewable Energy and Greenhouse Gas Emissions Statement for details).
99    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
planet data

Emissions & Energy – Details	
	
	
	
	
	
Greenhouse Gas Emissions (metric tons CO2e)	
SCOPE 1 (Direct)		
	
	
	
	
 Asia Pacific
0
17
215
175
10
 Europe
2,704
1,677
2,023
3,486
1,195
 Latin America
121
75
549
55
129
 U.S./Canada
3,761
3,678
2,351
2,133
2,271
Total Scope 1 (Direct)
6,586
5,447
5,138
5,849
3,605
Normalized (metric tons/$million of revenue)
1.26
1.19
1.09
1.07
0.56
SCOPE 2 (Indirect)	
	
	
	
	
	
 Asia Pacific
1,733
1,500
1,301
1,215
781
 Europe
1,434
1,387
1,297
1,239
1,261
 Latin America
518
612
541
437
343
 U.S./Canada
4,272
4,130
3,762
3,998
3,526
Total Scope 2 (Indirect)
7,957
7,629
6,901
6,889
5,911
Normalized (metric tons/$million of revenue)
1.53
1.67
1.46
1.26
0.89
Total GHG Emissions (Scope 1 and 2)
14,543
13,076
12,039
12,738
9,516 
Total Normalized (metric tons/$millions of revenue)
2.79
2.86
2.55
2.33
1.45
SCOPE 3 (Total Other Indirect)	
	
	
	
	
	
 Tier 1 Factories
–
–
122,210
167,821
149,149 
 Third-Party Distribution Centers
–
–
4,092
3,161
2,244 
 Air Freight8
–
–
–
7,308
51,762 
 Ocean Freight9
–
–
–
13,310
31,509
 Employee Business Travel (Air)
–
–
5,992
774
1,418
Total Scope 3 (Other Indirect)
–
–
132,294
192,375
239,034
2017
2018
2019
2020
2021
8	 Starting in 2021, air freight data includes all upstream transportation from factory to retailer.
9	 Starting in 2021, ocean freight data includes all upstream transportation from factory to retailer.
100    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
planet data

Greenhouse Gas Emissions by Type (Scope 1 & 2; metric tons CO2e)10	
	
	
	
	
 CO2
–
–
11,897
12,677
9,352 
 CH4
–
–
21
22
23 
 N2O
–
–
37
46
35
 Refrigerants – HFCs & PFCs
–
–
93
72
105
 SF6
–
–
0
0
0
 NF3
–
–
0
0
0
 Particulate Matter
–
–
–
–
0
 Biogenic CO2
–
–
0
0
0
Other Reportable Emissions (ppm)	
	
	
	
	
	
 VOC Emissions
0
0
0
0
0
 NOx Emissions
0
0
0
0
0
 Sox Emissions
0
0
0
0
0
 TRI Emissions
De minimis
De minimis
De minimis
De minimis
De minimis
Waste		
	
	
	
	
Total Weight Waste Generated (metric tons)11
4,262
4,319
2,340
2,207
2,375
Total of Hazardous Waste
10.9
10.0
9.2
5.5
4.2
 Recycling
0
0
0
0
0
 Disposal
10.9
10.0
9.2
5.5
4.2
 Normalized (metric tons/million square feet)
3.4
3.2
2.4
1.4
0.9
Total of Non-Hazardous Waste12
4,251
4,309
2,331
2,202
2,371
 Recycling
2,221
2,059
954
877
710
 Disposal
2,030
2,250
1,377
1,324
1,661
Total Significant Spills (#)
0
0
0
0
0
2017
2018
2019
2020
2021
10	 Hasbro operates its owned and operated facilities in accordance with all regulatory environmental requirements. Where applicable, Hasbro reports any wastes and emissions to the required local, state and 
federal regulatory bodies. Hasbro does not generate reportable quantities of SF6, NF3, Particulate Matter or biogenic CO2 because our emissions are de minimis and below reporting thresholds, including when 
normalized.
11	 See Reporting Principles – Planet page 97
12	 Primary hazardous waste materials generated included solvent and paint-related waste. 
101    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
planet data

Water 		
	
	
	
	
Total Water Consumption (Megaliters [ML])13
0
0
0
0
0
Total Water Withdrawn (Megaliters [ML])
64
62
38
60
41
Water Withdrawn by Source	
	
	
	
	
 Surface water
–
–
–
–
1
 Groundwater
–
–
–
–
1
 Municipal water or other entities
–
–
–
–
39
 Rainwater
–
–
–
–
0
Total Water Discharge (Megaliters [ML])14
64
62
38
60
41
Water Discharge by Source	
	
	
	
	
	
 Surface water
–
–
–
–
1
 Groundwater
–
–
–
–
1
 Municipal water or other entities
–
–
–
–
39
 Rainwater
–
–
–
–
0
2017
2018
2019
2020
2021
13	 See Reporting Principles – Planet page 97
14	 Hasbro’s owned and operated facilities do not utilize water for processing or industrial operation.
102    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
planet data

By Region	
	
	
	
	
	
Asia Pacific	
	
	
	
	
	
 Water withdrawn (ML)
7
8
7
6
7
 Water withdrawn with High or Extremely High Baseline Water Stress (ML)
–
–
–
–
5
 Water withdrawn with High or Extremely High Baseline Water Stress (%)15
–
–
–
–
13%
 Water discharged (ML)16
7
8
7
6
7
Europe	 	
	
	
	
	
 Water withdrawn (ML)
8
8
13
20
8
 Water withdrawn with High or Extremely High Baseline Water Stress (ML)
–
–
–
–
4
 Water withdrawn with High or Extremely High Baseline Water Stress (%)
–
–
–
–
10%
 Water discharged (ML)17
8
8
13
20
8
Latin America	
	
	
	
	
	
