Sustainability Report 2019
Innovating. 
Accelerating. 
Enhancing.

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
2
A message from the CEO
Mark J. Costa
Board of Directors Chair and Chief Executive Officer
The world is growing at a rapid pace. The rising middle class needs solutions.  
We need safe products. We need better products. We desire products that are  
good for the planet. With a growing population comes problems that can and must  
be solved —  but they are problems so complex that the solutions must come  
at a molecular level. And that is where Eastman comes in. 
Across the entire portfolio, we are delivering innovations that enable lightweighting cars,  
improved energy efficiency of tires, safer consumer products, reduced use of antibiotics in 
animals, enhanced water treatment and much more. I’m incredibly proud of the work our 
teams are doing to not only innovate products and develop new applications but also to 
pursue innovative recycling solutions to address the growing challenges of waste plastic in 
our environment. We are currently engaging potential partners and are encouraged by the 
tremendous interest in providing real solutions to this issue. 
Global disruptions and macro trends such as the pressing need to accelerate a more circular 
economy and enable a lower-carbon economy drive us to innovate sustainably — faster. As we 
relentlessly engage our markets and convert those market complexities into value, we are at a 
tipping point. Sustainability isn’t simply a nice product attribute. It’s a requirement. Consumers 
demand it, and our customers expect it. Sustainability isn’t a corporate initiative at Eastman but a 
core element of our innovation-driven growth strategy. 
With the publication of this report, we are reaffirming Eastman’s commitment to the 10 principles 
of the United Nations Global Compact as well as alignment to global standards, including Global 
Reporting Initiative (GRI) and Sustainable Development Goals. Throughout the report, I hope you will 
see that sustainability is part of who we are. We are a company of problem solvers. And right now, 
our people are tackling the biggest problems we’ve ever faced — problems that face us all. Our goal 
is to transform tomorrow by revolutionizing the materials that shape it today.
“
— Mark J. Costa
We are a company of problem 
solvers. And right now, our people 
are tackling the biggest problems 
we’ve ever faced — problems that 
face us all. Our goal is to transform 
tomorrow by revolutionizing the 
materials that shape it today.

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
3
Advanced Materials (AM)
Eastman at a glance
Eastman (NYSE:EMN) 
Global advanced materials and specialty 
additives company that produces a broad range 
of products found in items people use every day 4  
business segments
Additives &
Functional Products (AFP)
Chemical  
Intermediates (CI)
Fibers
2018 revenue approximately $10 billion
2018 sales revenue by region
42%
North America
$4.3 billion 
27%
Europe, Middle  
East & Africa
$2.8 billion
25%
Asia Pacific
$2.5 billion
6%
Latin America
$588 million
H
51 manufacturing sites* 
  in 14 countries
*Including joint 
ventures
Serving customers  
in more than  100 countries
Headquartered in  
Kingsport, Tennessee, USA
2018 sales revenue by end-use market
2%
5%
7%
8%
8%
11%
13%
16%
20%
Transportation
Consumables
Building & 
Construction
Industrial 
Chemicals & 
Processing
– Filter Media
– Consumer/Medical 
Durables
– Food, Feed & 
Agriculture
7%
Health & 
Wellness/
Personal Care
Energy, Fuels & Water
– Other
3% – Electronics
Eighth consecutive  
ENERGY STAR® Partner  
of the Year award, sixth 
Sustained Excellence honor
Sixth consecutive
Responsible Care® Energy 
Efficiency Awards from 
American Chemistry 
Council 26 years in a row
Awards and recognition
Approximately 
14,500 employees 
around the world
Visit eastman.com 
for additional awards 
and recognition.

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
4
An interview with our CSO, David Golden 
Innovating. Accelerating. Enhancing.
Give us some background on what you do at Eastman. 
Working with a world-class team, I have the opportunity to help lead the 
company’s engagement of our ecosystem of stakeholders. We’ll start with 
our communities who grant us our license to operate. If a community isn’t 
behind you, you’re not going to be around very long. Our communities 
elect the government officials with which our government relations team 
engages. Government makes laws, and as the Chief Legal Officer, I help 
manage legal compliance and other processes for Eastman. 
I sometimes interface with our investors on ESG (environmental, social 
and governance) performance. They increasingly care about how we are 
addressing risks and opportunities in these areas. Our global business 
conduct organization is certainly a very important governance function.  
I also serve as secretary to the Board of Directors, which again is a good fit 
from a governance standpoint. 
As the Chief Sustainability Officer, I help marry our corporate strategy with 
global trends. A big piece of that is focused on health, safety, environment 
and security. I oversee several other supporting functions, including 
international trade strategy and product stewardship. And then there is 
corporate communications, which permeates nearly everything. We’re a 
complex company, so it’s not an easy task to communicate our complexity 
to all of these various stakeholders in a simple and straightforward way.
What project are you most excited to explore?
When you look at the demands on the world’s resources, it’s absolutely 
the circular economy. Data shows that in North America, society is living 
at about seven times what the resources of the world can support in the 
long term, and Europe’s living at about five times. We can’t continue this 
way. So offering an end-of-life solution where there is no end of life, so 
you can cycle that material back and reuse it, is a game changer. When 
you can find a home for materials that right now don’t have a very good  
home, that’s a place where we can make a material difference. In order  
to change the trajectory, we need to help give options to 7.5 billion people 
to make better choices. Through Eastman’s circular technologies, we’re 
giving, in a very dramatic fashion, other options that don’t exist today.  
The world is complex; the global value chain is complex; how materials  
are made and how innovation occurs is complex; and we are standing at 
the crossroads of that complexity right now and translating it into value.  
It’s very exciting!
David Golden, Senior Vice President, Chief Legal & Sustainability Officer, and Corporate 
Secretary, Eastman, confers with judges at the 2019 International Marine Advanced 
Technology Education (MATE) ROV competition. 
continued on page 5