 Water withdrawn (ML)
2
2
0
2
2
 Water withdrawn with High or Extremely High Baseline Water Stress (ML)
–
–
–
–
2
 Water withdrawn with High or Extremely High Baseline Water Stress (%)
–
–
–
–
5%
 Water discharged (ML)
2
2
0
2
2
U.S./Canada	
	
	
	
	
	
 Water withdrawn (ML)
47
45
18
33
24
 Water withdrawn with High or Extremely High Baseline Water Stress (ML)
–
–
–
–
4
 Water withdrawn with High or Extremely High Baseline Water Stress (%)
–
–
–
–
9%
 Water discharged (ML)
47
45
18
33
24
Water Withdrawn Normalized (ML/thousand employees)
12
12
7
9
6
2017
2018
2019
2020
2021
15	 See Reporting Principles – Planet page 97 for details including tools used and calculation methodology.
16	 See Reporting Principles – Planet page 97
17	 See Reporting Principles – Planet page 97
103    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
planet data

2021
2017
2018
2019
2020
Product Quality and Safety	
	
	
	
	
	
Significant product and service categories for which health and safety 
impacts are assessed for improvement
100%
100%
100%
100%
100%
Total number of incidents of non-compliance with regulations and  
voluntary codes concerning the health and safety impacts of products18
0
0
0
2
0
 Incidents of non-compliance with regulations resulting in a fine or penalty
–
–
–
–
0
 Incidents of non-compliance with regulations resulting in a warning
–
–
–
–
0
 Incidents of non-compliance with voluntary codes
–
–
–
–
0
Product Sustainability and Design	
	
	
	
	
	
Total number of incidents of non-compliance with regulations and  
voluntary codes concerning marketing communications, including  
advertising, promotion and sponsorship
0
1
0
0
0
 Incidents of non-compliance with regulations resulting in a fine or penalty
–
–
–
–
0
 Incidents of non-compliance with regulations resulting in a warning
–
–
–
–
0
 Incidents of non-compliance with voluntary codes
–
–
–
–
0
18	Due to a reporting error, one product recall was reported in 2020; the correct number is 2. The additional recall was of 460 Nerf Microshots were recalled on Dec 16, 2020 for not having the Warning in English 
(Spanish/Portuguese).
104    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
play data

19	Total financial support represents the combined total of charitable company sponsorship and cash grants made during the fiscal year. The company’s grant making is done through the Hasbro Foundation 
(formerly Hasbro Children’s Fund) including all matching gift grants. 
20	Total philanthropic support represents both financial contributions and the estimated retail value of product donations.
21	2018 figures recalculated due to a reporting error that year.
2021
2017
2018
2019
2020
Philanthropy, Social Impact and Employee Engagement
Employee Volunteer Hours
75,051 
68,870
68,312
25,883
36,206
Financial Support (in million dollars)19
6.6
5.1
2.9
4.8
7.5
Product Donations (estimated retail value in million dollars)
15.9
15.7
9.2
20.8
9.8
Total Philanthropic Support (in million dollars)20, 21
22.5
20.8
12.1
25.7
17.3
Children and Adults Impacted (millions)
4.7
4.3
4.2
4.1
6.1
105    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
play data

Employees, New Hires and Voluntary Turnover22
Total Number of Employees
5,660
5,288
5,261
6,473
6,420
 Employees (Age Under 30 Years Old)
829 (15%)
751 (14%)
702 (13%)
926 (14%)
953 (15%)
 Employees (Ages 30-50 Years Old)
3,682 (65%)
3,526 (67%)
3,519 (67%)
4,320 (67%)
4,231 (66%)
 Employees (Ages 51+ Years Old)
1,138 (20%)
996 (19%)
1,029 (20%)
1,227 (19%)
1,235 (19%)
Total Number and Rate of New Employee Hires
1,276
1,187
1,071
1,069
1,848
 New Hires (Age Under 30 Years Old)
582
499
412
428
652
 New Hires (Ages 30-50 Years Old)
576
573
533
525
1,013
 New Hires (Ages 51+ Years Old)
118
112
125
116
181
 New Hires (% Identifying as Male)23
–
–
–
–
42%
 New Hires (% Identifying as Female)
56%
59%
60%
52%
57%
 New Hires (% Identifying as Other)23
–
–
–
–
1%
Voluntary Turnover
8%
11%
11%
8%
14%
 Voluntary Turnover (Age Under 30 Years Old)
12%
14%
25%
15%
21%
 Voluntary Turnover (Ages 30-50 Years Old)
8%
10%
12%
7%
14%
 Voluntary Turnover (Ages 51+ Years Old)
7%
10%
6%
5%
8%
 Voluntary Turnover (Identifying as Male)23
–
–
–
–
12%
 Voluntary Turnover (Identifying as Female)
9%
11%
12%
8%
14%
 Voluntary Turnover (Identifying as Other)23
–
–
–
–
30%
2017
2018
2019
2020
2021
22	Please see Reporting Principles – People page 98
23	To make our people data more inclusive, we have decided to break our new hires and employee turnover data into female, male and other. We have previous reported on female and non-female people data,  
see our 2020 CSR Data Update for comparison years. We are newly reporting the gender categories of “male” and “other” in 2021. “Other” includes employee responses of “Blank” in eOne’s system and  
“Undeclared” or “Other” in the Hasbro/Wizards of the Coast system.
106    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
people data

Employees, New Hires and Voluntary Turnover by Region	
	
	
	
	
	
U.S.	
	