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
5
Let’s talk about that a bit deeper. What does Eastman’s involvement in 
advancing the circular economy mean to you personally?
When we started working with the Woods Hole Oceanographic Institution 
several years ago, it really made us think about the interconnectivity of 
everything — energy, water, food, materials. It takes energy and water to 
make food. It takes food and water to make energy. Everything is a trade-
off. You can’t do damage in one space without doing damage in all. And if 
you help in one the right way, you help all. So we quickly recognized, from 
climate change and microplastics to the protein we consume and literally 
the air we breathe, everything connects to the ocean. 
It’s a big deal, but as land-based creatures, we really don’t pay as much 
attention. So, yes, I’ve certainly got a great deal of passion for circular 
economy, in part because we’ve been on this journey before the journey 
was popular.
Global issues like waste plastic can’t be solved without the Eastmans of the 
world playing our part. That’s where I think the Ellen MacArthur Foundation 
is doing such a superb job. It’s crystal clear to me that they’re bringing 
people to the table to drive problem solving. It’s the “we’re all in this 
together, bring your best solutions” approach. With our advanced recycling 
technologies, our commitment to finding innovative products with better 
beginning-of-life and end-of-life solutions, and our engagements with other 
organizations through opportunities like the Ellen MacArthur Foundation’s 
CE100, I’m confident in Eastman’s ability to play a catalytic role in 
advancing the circular economy. It’s an exciting time to be at Eastman. 
I think companies that get this right will have more engaged employees. 
Employees are smart, and they have a choice. Why would they want to 
work with a company that’s not helping solve global problems? Why 
would they want to work with a company that’s not creating more value 
than the resources they use?  
         
An interview with our CSO (continued)
With our advanced recycling technologies, our commitment  
to finding innovative products with better beginning-of-life 
and end-of-life solutions, and our engagements with other 
organizations through opportunities like the Ellen MacArthur 
Foundation’s CE100, I’m confident in Eastman’s ability to play a 
catalytic role in advancing the circular economy. 
“
— David A. Golden
Senior Vice President, Chief Legal & 
Sustainability Officer, and Corporate Secretary
What does #materialsmatter mean to you? 
I’ll return to this concept of changing the trajectory that we’re on. When 
you look at our eight ENERGY STAR® Partner of the Year awards and being 
one of the World’s Most Ethical Companies six times, we do a lot of good 
within the fence line. But our greatest good is done outside the fence line. 
When you sell materials that enable safety glass or you innovate a 
material for the health care market so fewer people get postoperative 
infections because the housing is more easily disinfected, you’re literally 
saving lives. As we enable goods to last longer, we reduce waste. When 
you develop a coating that reduces 30 percent of the energy intensity 
to make a car … you could go one by one with our materials. So when 
you look at a future with two billion more people by 2050, this growing 
population with more money and higher expectations for the products 
they purchase, we bring solutions at the molecular level that really change 
the equation. Our materials really do matter.

Saflex® head-up display (HUD) 
interlayer technology  
Now automotive engineers can cost-effectively 
implement head-up display (HUD) features  
to bring safety and security to all sorts of  
vehicles — not just fighter pilots and luxury cars.
Sustainability  
strategy

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
7
Sustainability strategy
Eastman is dedicated to enhancing the quality of life in a material 
way — making a positive impact on the world by offering our 
stakeholders a dedicated approach to sustainable innovation.  
We’re driven to help address the changing needs of the world and 
its growing population. In short, sustainability is at the heart of our 
company purpose and strategy.
To drive sustainability as a company, however, you must first define 
what it means. We ultimately define sustainability as creating more 
value than the resources we use. With that definition as the foundation, 
ongoing stakeholder and value chain engagement, and a transformational 
corporate vision to become “The Materials Innovation Company,” we’ve 
developed a comprehensive sustainability strategy with commitments 
to create value in three areas: steering a sustainable portfolio, driving 
resource productivity, and focused good for good.
While we have corporate goals, commitments and strategies in place 
in each of these areas, we find that we create the greatest value — the 
greatest collective impact — in the intersections and collaboration spaces 
where these focus areas overlap. We firmly believe to truly enhance the 
quality of life, you can’t have one without the others. 
 
Focused
good for good
Creating shared value  
through strategic partnerships  
and social innovation
Driving  
resource 
productivity
Creating productivity  
value through more  
efficient use of resources
 
Steering 
a sustainable 
portfolio
Creating innovative  
value through our 
sustainable products
While we have corporate goals, 
commitments and strategies in place 
in each of these areas, we find that we 
create the greatest value — the greatest 
collective impact — in the intersections 
and collaboration spaces where these 
focus areas overlap.

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
8
Steering a sustainable portfolio
Eastman is driving sustainable innovation 
by assessing and identifying global macro 
trends and disruptions that intersect with 
our world-class technology platforms. 
We recognize that understanding global 
challenges and where our world is going is 
critical to ensure the value of our product 
portfolio and innovation pipeline. 
Our business and innovation teams complete 
a sustainability assessment on new innovation 
projects and product developments. The 
assessment, developed in alignment with 
work by the chemical sector of the World 
Business Council for Sustainable Development, 
is designed to be a holistic framework for 
identifying and assessing market needs and 
expectations tied to sustainability. 
As we understand the sustainability impact of 
our projects individually, we are elevating this 
to look at the impact of our collective portfolio. 
For example, we set our sights on best practices 
to enable carbon reductions and offsets in 
manufacturing processes. We also established 
a team to help address the growing impact 
of plastics in our waterways and ocean to 
accelerate a more circular economy. 
Macro trends aligned to our corporate strategy
We have identified four key macro trends aligned to our corporate strategy that we are leveraging  
to drive innovation: health and wellness, natural resource efficiency, emerging middle class, and 
feeding a growing population. 
We believe it is our responsibility to develop new molecules, products, and applications to address 
these trends — solutions that make a material difference in everyday lives and enhance the quality 
of life around the world. We have deepened our application development and market development 
capabilities, enabling us to be valued as preferred innovation partners. By better understanding where 
our products go after they leave our facilities, we are actively addressing global problems, exploring 
ideas to close the loop, helping to unlock value beyond consumption, and empowering  
new economies of scale.
Sustainability strategy (continued)
Health and wellness
Natural resource efficiency
Emerging middle class
Feeding a growing population
Key
macro
trends
The world faces a 
number of issues tied 
to disruptive macro 
trends, and solutions 
to those issues can 
be developed on the 
molecular level.