	
	
	
	
 Total Employees
2,661
2,455
2,519
2,806
2,803
 New Hires
749
703
588
500
806
 Voluntary Turnover
6%
8%
8%
6%
12%
Canada	
	
	
	
	
	
 Total Employees
172
182
176
522
504
 New Hires
24
30
21
46
125
 Voluntary Turnover
8%
7%
10%
7%
18%
Asia-Pacific	
	
	
	
	
	
 Total Employees
1,209
1,166
1,186
1,211
1,194
 New Hires
208
227
215
127
259
 Voluntary Turnover
11%
16%
14%
7%
13%
Europe		
	
	
	
	
 Total Employees
1,323
1,208
1,122
1,511
1,465
 New Hires
235
178
204
200
358
 Voluntary Turnover
9%
11%
14%
8%
9%
Latin America	
 Total Employees
160
145
133
134
125
 New Hires
33
30
30
13
30
 Voluntary Turnover
8%
15%
19%
10%
17%
Mexico		
	
	
	
	
 Total Employees
135
132
125
289
329
 New Hires
27
19
13
183
270
 Voluntary Turnover
12%
7%
14%
42%
47%
2017
2018
2019
2020
2021
107    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
people data

Diversity, Equity and Inclusion
Women in Our Workforce
 Female Employees
55%
55%
55%
54%
55%
 Female Leaders/Managers
38%
41%
42%
43%
46%
 Female Senior Management
–
–
–
2
3
 U.S. Female Employees
54%
55%
53%
52%
52%
 U.S. Female Leaders/Managers
38%
41%
42%
41%
43%
Racial and Ethnic Diversity in Our Workforce (U.S.)	
	
	
	
	
	
 Racially/Ethnically Diverse Employees
17%
18%
19%
21%
22%
 Racially/Ethnically Diverse Leaders/Managers
8%
10%
10%
14%
14%
 Racially/Ethnically Diverse New Hires
25%
26%
25%
31%
34%
Employees by Ethnic Group (U.S.)	
 American Indian/Alaskan
0.2%
0.2%
0.2%
0.2%
0.2%
 Asian
6%
7%
7%
7%
8%
 Black or African American
2%
2%
2%
3%
3%
 Hispanic/Latino
8%
8%
8%
8%
8%
 Native Hawaiian or Pacific Islander
0.2%
0.2%
0.2%
0.2%
0.1%
 Two or More Races
1%
1%
2%
2%
2%
 White
83%
82%
81%
80%
78%
Diversity by Employment Type	
	
	
	
	
	
Total Number Non-Contingent Employees
–
–
–
6,402
6,239
 % Total Non-Contingent Employees – Female
–
–
–
54%
54%
 % Total Non-Contingent Employees – Minority (U.S. only)
–
–
–
21%
22%
Total Number of Contingent Employees24
–
–
–
71
181
 % Total Contingent Employees – Female
–
–
–
66%
71%
 % Total Contingent Employees – Minority (U.S. only)
–
–
–
11%
30%
2017
2018
2019
2020
2021
24	For 2021, contingent employees includes interns. Interns were not included in 2020 data. 
108    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
people data

25 Please see Reporting Principles – People page 98
26	Please see Reporting Principles – People page 98
27	Significant decrease due to improved data accuracy (see Reporting Principles – People page 98) and progress in implementing safety programs in certain sites.
continued
Total number of temporary workers25
–
–
–
129
131
Total number of incidents of discrimination during the reporting period
–
–
–
2
0
Employee Engagement and Development	
	
	
	
	
Proportion of employees self-assessing their level of engagement as  
actively engaged26
–
–
–
–
71.70%
Employee Health, Safety and Wellbeing
Incidence Rates (per 200,000 hours worked)27
 Recordable Injuries and Illness
1.11
0.89
0.30
0.33
0.15
 Lost Time Injuries and Illness
0.82
0.45
0.16
0.29
0.48
 Lost Work Days
8.14
7.53
2.81
10.74
5.16
 Work-Related Fatalities
0
0
0
0
0
Incidence Rates by Region (per 200,000 hours worked) 
Americas
 Recordable Injuries and Illness
1.98
1.21
0.23
0.18
0.03
 Lost Time Injuries and Illness
1.50
0.60
0.19
0.13
0.42
 Lost Work Days
17.13
10.72
14.43
9.91
1.87
Europe
 Recordable Injuries and Illness
0.49
0.63
0.46
0.81
0.50
 Lost Time Injuries and Illness
0.30
0.11
0.23
0.76
0.92
 Lost Work Days
0.57
0.54
2.00
21.24
16.66
Asia Pacific	
	
	
	
	
	
 Recordable Injuries and Illness
0.17
0.46
0.27
0.13
0.09
 Lost Time Injuries and Illness
0.17
0.23
0.00
0.13
0.09
 Lost Work Days
1.12
1.55
0.00
0.20
0.37
2017
2018
2019
2020
2021
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people data

Human Rights and Labor Relations
Security personnel, including security employees of a third-party organizations, 
who have received formal training in the Hasbro’s human rights policies or other 
specific procedures and their application to security
–
–
–
100%
100%
Hasbro employees covered by unions or collective bargaining agreements  
globally28
10.50%
10.50%
9.60%
11.85%
11.40%
2017
2018
2019
2020
2021
28	2020 figures recalculated due to a reporting error that year. 
110    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
people data

2020
2021
Corporate Governance	
	
	
Board of Directors
Number of members on Hasbro’s Board of Directors29
14
13
 Non-executive members
–
12
 Independent members30
12
12
 Female members31
6 (55%)
7 (54%)
Directors who self-identify in each category
 Non-binary
–
0
 LGBTQ+
–
0
 African American or Black
–
2
 Alaskan Native or Native American
–
0
 Asian
–
0
 Hispanic or Latinx
–
0
 Native Hawaiian or Pacific Islander
–
0
 White
–
11
 Two or More Races or Ethnicities
–
0
Average tenure of board members (years)
–
8.3
29	Board demographics based on board makeup as of April 2022.
30	For Hasbro’s Standards for Director Independence, please see Appendix B, page B-1 in Hasbro’s 2022 Proxy Statement.
31	 2020 percentage recalculated due to a reporting error that year.
111    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
principles data