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
9
Driving resource productivity
Earning the right to operate is a 
responsibility Eastman takes very seriously. 
We understand that even the smallest 
action can have a lasting effect. Therefore, 
managing resources well, maintaining safe, 
sustainable operations, and preserving the 
ecosystem are top priorities. 
Driving resource productivity encompasses a 
holistic approach to responsible and efficient 
management of our resources and goes beyond 
compliance with laws and regulations. We 
recognize that the regulatory landscape has 
Sustainability strategy (continued)
expanded across the value chain — upstream 
and downstream — to include our customers, 
suppliers, markets, consumers, partners and 
investors. This changing landscape combined 
with the mounting, inextricable linkage of 
energy, water, food and materials  
has never been more complex or more critical 
to address.
The significance of climate change, the urgency 
to accelerate the circular economy, and the need 
to enable a lower-carbon economy continue to 
increase at a rapid pace. We are taking action as 
a company to do our part while assessing the 
long-term risks and opportunities relative to our 
business that these issues may represent.
In our operations, we set clear expectations 
and foster a zero-incident mindset, from a 
safety and environmental perspective as well 
as in compliance, values and behaviors. We 
review our goals regularly and establish targets 
that challenge us to raise the bar. As we focus 
our efforts on optimized natural resource 
efficiencies, we address the resources consumed 
throughout the manufacturing value chain while 
providing sustainable solutions for the world’s 
growing population. 
Materials
Energy
Food
Water
As a Challenge partner in DOE’s Better 
Plants program, Eastman is committed 
to improving its energy performance 
across all U.S. operations by 20% from 
a 2008 baseline while sharing strategies 
and results. Earlier this year, Daniel R. 
Simmons, Assistant Secretary for the 
Energy Efficiency and Renewable Energy 
Office at DOE, recognized Eastman’s 
showcase project: the elimination of two 
compressors, which resulted in an annual 
energy and cost savings of eight percent 
for the associated production area.

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
10
For nearly a century, we’ve had a strong history of supporting communities around the 
world. Our corporate responsibility and community engagement strategy allows us to focus 
on platforms and initiatives that can make the biggest difference. 
Our strategy is built on strategic partnerships and collaborations, and we challenge ourselves 
to enable the most positive change through the lens of our four priority areas — education, 
environment, empowerment, and economic growth — concentrating our efforts on projects and 
partnerships that cross multiple priorities. See “Partnering to drive social innovation” on page 23.
We also know that our employees can play a role in creating positive change in our local 
communities and society at large. We’re fostering inclusion that inspires innovation, encourages 
respect, and enables the highest level of contributions. People are the heartbeat of our societal 
impact, so it’s critical that every Eastman team member can show up and be their best self every day. 
For us, corporate responsibility and social innovation are more than just philanthropy. They shape 
how we operate and engage inside and outside the company. We call it “good for good” because we 
truly believe in the power of doing good for the simple purpose of doing good in the world. 
Sustainability strategy (continued)
Focused good for good
We are dedicated to making 
a difference in our global 
communities by investing in 
creative solutions that empower 
and inspire others to take action on 
environmental and social issues.
“
— CeeGee McCord
Director, Global Public and Community Affairs
Dr. Amy Cuddy, social psychologist and 
author of the New York Times best-selling 
book Presence, inspired more than 500 
attendees to be their boldest selves at the 
2018 IDEAcademy event held in Kingsport, 
Tennessee. Dr. Cuddy discussed the 
impact nonverbal behavior can have on a 
person’s own thoughts, performance, and 
psychological and physical well-being. She 
shared how “victory poses” or “power poses” 
are a universal expression of confidence and 
pride that crosses cultures, encouraging 
attendees to strike a power pose before 
entering a challenging situation to build 
confidence and sense of power.

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
11
    
 IN
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NC
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Stakeholder engagement and value chain
Collaboration and transparency inside the company and along  
the value chain are critical to develop innovative solutions and  
drive positive change.
Eastman actively works across the value chain and within globally recognized 
frameworks, partnering to address the world’s biggest challenges. As a publicly 
traded, global company, Eastman’s value chain represents a broad range of 
stakeholders, from employees, communities, customers and investors to 
consumers, influencers, regulatory agencies and academia. We actively engage 
these stakeholders through a variety of ongoing processes at the corporate, 
regional and local levels. Stakeholder engagement varies in type and 
frequency by stakeholder group. While we do not report specific details  
of all engagements, examples are represented below and to the right.  
Stakeholders across 
the value chain
drive collaboration to 
generate sustainable 
solutions and bring about 
positive change.
Retail Channel
Consumers
Community
Brands, 
Downstream 
Customers
Direct
Customers
Eastman 
Stakeholders
Investors
Employees
Suppliers
Stakeholders
How we engage
Employees
Surveys, intranet, campaigns, events, training, 
participation in sustainability-focused teams/
organizations
Direct customers 
Brands, original equipment 
manufacturers, and 
downstream customers
Retail channel
Suppliers
Meetings, calls, conferences, surveys, collaborative 
projects, website, industry memberships
Consumers
Website, social media, trade shows
Community
Advisory panels, surveys, website, events, 
newsletters, collaborative projects, community 
service
Investors
Meetings, calls, public conferences, annual report,  
public filings and releases, surveys
Examples of engagement