32	For more on how ESG objectives are included in executive pay plans, please see Hasbro’s 2022 Proxy pages vii, xi, 45-47, and 52.
33	 Hasbro’s annual Anti-Bribery and Corruption Risk Assessment covers the entire Hasbro organization, across all segments and operations around the world. In 2021, we surveyed 100% of our owned and operated 
entities/locations and assessed their individual risk profiles. We then conducted audits at a sample of the highest risk-rated entities.
Total number of employees the organization’s anti-corruption policies and 
procedures have been communicated to
–
6,314 
Total number of business partners the organization’s anti-corruption policies and 
procedures have been communicated to
–
Hasbro’s anti-bribery compliance policy regarding due diligence when engaging business 
partners requires all potential new and existing business partners that act on Hasbro’s 
behalf or act as an intermediary or agent to complete an anti-bribery questionnaire and 
certificate and due diligence screening that is reviewed by Hasbro’s Legal Compliance 
Team.
 Business partners Hasbro’s anti-corruption policies and procedures have been  
communicated to
–
2020
2021
Executive Compensation
Executive pay linked to ESG performance32
Yes
Yes
Business Ethics	
	
	
Anti-Corruption
Operations assessed for risks related to corruption33
–
100%
Total number of confirmed incidents of corruption
–
0
Total number of confirmed incidents in which employees were dismissed or  
disciplined for corruption
–
0
Total number of confirmed incidents when contracts with business partners were 
terminated or not renewed due to violations related to corruption
–
0
Complaints received through Hasbro’s ethics helpline and mailboxes, and other 
sources
85
77
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principles data

2020
2021
Total number of employees who have received training on anti-corruption32
–
6,314
By Employee Category
 Board of Directors
–
Members of Hasbro’s Board of Directors 
are trained every four years
 Non-management (Levels 1-4)
–
2,955
 Professionals (5 & 6)
–
2,663
 Leadership (7+)
–
696
By Region
 U.S.
–
2,914
 Canada
–
448
 Asia
–
1,187
 Pacific
–
102
 Europe
–
1,364
 Latin America
–
134
 Mexico
–
165
Total number of employees who completed annual Code of Conduct training
6,049 
5,831
Compliance
Total monetary value of financial and in-kind political contributions made by  
the organization
–
$0
 Directly
–
$0
 Indirectly
–
$0
Legal actions pending in which Hasbro has been identified as a participant
0
0
 Anti-competitive behavior
0
0
 Violations of anti-trust
0
0
 Monopoly
0
0
Completed legal actions in which Hasbro has been identified as a participant
0
0
 Anti-competitive behavior
0
0
 Violations of anti-trust
0
0
 Monopoly
0
0
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principles data

2020
2021
Supplier & Vendor Responsibility		
	
New suppliers that were screened using environmental criteria
100%
100%
Number of suppliers assessed for environmental impacts
–
76 (100%) 
Average critical environmental issues per audit
–
0
Percentage of new suppliers that were screened using social criteria
100%
100%
Number of suppliers assessed for social impacts
–
76 (100%) 
Average critical social issues per audit
–
1.38
Third-party vendors required to undergo annual social compliance audit
99%
100%
Third-party factories trained on Hasbro’s ethical sourcing and social compliance 
requirements through both live in-person and online trainings
97%
100%
Suppliers audited to environmental standards
100%
100%
114    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
principles data

Reference Location/Response 
Disclosure
Description
ORGANIZATION AND REPORTING PRACTICES 
2-1
Organizational details
About Hasbro
2-2
Entities included in the organization’s sustainability reporting
2-3
Reporting period, frequency and contact point
How Hasbro reports on ESG – About this Report, page 96
Restatements of information are available in the footnotes for Play Data, 
page 59-60, People Data, page 76-77 and Principles page 91
2-4
Restatements of information
2-5
External assurance
ACTIVITIES AND WORKERS
2-6
Activities, value chain and other business relationships
Hasbro Annual Report 2021
About Hasbro
2-7
Employees
People – Employees, New Hires & Voluntary Turnover, page 73
People – Employees, New Hires & Voluntary Turnover by Region, page 74
People – Diversity, Equity & Inclusion, page 75-76
People – Reporting Principles, page 98
2-8
Workers who are not employees
GOVERNANCE 	 	
2-9
Governance structure and composition
Principles – Corporate Governance, page 91-92
Principles – Business Ethics & Governance, page 86-87
ESG at Hasbro – ESG Oversight & Accountability, page 15 
Hasbro’s 2022 Proxy Statement – Board Committees, page 24-27 
Hasbro’s 2022 Proxy Statement – Board Tenure, page 33 
Hasbro’s 2022 Proxy Statement – Appendix B, page B-1 
2-10
Nomination and selection of the highest governance body
Nominating, Governance and Social Responsibility Committee Charter
Standards for Directors Independence
2-11
Chair of the highest governance body
Hasbro’s 2022 Proxy Statement – Board Leadership Structure, page 32 
Hasbro’s 2022 Proxy Statement – Executive Summary, page 39 
2-12
Role of the highest governance body in overseeing the management of 
impacts
ESG at Hasbro – ESG Oversight & Accountability, page 15
The Power of our Supply Chain, page 81
Hasbro’s 2022 Proxy Statement – driving ESG performance, page viii 
Hasbro’s 2022 Proxy Statement – Shareholder Engagement, page vii
2-13
Delegation of responsibility for managing impacts
Purpose – Purpose in Practice, page 6-8 
ESG at Hasbro – ESG Oversight & Accountability, page 15 
2-14
Role of the highest governance body in sustainability reporting
ESG at Hasbro – ESG Oversight & Accountability, page 15
2-15
Conflicts of interest
Principles – Business Ethics & Governance, page 86
ESG at Hasbro – ESG Oversight & Accountability, page 15
Hasbro Code of Conduct
Global Reporting Initiative (GRI) provides a comprehensive framework for corporate sustainability reporting based on input from a wide range of stakeholders. Our Playing with 
Purpose: ESG Report 2021-202 was prepared in accordance with the GRI 2021 Standards. We provide the GRI Content Index below to reference our GRI reporting.
115    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
gri index

Reference Location/Response 
Disclosure
Description
2-16
Communication of critical concerns
In 2021, no critical concerns (which we define as substantiated concerns that have actual 
or potential material financial impact on the company) were communicated to Hasbro’s 
highest governance body during the reporting period. Hasbro monitors for compliance 
with applicable laws and Company policy through audits and internal investigations. 
Hasbro’s Executive Leadership Team receives an anonymized summary of all compliance 
investigations and trends on a quarterly basis. The Audit Committee of the Board of 
Directors receives an anonymized summary of all compliance investigations and trends 
annually. Violations of law or policy and audit results are communicated to members of the 
Executive Leadership Team and the Audit Committee throughout the year, as appropriate.
2-17
Collective knowledge of the highest governance body
ESG at Hasbro – ESG Oversight & Accountability, page 15
2-18
Evaluation of the performance of the highest governance body
Hasbro’s 2022 Proxy Statement – Annual Self-Evaluation for the  
Board and Board Committees, page 33 
2-19
Remuneration policies
Hasbro’s 2022 Proxy Statement – Compensation Discussion & Analysis, page 39 
Hasbro Clawback Policy 
2-20
Process to determine remuneration
Hasbro’s 2022 Proxy Statement – Compensation Process, page 49-51 
2-21
Annual total compensation ratio
Hasbro’s 2022 Proxy Statement, page 85 
STRATEGY, POLICIES AND PRACTICES
2-22
Statement on sustainable development strategy
CEO Message, page 4 
CPO Welcome Note, page 5 
2-23
Policy commitments
Principles – Business Ethics & Governance, page 86
Principles – Corruption Prevention, page 88
Policies, page 126
2-24
Embedding policy commitments
Purpose – Purpose in Practice, page 6-8
ESG at Hasbro – How We Play, page 9-10 
ESG at Hasbro – ESG Oversight & Accountability, page 15
2-25
Processes to remediate negative impacts
ESG at Hasbro – Stakeholder Engagement, page 13-14
Principles – Supply Chain Workers, page 84
2-26
Mechanisms for seeking advice and raising concerns
ESG at Hasbro – Stakeholder Engagement, page 13-14
Human Rights Policy
Principles – Supply Chain Workers, page 84
2-27
Compliance with laws and regulations
2021 Hasbro Annual Report – From 10-K:
• Legal Proceedings, page 47
• Governmental and Legal Risks Relating to our Business, page 4
• Notes to Consolidated Financial Statements, page 135
• Other Expense (Income), Net, page 63-64
2-28
Membership associations
ESG at Hasbro – Stakeholder Engagement, page 13-14
STAKEHOLDER ENGAGEMENT
2-29
Approach to stakeholder engagement
ESG at Hasbro – Stakeholder Engagement, page 13-14
2-30
Collective bargaining agreements
People – Human Rights and Labor Relations, page 77
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gri index

Reference Location/Response 
Disclosure
Description
GRI 3: MATERIAL TOPICS 2021	
	
3-1
Process to determine material topics
ESG at Hasbro – ESG Materiality Assessment, page 11-12 
3-2
List of material topics
Material Topics, page 124
GRI 205: ANTI-CORRUPTION 2016		
205-1
Operations assessed for risks related to corruption
Principles – Business Ethics, page 92
Principles – Corruption Prevention, page 88
205-2
Communication and training about anti-corruption policies and procedures
Principles – Business Ethics, page 92-93
Principles – Business Ethics and Governance, page 88
205-3
Confirmed incidents of corruption and actions taken
Principles – Business Ethics, page 92
3-3
Management of material topics
Principles – Corruption Prevention, page 88
GRI 206: ANTI-COMPETITIVE BEHAVIOR 2016	
	
206-1
Legal actions for anti-competitive behavior, anti-trust and monopoly  
practices
Principles – Compliance, page 93
3-3
Management of material topics
Principles – IP Protection and Competitive Behavior, page 83
GRI 303: WATER AND EFFLUENTS 2018	
	
303-3
Water withdrawal
Planet – Water, page 36-37
Reporting Principles – Water, page 97
303-4
Water discharge
303-5
Water consumption
3.3
Management of material topics
Planet – Water, page 26-27
GRI 305: EMISSIONS 2016	
	
305-1
Direct (Scope 1) GHG emissions
Planet – Emissions & Energy, page 33-35
Reporting Principles – Greenhouse Gas Emissions – Scope 1, page 96 
305-2
Energy indirect (Scope 2) GHG emissions
Planet – Emissions & Energy, page 33-35
Reporting Principles – Greenhouse Gas Emissions – Scope 2,  
page 96-97
305-3
Other indirect (Scope 3) GHG emissions
Planet – Emissions & Energy, page 34
Reporting Principles – Greenhouse Gas Emissions – Scope 3,  
page 96-97
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Reference Location/Response 
Disclosure
Description
305-4
GHG emissions intensity
Planet – Emissions & Energy, page 34-35
305-7
Nitrogen oxides (NOx), sulfur oxides (SOx), and other significant air emissions
Planet – Other Reportable Emissions, page 35
Planet – Emissions & Energy – Greenhouse Gas Emissions by Type, 
page 35
3-3
Management of material topics
Planet – page 16
Planet – Carbon Reduction, page 23-25
Planet – Climate Risk and Resilience, page 31-32  
GRI 306: WASTE 2020	
	
306-3
Waste generated
Planet – Waste, page 35
Reporting Principles – Waste, page 97
3-3
Management of material topics
Planet – Waste, page 28
Planet – Circular Thinking, page 17-22 
GRI 308: SUPPLIER ENVIRONMENTAL ASSESSMENT 2016	
	