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
12
As our strategy evolves with the world’s 
changing demands, we continue to assess 
and identify the emerging issues that are 
most relevant for our stakeholders. 
Our approach to assessing stakeholder priorities 
involves multiple frameworks, tools and forms 
of engagement. By gaining insights to global 
trends and issues as well as gathering input and 
feedback from a diverse range of stakeholders  
at the corporate, regional and local level, we 
better understand relevant sustainability  
issues and macro trends that align to the 
company’s strategy.
Over the past year, we completed an 
updated stakeholder priority matrix based 
on the importance our stakeholders place on 
sustainability issues, Eastman’s prioritization of 
these issues relative to our business strategy, 
and the level of impact an issue may have on 
our reputation. The process included several 
inputs to develop a comprehensive view of 
priorities, potential risk areas and opportunities:
External inputs
• We completed a third-party assessment 
of our external stakeholder groups using 
Datamaran, a business intelligence tool 
that analyzes public sources of information, 
including annual financial reports, 
sustainability reports, SEC filings, regulatory 
initiatives, accredited media, and social media.
• We assessed Eastman’s performance and 
public commitments on sustainability-
related issues that fall within the standard 
environmental, social and governance (ESG) 
framework based on a number of third-party 
ESG assessments and reporting frameworks, 
including Sustainalytics, MSCI, Institutional 
Shareholder Services (ISS), Carbon Disclosure 
Project (CDP), and EcoVadis. 
• We assessed the company’s goals and 
commitments against the United Nations 
Sustainable Development Goals.
Internal inputs
• We derived an internal corporate assessment 
of relevant sustainability issues through 
cross-functional working teams within the 
company’s ESG Council and Sustainability 
Subcouncils. This assessment included 
prioritization of global macro trends that 
inform the company’s overarching innovation-
driven growth strategy as well as business 
strategies and priorities.
• We surveyed a random representative sample 
of Eastman’s global employee population.  
• We surveyed a sample of local community 
representatives.
The results of the internal and external surveys 
were combined and presented in the matrix 
visualization on page 13. Prioritization  
and effective management of these  
ESG issues and opportunities are integrated  
in our strategy, business models, risk 
management, and governance, driving  
continued commercial success.  
 
Stakeholder priority assessment
Stakeholder
engagement
ESG 
assessments
SDGs
Macro trends
Business
strategy

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
13
Stakeholder assessment matrix
Eastman view
External stakeholder view
ETHICS AND COMPLIANCE
GEOPOLITICAL EVENTS
HEALTH AND SAFETY
INNOVATION
WATER
EMPLOYEE RIGHTS
COMPETITIVE PRESSURE
GOVERNANCE
CUSTOMER RESPONSIBILITY
EMPLOYMENT PRACTICES
TRANSPARENCY
RESPONSIBLE INVESTMENT
CLIMATE CHANGE AND AIR QUALITY
POLLUTION/WASTE
PRODUCT RESPONSIBILITY
SOLVENCY AND ECONOMIC VALUE
ENERGY EFFICIENCY
NATURAL CAPITAL
FAIR AND INCLUSIVE WORKPLACE
HUMAN RIGHTS
LOCAL COMMUNITY SUPPORT
TALENT AND DEVELOPMENT
RESPONSIBLE SUPPLY CHAIN
LOW
MEDIUM
HIGH
HIGH IMPORTANCE
HIGH IMPORTANCE
The results of the internal and external surveys were 
combined and presented in this matrix visualization.  
Relative ranking

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
14
Governance
Creating sustainable value for our stakeholders is 
important to us, and how we achieve those results is 
just as important. We are committed to conducting all 
business activities in accordance with the highest legal 
and ethical standards, and sustainability is ingrained in 
our governance structure at every level. 
Board of Directors
Eastman’s Board of Directors and the Board’s committees 
oversee compliance with legal and regulatory requirements 
as well as development and management of policies and 
practices in their respective areas of responsibility (see more 
online at eastman.com/investors). Chaired by Julie F. Holder, 
the Health, Safety, Environment & Security (HSES) Committee 
is a board committee of all the independent directors 
and oversees the company’s sustainability performance. 
Eastman’s Chief Sustainability Officer meets regularly with 
the HSES Committee to review and, where appropriate, make 
recommendations to the Board regarding the company’s 
policies and practices concerning health, safety, environment, 
security, sustainability, and political activities. Eastman’s 
Corporate Governance Guidelines and Committee Charters are 
available on the website. Additional information is available in 
Eastman’s 2019 Annual Meeting Proxy Statement. 
Sustainability Council
Eastman’s Sustainability Council was established in 2010 
to lead the development of an integrated sustainability 
strategy that informs the corporation’s innovation platform 
and influences Eastman’s business objectives. Comprised of 
Sustainability is ingrained in our governance structure at every level
Eastman Board of Directors 
Sustainability Council
Social 
Innovation
Design, 
Environment, 
& Natural 
Resources
Sustainable 
Portfolio
Presented to  
at least twice a year
Provides executive- 
level guidance  
and direction
Identify and assess 
risks and opportunities
Make recommendations  
for short-, mid- and  
long-term action
Sustainability 
Subcouncils
Eastman Functions
Advanced
Materials
Additives &  
Functional  
Products
Fibers
Chemical
Intermediates
Execute against  
short-term  
opportunities
Prepare for  
midterm  
opportunities  
Governance structure
Sustainability Subcouncils identify and assess risks and 
opportunities to make recommendations for short-, 
mid- and long-term action. The Sustainability Council 
provides executive-level guidance and direction.
continued on page 15

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
15
senior leaders from across the corporation, the Sustainability 
Council drives alignment across the enterprise to address 
emerging opportunities for Eastman as the world undergoes 
continuous transformation. 
Sustainability Subcouncils
Eastman’s three Sustainability Subcouncils continue to 
activate deeper integration of sustainability throughout 
the corporation, bringing established goals to life. They are 
dedicated to changing the trajectory by driving a sustainable 
portfolio, effectively managing all of our resources and 
enhancing social innovation. The Sustainability subcouncils 
proactively identify emerging issues, assess internal gaps, 
engage cross-functional teams and execute strategically 
where Eastman can make the most impact.
Executive Team responsibility 
Because sustainability is foundational to Eastman’s values 
and integral to the company’s business strategy, members of 
our executive team carry responsibility for our environment, 
social and governance policies, processes and commitments.  
Eastman’s Chief Executive Officer and Board Chair Mark 
Costa has executive responsibility for the company’s strategy 
and performance, including sustainability performance as 
it aligns to the corporate strategy. Company sustainability 
goals are included in the CEO’s annual personal performance 
commitments, including environmental performance goals 
and safety commitments, which align to the company’s focus 
on fostering a zero-incident mindset.  
Sustainability progress is reported to the Executive Team 
and the Board of Directors to ensure alignment of the 
sustainability strategy with the corporate strategy. 
Chief Human Resources Officer
•	 Inclusion and diversity
•	 Ensure excellence in talent acquisition, retention,  
management and development
•	 Organizational effectiveness, employee relations and  
labor relations
Chief Manufacturing, Engineering and Supply Chain Officer
•	 Alignment of manufacturing operations and supply chain 
strategy to the company’s sustainability commitments
•	 Asset design and improvements
•	 Capital spending for projects that help reduce the company’s 
environmental footprint
Chief Technology Officer
•	 Alignment of corporate innovation and technology strategies 
to Eastman’s sustainability commitments
•	 Assessment of disruptive macro trends
•	 Development of robust innovation pipeline
•	 Sustainability assessment of product portfolio
Chief Commercial Officer
•	 Alignment of procurement and sales strategies and priorities 
with company’s sustainability strategy
•	 Customer engagement to understand market needs  
•	 Alignment to business strategies
Governance (continued)
Examples of other Executive Team responsibilities