308-1
New suppliers that were screened using environmental criteria
Principles – Supplier & Vendor Responsibility, page 94
308-2
Negative environmental impacts in the supply chain and actions taken
Principles – Supplier & Vendor Responsibility, page 94
Planet – Sustainable Supply Chain, page 25
3-3
Management of material topics
Principles – Ethical Sourcing, page 79-80
Planet – Sustainable Supply Chain, page 25
GRI 401: EMPLOYMENT 2016	
	
401-1
New employee hires and employee turnover
People – Employees, New Hires & Voluntary Turnover, page 73
People – Employees, New Hires & Voluntary Turnover by Region, page 74 
401-2
Benefits provided to full-time employees that are not provided to  
temporary or part-time employees
People – Building on Our Strong Foundation, page 71-72 
People – Employee Experience, page 67-68
2021 Hasbro Annual Report – Compensation, Health, Safety &  
Well-being of Employees, page 25-26
3-3
Management of material topics
People – New Way of Work, page 64
People – Promoting Performance Excellence through Total Talent  
Management, page 68-70
People – Building on Our Strong Foundation, page 71-72
GRI 403: OCCUPATIONAL HEALTH AND SAFETY 2018	
	
403-9
Work related injuries
People – Employee Health, Safety and Wellbeing, page 76
Reporting Principles – Lost-Time Injury Rates, page 98
3-3
Management of material topics
People – Safety First, page 72
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gri index

Reference Location/Response 
Disclosure
Description
GRI 405: DIVERSITY AND EQUAL OPPORTUNITY 2016	
	
405-1
Diversity of governance bodies and employees
People – Diversity, Equity and Inclusion, page 75-76
2021 EEO-1, page 125
3-3
Management of material topics
People – Diversity, Equity and Inclusion, page 65-66
GRI 406: NON-DISCRIMINATION 2016	
	
406-1
Incidents of discrimination and corrective actions taken
People – Diversity, Equity and Inclusion, page 76 
3-3
Management of material topics
People – Diversity, Equity and Inclusion, page 65-66
GRI 407: FREEDOM OF ASSOCIATION AND COLLECTIVE BARGAINING 2016	
	
407-1
Operations and suppliers in which the right to freedom of association and 
collective bargaining may be at risk
Principles – Ethical Sourcing, page 79-80
Principles – Human Rights, page 83-84
Human Rights Policy
Responsible Business Alliance (RBA) 
3-3
Management of material topics
Principles – Ethical Sourcing, page 79-80
Principles – Human Rights, page 83-84
GRI 408: CHILD LABOR 2016	
	
408-1
Operations and suppliers at significant risk for incidents of child labor
Principles – Ethical Sourcing, page 79-80
Principles – Human Rights, page 83-84
Human Rights Policy
Responsible Business Alliance (RBA) 
3-3
Management of material topics
Principles – Ethical Sourcing, page 79-80
Principles – Human Rights, page 83-84
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gri index

Reference Location/Response 
Disclosure
Description
GRI 409: FORCED OR COMPULSORY LABOR 2016	 	
409-1
Operations and suppliers at significant risk for incidents of forced or  
compulsory labor
Principles – Ethical Sourcing, page 79-80
Principles – Human Rights, page 83-84
Human Rights Policy
Responsible Business Alliance (RBA) 
3-3
Management of material topics
Principles – Ethical Sourcing, page 79-80
Principles – Human Rights, page 83-84
GRI 410: SECURITY PRACTICES 2016	
	
410-1
Security personnel trained in human rights policies or procedures
People – Human Rights and Labor Relations, page 77
3-3
Management of material topics
Principles – Human RIghts, page 83-85 
414: SUPPLIER SOCIAL ASSESSMENT 2016		
414-1
New suppliers that were screened using social criteria
Principles – Supplier & Vendor Responsibility, page 94
414-2
Negative social impacts in the supply chain and actions taken
Principles – Supplier & Vendor Responsibility, page 94
Principles – Top Ten Critical Audit Findings 2021, page 80 
3-3
Management of material topics
Principles – Ethical Sourcing, page 79-80, 82
GRI 415: PUBLIC POLICY 2016	
	
415-1
Political contributions
Principles – Compliance, page 93
3-3
Management of material topics
Political Activity and Lobbying Policy 
GRI 416: CUSTOMER HEALTH AND SAFETY 2016	
	
416-1
Assessment of the health and safety impacts of product and service  
categories
Play – Product Quality and Safety, page 59
416-2
Incidents of non-compliance concerning the health and safety impacts of 
products and services
Play – Product Quality and Safety, page 58
3-3
Management of material topics
Play – Product Safety and Quality Assurance, page 39-41
120    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
gri index

Reference Location/Response 
Disclosure
Description
GRI 417: MARKETING AND LABELING 2016	 	
417-3
Incidents of non-compliance concerning marketing communications
Play – Product Sustainability and Design, page 59
3-3
Management of material topics
Play – Responsible Content and Marketing, page 46-48
GRI 418: CUSTOMER PRIVACY 2016	
	
418-1
Substantiated complaints concerning breaches of customer privacy and 
losses of customer data
In 2021, we had no reportable incidents of consumer information breaches 
or loss of consumer data. Hasbro complies with the reporting requirements 
within the jurisdictions in which it operates
3-3
Management of material topics
Principles – Data Privacy and Cybersecurity, page 89-90 
121    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
gri index

Topic
Code
Accounting Metric
Category
Reference Location/ 
Response 
Chemical & Safety Hazards  
of Products
CG-TS-250a.1
Number of (1) recalls and (2) total units recalled
Quantitative
1
CG-TS-250a.2
Number of Letters of Advice (LOA) it received from the U.S. 
Consumer Product Safety Commission (CPSC)
Quantitative
0
CG-TS-250a.3
Total amount of monetary losses as a result of legal  
proceedings associated with product safety
Quantitative
0
CG-TS-250a.4
Discussion of processes to assess and manage risks and/or 
hazards associated with chemicals in products
Discussion & Analysis
Play – Chemical Management, 
page 42-25
Play – Product Safety and Quality 
Assurance, page 39-40
Hasbro’s Materials and Chemical 
Management Policy
Labor Conditions in the  
Supply Chain
CG-TS-430a.1
Number of facilities audited to a social responsibility 
code of conduct
Quantitative
76  
(100% of suppliers)
CG-TS-430a.2
Direct suppliers’ social responsibility audit (1) non- 
conformance rate and (2) associated corrective action  
rate for (a) priority non-conformances and (b) other  
non-conformances
Quantitative
Principles – Supplier & Vendor 
Responsibility, page 94
Principles – Top Ten Critical Audit 
Findings 2021, page 80 
Ethical Sourcing – Human Rights, 
page 83-94
Responsible Business Alliance 
(RBA) 
Activity Metrics
CG-TS-000.A
Annual production
Quantitative
451,000,000 Units
CG-TS-000.B
Number of manufacturing facilities, percentage  
outsourced
Quantitative
Manufacturing facilities owned  
and operated by Hasbro: 0 
Outsourced manufacturing  
facilities directly contracted by 
Hasbro: 75
Third Party Factory List 2021
Toys and Sporting Goods
122    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
sasb index
The following Index maps our disclosures to the SASB industry standards material to our business. Hasbro has reported on the Toys & Sporting Goods Industry standard  
since 2019.

Topic
Code
Accounting Metric
Category
Reference Location/ 
Response 
Media Pluralism
SV-ME-260a.1
Percentage of gender and racial/ethnic group  
representation for (1) management, (2) professionals, and  
(3) all other employees
Quantitative
2021 EEO-1,  
page 125
SV-ME-260a.2
Description of policies and procedures to ensuring pluralism 
in news media content
Discussion & Analysis
- -
Journalistic Integrity &  
Sponsorship Identification
SV-ME-270a.1
Total amount of monetary losses as a result of legal  
proceedings associated with libel or slander
Quantitative
0
SV-ME-270a.2
Revenue from embedded advertising
Quantitative
- -
SV-ME-270a.3
Description of approach for ensuring journalistic integrity 
of news programming related to: (1) truthfulness, accuracy, 
objectivity, fairness, and accountability, (2) independence of 
content and/or transparency of potential bias, and (3)  
protection of privacy and limitation of harm
Discussion & Analysis
- -
Intellectual Property Protection 
& Media Piracy
SV-ME-520a.1
Description of approach to ensuring intellectual  
property (IP) protection
Discussion & Analysis
Principles – IP Protection and  
Competitive Behavior, page 83
Principles – Business Ethics and 
Governance, page 86
Code of Conduct
Activity Metrics
SV-ME-000.A
(1) Total recipients of media and the number of (2) households 
reached by broadcast TV, (3) subscribers to cable networks, 
and (4) circulation for magazines and newspapers
Quantitative
- -
SV-ME-000.B
Total number of media productions and publications  
produced
Quantitative
In 2021, Hasbro delivered:
• 229 half hours of scripted  
television content
• 695 half hours of unscripted  
television content
• Acquired 236 half hours of 3rd 
party produced television content
• Produced seven feature films
• Completed production on six 
series of animated content
- - 
not applicable  
to Hasbro 
123    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
Media and Entertainment
With the acquisition of eOne at the end of 2019, we included the applicable elements of the Media & Entertainment standard in our disclosures last year and continue to do  
so this year.
sasb index

Environment
Product Design & 
Lifecycle Management
Manage and improve the lifecycle of all products and services for consumers and the planet, including the impacts of materials innovation, packaging, 
distribution and end-use.
Materials Sourcing 
Continue to improve the ingredients of products, complying with applicable laws and regulations when sourcing materials, and incorporating the use of 
recycled and renewable materials.
Greenhouse Gas  
Emissions
Reduce emissions from owned vehicles, energy consumption from corporate offices, owned facilities, factories, logistics and retail stores, as well as energy  
use due to IT hardware and data centers. 
Climate Change Risk &  
Resilience
Build resilience to global facilities and supply chain from the physical effects of climate change and mitigate related climate risks to the business, such as  
policy and regulatory changes, markets trends and technological changes.
Biodiversity & 
Ecological Impacts
Manage the impact of our operations, products and services on the natural environment and ecosystems that may occur through land use, sourcing and 
extraction, including biodiversity loss, habitat destruction and deforestation.
Chemicals Management
Maintain a comprehensive chemicals management program, available publicly, which includes robust Safety and Reliability Procedures (SRPs) for all products.
Waste
Reduce the quantity, type and quality of waste generated as a consequence of production of our products and services.
Water
Monitor and reduce our water consumption across our owned and operated global facilities.
Social
Employee Engagement & 
Development
Engage with employees on benefits that improve retention and productivity, such as initiatives that provide work-life balance, learning and development,  
training and education.
Employee Health, Safety & 
Wellbeing
Provide a safe and healthy workplace environment for all employees, including mental health support.
Diversity, Equity & Inclusion
Support all people by promoting, creating and advancing diversity, equity and inclusion across the workplace and business.
Community Impact &  
Engagement
Engage with local communities through global and locally organized activities, events and programs, driving impact on local businesses through employee 
networks and volunteerism.
Human Rights, Labor &  
Factory Conditions
Treat all people in the global manufacturing supply chain with dignity and respect while operating ethically to ensure worker health and safety standards and 
mitigate risks related to discrimination and forced labor.
Responsible Content &  
Marketing
Ensure a diverse representation of on-screen media content. Conduct marketing and communications in a fair and responsible way and manage third party 
influencers responsibly.
Product Quality & Safety
Ensure quality and safety standards are applied at every stage of production, from design and engineering to manufacturing and packaging.
Data Privacy &  
Cybersecurity
Protect consumer data privacy through the responsible use, storage and sharing of data to prevent criminal activities, such as hacking and online predators.  
Detect and remediate data security threats and breaches.
Governance 
Board Composition
Ensure the diverse composition of the Board of Directors including race, ethnicity, gender, LBGTQ+, ​age and national origin, alongside the qualifications, 
integrity and independence of the board members.
ESG Management &  
Board Accountability
Oversight and management of environmental and social issues across Board of Directors and executive teams, and renumeration of senior executives linked to 
Environment, Social and Governance (ESG) performance.
Anticorruption &  
Business Ethics
All Hasbro employees to adhere and comply with corporate governance principles, ethics and related policies, including responsible business practices, 
corruption, bribery and fraud or other advantages that represent a breach of trust.
Tax Contribution & Transparency
Be transparent on Hasbro’s tax approach, including balancing tax compliance with ethical, societal and sustainable development expectations.
Government Affairs &  
Advocacy
Engage constructively with government agencies, regulators, non-governmental organizations (NGOs) and other bodies on global public policy issues that may 
have a direct impact on the business.
Intellectual Property Protection & 
Competitive Behavior
Protection of Hasbro’s intellectual property rights without restricting competition and allowing fair use of services.
Supplier Responsibility
Ensure environmental and social assessments of all current and future suppliers across all divisions and operations.
124    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
material esg issues definitions