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
16
Core values
Our people are the heart of our success. We’re 
a team focused on winning, and we know it’s 
not just what we achieve together; it’s how 
we achieve it that helps us create value and 
sustain success. Eastman’s culture is rooted 
in a common set of values that are shared 
by the global Eastman team. These values — 
safety and wellness, honesty and integrity, 
inclusion and diversity, sustainability — are our 
foundation. They remain constant. We strive to 
always do the right thing. From maintaining safe 
and reliable operations to developing insights 
that benefit our customers to innovating the 
future, we’re focused on making a difference for 
the many people who count on Eastman, today  
and tomorrow.
Code of Business Conduct
To be successful and fulfill our purpose of 
enhancing the quality of life in a material way, 
we must maintain trust and confidence with 
all of our stakeholders. Eastman has a number 
of policies and initiatives in place that allow 
employees to cultivate a culture of integrity and 
ethical standards. The company has an Office 
of Global Business Conduct which administers 
the Code of Business Conduct. The code raises 
awareness of legal and ethical issues that may 
arise and outlines the company’s expectations 
for compliance with the most current 
regulations and standards. Annual training on 
the Code of Business Conduct is required for 
100% of employees. 
In conjunction with the Code of Business 
Conduct, Eastman provides a Third-Party Code 
of Conduct to our suppliers, which defines our 
expectations for conducting business with 
Eastman. We expect the same ethical behavior 
of our suppliers and hold them accountable 
via annual supplier surveys to drive the highest 
standards of sustainability, fair labor practices 
and safety along our value chain.  
Responsible Care® 
Eastman has an established Responsible 
Care® policy that outlines the company’s 
commitment to continually improve its health, 
safety, environment and security performance. 
For more than 30 years, Responsible Care has 
been the cornerstone of Eastman’s global HSES 
policies and practices. Eastman also adheres to 
the Responsible Care Global Charter, which goes 
beyond the original elements of Responsible 
Care. The charter focuses on new and important 
challenges facing the chemical industry and 
global society, as well as the need for greater 
industry transparency and the opportunity to 
achieve greater harmonization and consistency 
among the national Responsible Care programs 
currently implemented. 
Values, policies, and guidelines
Safety and 
Wellness
Honesty and 
Integrity
Inclusion and 
Diversity
Sustainability

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
17
Environmental stewardship
Eastman is committed to global excellence in 
environmental stewardship as outlined in our 
environmental stewardship policy. Caring for 
the environment continues to be an important 
part of our legacy, our culture and our brand. 
The guiding principles listed within the policy 
are expectations and basic responsibilities for all 
employees and contractors at all times and at 
all locations. 
 
 
 
 
 
Natural resource management 
An understanding of increasing global 
demands and limited natural resources drives 
our commitment to improved performance 
and continual innovation. Energy, water, 
food and materials are critically linked, 
and an understanding and appreciation of 
this nexus is imperative to provide for the 
needs of future generations in a resource-
constrained environment.  The guiding principles 
listed within our policy complement the 
environmental stewardship policy with a clear 
focus on responsible management of our finite 
natural resources. 
Safety
Eastman operates in a culture 
committed to safety excellence. 
By fostering a zero-incident 
mindset, we believe that 
workplace incidents and injuries 
are preventable. The safety of 
our employees, contractors, customers, visitors, 
and communities is a core value. Working safely 
and looking out for the safety of others is an 
expectation and a basic responsibility of all 
employees and contractors at all times and  
at all locations. 
Climate and carbon 
Eastman realizes the significance of climate 
change and the need to act in response to its 
effects. We understand that even small actions 
can create positive change. We continually 
evaluate and improve our strategies focused 
on the efficient use of natural resources 
and environmental protection and seek 
opportunities for decarbonization within our 
operations. We also innovate to bring lower-
carbon solutions to the market through 
sustainable products.  We are committed to 
continuing voluntary, responsible actions on 
climate change.
 
Values, policy, and guidelines (continued)
The concept of a holistic zero-incident 
mindset centers on a complete focus 
on each task at hand and a view that all 
incidents are preventable. The zero incident 
mindset embraces all of our values:  
safety and wellness, inclusion and diversity, 
ethics and integrity, and sustainability.

Eastman Naia™ cellulosic yarn
Made from the cellulose esters of renewable wood 
pulp, Eastman Naia™ cellulosic yarn is a new brand 
of fiber that can be knitted or woven into fabric, 
providing comfort, ease of care, and excellent dry 
rates for textiles and garments.
Sustainability  
in action