EQUAL EMPLOYMENT OPPORTUNITY
CO=
U=
SECTION C - TEST FOR FILING REQUIREMENT
SECTION B - COMPANY IDENTIFICATION
2.a.
1.
SECTION E - ESTABLISHMENT INFORMATION
c.
SECTION D - EMPLOYMENT DATA
NOT-HISPANIC OR LATINO
HISPANIC OR
LATINO
 * * * * * * * * * * * FEMALE * * * * * * * * * * *
* * * * * * * * * * * * MALE * * * * * * * * * * * *
OVERALL
TOTALS
TWO
OR
MORE
RACES
NATIVE
ALASKAN
INDIAN OR
AMERICAN
ASIAN
ISLANDER
PACIFIC
OR
NATIVE
HAWAIIAN
BLACK OR
AFRICAN
AMERICAN
WHITE
TWO
OR
MORE
RACES
NATIVE
ALASKAN
INDIAN OR
AMERICAN
ASIAN
NATIVE
HAWAIIAN
PACIFIC
OR
ISLANDER
BLACK OR
AFRICAN
AMERICAN
WHITE
FEMALE
MALE
JOB CATEGORIES
EXECUTIVE/SR OFFICIALS & MGRS
FIRST/MID OFFICIALS & MGRS
PROFESSIONALS
TECHNICIANS
SALES WORKERS
ADMINISTRATIVE SUPPORT
CRAFT WORKERS
OPERATIVES
LABORERS & HELPERS
SERVICE WORKERS
TOTAL
PREVIOUS REPORT TOTAL
SECTION F - REMARKS
1307988
1307988
2021 EMPLOYER INFORMATION REPORT EEO-1
CONSOLIDATED REPORT
HASBRO INC
1027 NEWPORT AVENUE
PAWTUCKET, RI 02861
HASBRO INC
1027 NEWPORT AVENUE
PAWTUCKET, RI 02861
EIN= 050389480
1- Y  2- Y  3- Y     DUNS= 001200443
NAICS: 339930 - Doll, Toy, and Game Manufacturing
3
18
41
0
3
17
1
7
1
0
91
89
4
30
62
0
0
49
0
3
0
0
148
145
71
340
560
10
11
69
14
2
1
0
1078
1075
3
7
19
2
0
5
1
2
0
0
39
37
0
0
3
0
0
0
0
0
0
0
3
3
6
30
63
0
0
5
0
0
0
0
104
93
0
0
2
0
0
1
0
0
0
0
3
3
1
4
20
1
0
1
1
0
0
0
28
28
40
346
450
4
12
379
7
0
2
0
1240
1159
6
7
16
0
1
11
0
0
0
0
41
51
0
0
0
0
0
0
0
0
0
0
0
3
3
36
73
2
1
20
1
0
0
0
136
113
0
0
1
0
0
2
0
0
0
0
3
2
1
12
20
0
0
7
0
0
0
0
40
26
138
830
1330
19
28
566
25
14
4
0
2954
2827
DATES OF PAYROLL PERIOD: 12/30/2021 THRU 12/31/2021
SECTION G - CERTIFICATION
CERTIFIED DATE [EST]:  5/16/2022 3:55 PM
CERTIFYING OFFICIAL: Alison Martins
EMAIL: alison.martins@hasbro.com
EEO1 REPORT CONTACT PERSON: Alison Martins
EMAIL: alison.martins@hasbro.com
TITLE: Director, Diversity, Equity and Inclusion
PHONE: 401-727-5301
TITLE: Director, Diversity, Equity and Inclusion
PHONE: 401-727-5301
125    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
employment data

Governance & Ethics
 Corporate Code of Conduct
 Governance Principles
 Hasbro UK Tax Strategy Statement
 Political Activity and Lobbying Policy
 Anti-Retaliation Policy
 Anti-Bribery and Corruption Policy
Human Rights & Ethical Sourcing
 Human Rights Policy
 Global Modern Slavery Statement
 Hasbro Responsible Recruitment and Contract Labor Policy
 Global Business Ethics Principles 
(English, Chinese, Japanese)
 RBA Code of Conduct
 Ethical Sourcing Guide for Licensees 
(English)
 Conflict Minerals Policy
Environmental Responsibility
 Climate Change Commitment
 Environment, Health and Safety Policy
 Paper and Forest Procurement Policy
 Materials and Chemical Management Policy
126    PLAYING WITH PURPOSE: ESG PROGRESS REPORT 2021-2022
esg policies

1027 Newport Avenue
Pawtucket, RI 02861
hasbro.com