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
19
Fast forward and the global issue of waste 
plastics and plastics in the ocean has 
quickly escalated. While the desire to create 
a more circular economy has grown over 
time, the concept has become one of critical 
mass across nearly all industries and markets. 
Driven by increasing public awareness and the 
changing regulatory landscape, many consumer 
product companies are setting aggressive goals 
for reducing waste, incorporating sustainably 
sourced feedstocks and increasing the 
recyclability of their products or packaging. As a 
materials company, we are actively engaging our 
markets and our customers to determine how 
we can leverage our technologies and application 
development expertise to help enable those 
companies to meet their goals and accelerate a  
more circular economy. 
In early 2019, Eastman introduced two 
innovative chemical recycling technologies: 
advanced circular recycling and carbon renewal 
technology. Complementary to mechanical 
(traditional) recycling, these solutions can unlock 
value in waste plastics that cannot be recycled 
or are difficult to recycle today, delivering a true 
circular solution. 
Accelerating a more circular economy
Sustainability in action
Collaborations
As an innovation-driven materials  
company developing solutions for the 
world, it’s critical that we have a better 
understanding of the world around us  
and the macro trends impacting it. 
In 2012, Eastman connected with  
world-class ocean scientists at the Woods 
Hole Oceanographic Institution (WHOI)  
to hear their thoughts on some of the 
biggest challenges facing the planet. 
From this interaction, we came to  
realize the threat of climate change  
and waste plastics. 
continued on page 20
Advanced circular recycling 
Through the process of methanolysis, polyester 
plastic materials are taken back to their polymer 
building blocks. These building blocks can then 
be reintroduced to the production of new 
polyester-based polymers. Advanced circular 
recycling technology can be an especially 
impactful solution as low-quality polyester 
waste that would typically be diverted to 
landfills can instead be recycled into high-
quality polyesters in our specialty plastics 
portfolio suitable for use in a variety of end 
markets, including food contact applications.
Carbon renewal technology 
Capable of recycling some of the most complex 
plastic materials, from specialty materials to 
mixed plastics to alloys and components, this 
new recycling technology addresses plastics 
that cannot be recycled with conventional

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
20
recycling technologies, diverting materials such 
as flexible packaging and plastic films, among 
others, from landfills. By modifying the front end 
of Eastman’s acetyls production stream, carbon 
renewal technology converts mixed plastic 
feedstock back to simple and versatile molecular 
components. The process partially oxidizes the 
plastic, converting the feedstock input at very 
high efficiency back into the basic building 
blocks of Eastman’s cellulosics product lines that 
serve industries such as ophthalmics, durables, 
packaging, textiles and nonwovens.
Partnership and collaboration across the value 
chain is critical to give these circular solutions the 
scale and capacity that the challenges demand. 
Earlier this year, Eastman joined the Ellen 
MacArthur Foundation’s Circular Economy  
100 (CE100), a collaborative environment 
focused on bringing business, innovators,  
cities, governments, universities, and thought 
leaders together to create solutions that enable  
a more circular economy. We collaborated  
with other members on the Mass Balance  
white paper project. 
Accelerating a more circular economy (continued)
 
Downstream products 
provide brands with 
opportunity to meet 
their commitments on 
recycled content.
5
Through methanolysis,  
 
waste plastic is converted back 
to its monomer building blocks 
to create recycled feedstock.
3
Consumers dispose of 
polyester and waste 
plastic is collected.
1
The recycled feedstock can  
then be reintroduced to the 
production of new materials.
4
Eastman provides  
 
the advanced recycling  
technology to complement 
mechanical recycling.
2
MECHANICAL
RECYCLING
LANDFILL
continued on page 21
A pictorial model of Eastman’s  
advanced circular recycling
Eastman is a partner in the  
Ellen MacArthur Foundation Mass 
Balance white paper project.

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
21
Because preventing plastic leakage through the 
supply chain of a product is a key component 
to circular economy, Eastman also joined the 
Plastic Leak Project led by Quantis with the 
primary focus of increasing science, data and 
methodology to better measure plastic leakage. 
Through our established relationship with Woods 
Hole Oceanographic Institution, Eastman is 
serving as a facilitator to help engage scientific 
experts and advocate for sound science. Other 
initiatives and memberships to reduce leakage 
include Plastics Industry Association and 
Operation Clean Sweep.
Learn more at eastman.com/circulareconomy. 
Accelerating a more circular economy (continued)
 
A pictorial model of Eastman’s  
carbon renewal technology.
5
Consumers dispose 
of mixed plastics and 
other feedstocks.
1
4
By modifying the front end 
of our cellulosics and acetyls 
production, mixed waste 
plastics are converted back to 
simple and versatile molecular 
components via our carbon 
renewal technology.
2
MECHANICAL
RECYCLING
LANDFILL
By recycling postindustrial or 
pre-consumer scrap materials or 
products, we can help close the
loop and prevent leakages 
throughout the product life.
Downstream products 
provide brands with 
opportunity to meet 
their commitments on 
recycled content.
Without compromising safety or 
performance, Eastman materials with 
recycled content can be made into 
products used by consumers every day.
3
As a leader in materials innovation, Eastman 
can now provide unique circular solutions 
that will support our customers and end-
users in achieving their sustainability goals.
“
— Steve Crawford
Senior Vice President and Chief Technology Officer

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
22
Accelerating a more circular economy, continued
 
In addition to our recycling technologies 
and partnerships, we are embracing a more 
circular economy in tangible ways — from 
reducing waste to commercializing products 
with a better beginning and end-of-life.  
Minimizing waste, one event at a time
Eastman’s corporate events team challenged 
themselves to embed sustainable meeting 
practices into the company’s Global Innovation 
Summit earlier this year. The event brought 
1,000 employees and guests from around 
the world to Kingsport. With an emphasis on 
minimizing waste, the team served zero single-
use bottled waters, diverting an average one-
to-two bottles per attendee/per day from the 
landfill, encouraged reusable water bottles, used 
reusable dinner ware and food service supplies, 
and worked with other Eastman teams to create 
a mobile app for the event, resulting in limited 
use of paper for printed materials.
Debuting in Spring 2020, Eastman Avra™ 
recycled performance fibers transforms our 
existing performance fibers technology by 
producing it with 100 percent post-consumer 
recycled PET material across the portfolio. Avra™ 
is a family of performance fibers enabled by a 
proprietary spinning technology. The exceptional 
moisture and thermal management imparted 
by Avra™ fibers means fabrics dry quickly — 
up to 50 percent faster than conventional 
polyester fabrics — helping wearers stay 
more comfortable during demanding physical 
activities and reducing drying times.
Tre-va™ engineering bioplastic
One of the biggest challenges was managing 
food waste. The team contracted a local 
composting company to process any food 
waste, which resulted in more than 1,100 
pounds of food waste being diverted from 
landfill. Beyond that, the team donated any 
food that was prepared but not served to 
Second Harvest for distribution to local families 
and organizations.
 
Avra™ recycled performance fibers
Eastman Treva™ engineering bioplastic will be 
one of the first Eastman products to benefit 
from carbon renewal technology, which will 
further enhance Tre-va’s beginning-of-life 
profile. Tre-va™ is a cellulose-based plastic 
for opaque and color-tinted materials with 
better performance and less environmental 
impact. In addition to having over 40 percent 
of its content from biobased materials, Tre-va™ 
enabled by carbon renewal technology will 
have a significant part of its remaining content 
derived from allocated certified recycled plastic.

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
23
As our company has transformed over 
the last several years, we’ve developed 
a comprehensive, global strategy for our 
societal efforts. Our strategy focuses on 
the right projects in the right places with 
the right partners where we can make the 
greatest collective impact. Perhaps the 
most critical factors in this equation are the 
partnerships and collaborations.
We prioritize catalytic projects and 
partnerships that combine our resources, 
expertise and influence to drive social 
innovation in education, environment, 
empowerment and economic development. 
Together with the Eastman Foundation, the 
company works across the value chain to 
strategically align with business, government, 
nongovernment and community organizations 
on the projects and initiatives that bring 
solutions to significant, real-world problems.  
We look intently for those opportunities that 
open doors across multiple key areas, such as 
bringing together environment and education. 
We recognize the constraints on our natural 
resources; the inextricable linkage of water, 
energy, food, and materials; and the need for 
solutions to sustain us in the future. We also 
recognize that many of those solutions aren’t 
available today. To that end, we are actively 
working with organizations where we can take 
immediate actions to preserve and protect the 
environment as well as educate and develop the 
next generation. 
For example, the Eastman Foundation’s  
18-year partnership with The Nature 
Conservancy has aided in the expansion of 
Partnering to drive social innovation
Sustainability in action
Partnerships and collaborations
In 2018, the Eastman 
Foundation assisted in the 
seven-acre expansion of 
the Schoolyard Springs 
Preserve in Shady Valley, 
enabling The Nature 
Conservancy to implement 
a stream restoration 
project and open up 
additional opportunities 
for education, research 
and outreach efforts.
continued on page 24
PAUL KINGSBURY, THE NATURE CONSERVANCY

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
24
wetlands for at least 26 rare, threatened or 
endangered plant and animal species, investing 
in the unique biodiversity of the Shady Valley 
area of Northeast Tennessee’s South Fork 
Holston River basin. Shady Valley covers four 
preserves totaling 785 acres, including 549 acres 
of mountain land and 236 acres on the valley 
floor. In 2018, the Eastman Foundation assisted 
in the seven-acre expansion of the Schoolyard 
Springs Preserve in Shady Valley, enabling The 
Nature Conservancy to implement a stream 
restoration project and open up additional 
opportunities for education and outreach efforts. 
With its focus on addressing the most urgent 
conservation challenges at the largest scale by 
pursuing science-based, nonconfrontational, 
pragmatic, market-based solutions, The Nature 
Conservancy remains a valued Eastman 
Foundation partner as we work together to 
leave a sustainable world for future generations.
We know that 70% of our world is covered 
with water — most notably, the ocean. So as 
we have looked at the complex macro trends 
facing society and our businesses over the last 
several years, we realized that, although the 
ocean is the fundamental driver of our climate, 
atmospheric, weather, food, energy and water 
systems, we know relatively little about it. If we 
are going to design products and technologies 
for the future, we need to know what that 
future may hold. 
Our efforts to collaborate in this space started 
in 2012 with the Woods Hole Oceanographic 
Institution. Since that time, we’ve built a strong 
platform of support for ocean research and 
education. We are actively promoting and 
enabling innovative technologies to accelerate 
ocean research; developing unique educational 
curriculums for ocean processes, robotics and 
synthetic biology; and providing opportunities 
for students to compete in ocean science and 
robotics competitions at a national level. 
In June 2019, the Eastman Foundation, in partnership with STREAMWORKS, welcomed the 18th annual Marine Advanced 
Technology Education (MATE) International ROV Competition to Kingsport, Tennessee. 
continued on page 25
It takes partners in business and 
education to make these programs  
and opportunities possible for 
students. Thanks to partners like 
Eastman, I know that our future 
technical and engineering workforce  
is in good hands.
— Jill Zande
president and executive director at MATE 
Inspiration for Innovation (MATE II)
“
Partnering to drive social innovation (continued)

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
25
Bringing underwater  
robotics inland
Earlier this year, the Eastman Foundation 
in partnership with STREAMWORKS,  
welcomed the 18th annual Marine Advanced 
Technology Education (MATE) International 
ROV Competition to Kingsport, Tennessee. 
Typically held in coastal cities, the MATE 
ROV Competition has historically focused on 
robotics in an ocean environment. To bring 
the competition to East Tennessee presented 
a unique opportunity to demonstrate how 
underwater robots can and are being used in 
inland waterways and freshwater environments. 
Hosted at the state-of-the-art Kingsport Aquatic 
Center, students put their remotely operated 
vehicles (ROVs) to the test with a focus on 
ensuring public safety, maintaining healthy 
waterways and preserving historical artifacts. 
Eastman’s education efforts to advance science, 
technology, engineering, arts and math (STEAM) 
hinge on strategic partnerships and initiatives 
such as MATE and STREAMWORKS to help 
ensure a successful workforce in the future.  
Partnering to drive social innovation (continued)
 
For more information about Eastman Foundation global 
initiatives, visit EastmanFoundation.com.

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
26
Translating trends into value
Sustainability in action
Over the last several years, we have 
accelerated the transformation of 
Eastman’s portfolio with the aspiration 
to become the world’s leading materials 
innovation company. By leveraging our 
innovation-driven growth model, we’re 
committed to finding new applications for 
heritage Eastman products while acquiring 
specialty businesses that complement our 
technologies and investing in innovation  
of new products to expand our portfolio.  
This unique model, based on our world-class 
technologies, relentless market engagement 
and differentiated application development, 
is central to our strategy. With a shift in 
strategy comes a shift in how we operate 
and engage across the value chain — 
downstream and upstream.
Health and 
wellness
• Product safety in 
durables and packaging
• Low VOC coalescents
Emerging 
middle class
• Low odor in adhesives
• Higher performing 
products
Natural  
resource 
efficiency
• CAFE standards
• Bioplastics
Feeding a 
growing 
population
•  Antibiotic free
• Crop yields
Macro trend examples
Product examples
Eastman Enhanz™
Adding value to your recipe
Eastman 
propionic acid
Banguard® 
crop protection
While sustainability is a term most people 
have heard, truly understanding global 
sustainability drivers and macro trends was 
traditionally a skill of a corporate sustainability 
team. That simply isn’t acceptable for us. To 
be successful, we must embrace sustainability 
across the company. And that’s exactly what 
Eastman’s sales, marketing and procurement 
teams are doing. 
Understanding how disruptive macro trends 
impact consumers, markets and downstream 
customers has become critical to our customer 
engagement. It has also become a critical piece 
continued on page 27

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
27
of supplier engagement. As we gain more insight 
downstream, we must then translate that back 
to our internal teams and up the value chain 
to our suppliers. Over the last year, our sales, 
marketing and procurement organizations have 
aligned under our Executive Vice President and 
Chief Commercial Officer, Brad Lich, and more 
recently under the leadership of Julie McAlindon, 
Chief Procurement Officer and Vice President, 
Global Marketing & Sales. This alignment 
allows us to consistently drive sustainability 
commitments and philosophy across these 
organizations — translating to a holistic 
approach to embedding sustainability into our 
value chain engagement. 
“The more we can integrate  
sustainability into customer engagement, 
translate that discovery into insight for  
our innovation programs, and drive 
sustainable practices and expectations up 
the value chain to our suppliers, the more 
success we will have,” says McAlindon.
“Embracing sustainability is a basic expectation 
for our teams. We’ve invested resources into 
training our sales teams to do deeper discovery 
with our customers. We’ve focused on creating 
a differentiated experience for our customers 
Translating trends into value (continued)
 
— enabling more strategic and collaborative 
engagements. Having a better understanding of 
the challenges facing our world creates the basis 
for a different kind of conversation.”
As we look upstream to our supply base, our 
sourcing teams have reenergized their focus 
on sustainable procurement. In 2015, Eastman 
was the first U.S.-based company to join 
Together for Sustainability (TfS), a consortium 
of 23 companies supporting transparency and 
sustainable supply chains. Through this initiative, 
we have the ability to assess the sustainability 
performance our supply base using EcoVadis. 
We also provide our assessment to customers 
looking to evaluate Eastman’s performance. 
In 2018, the company scored in the 98th 
percentile, achieving EcoVadis Gold rating.   
“Assessing the sustainability practices of our 
supply base is essential — not optional,” says 
McAlindon. “If we are going to commit to 
sustainability as a company, then it’s a basic 
expectation that our suppliers commit as well. 
It’s simply part of doing business with Eastman. 
The sustainability of our portfolio relies not only 
on how responsibly we manage resources to 
manufacture our products, but also, what basic 
materials are in it? How were they sourced? 
What sustainable certifications does the supplier 
have? These are all questions we must consider.”
Sustainability doesn’t start and  
stop at our manufacturing facilities. 
It’s a continuum. We see that more 
and more with the heightened  
focus on circular economy.
“
— Julie McAlindon
Vice President, Chief Procurement Officer, 
Global Marketing & Sales
continued on page 28

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
28
Translating trends into value (continued)
 
“Sustainability doesn’t start and stop at our 
manufacturing facilities. It’s a continuum. We 
see that more and more with the heightened 
focus on circular economy. So we are investing 
in our procurement and sales teams to enable 
them to actively integrate sustainability into 
their daily operations and engagements. We 
are reflective of the company transformation, 
shifting from technology-driven to market-
driven. It’s challenging. Change isn’t easy. But 
we recognize that it is necessary to continue 
delivering value and delivering on our promise 
to enhance the quality of life in a material way.”
Eastman Tetrashield™
Through our innovation-driven growth model to 
relentlessly engage the market and leverage our 
technology platforms to deliver differentiated 
applications, we are redefining coating systems. 
And in a world that will have 2.5 billion more 
people by 2050, including a growing middle 
class demanding higher quality, safe and 
sustainable products, innovating new solutions 
is imperative.
Based on the monomer technology found in 
Eastman Tritan™ copolyester, a leading material 
in food packaging and housewares, the unique 
technology behind Eastman Tetrashield™ 
protective resin systems delivers a balance 
of durability and flexibility for coatings used 
in canned foods with improved performance, 
shelf life, safety and regulatory compliance. 
Simply put, whether a can of food is on a store 
shelf or in a kitchen cabinet, a lot depends on 
the coating inside: product life, food safety, 
regulatory compliance, and brand reputations. 
Consumers trust the coating in the metal 
packaging will protect their food. . . and them.
Additionally, the technology enables higher-
solids coatings while maintaining excellent 
application parameters. This allows for more 
efficient film build, faster film drying, and 
ultimately a more efficient coating process. 
Tetrashield is a win for the consumer, the brands, 
the formulators, and Eastman.  
With BPA-free Eastman Tetrashield™ 
protective resin systems, food packaging 
professionals can formulate coatings 
with a unique balance of durability  
and flexibility.

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
29
Over the last year, we have expanded the 
definition of “incident” beyond personal 
and process safety to include any departure 
from our core values, expected behaviors 
and principles — the key elements of 
Eastman’s strategy and culture. 
We introduced the concept of a holistic 
zero-incident mindset, centered on complete 
focus on each task at hand and a view that 
all incidents are preventable in all of these 
categories, focusing heavily on our values: 
safety & wellness, inclusion & diversity, ethics & 
integrity, and sustainability. In short, we are who 
we say we are and do what we say we’re going 
to do — the right way!
Safety
Since introducing the ALL IN FOR SAFETY 
initiative in 2012, we’ve changed how we 
discuss and approach safety at Eastman. While 
we are making progress, we recognize the need 
to continue efforts to meet our safety targets 
and accelerate our journey towards the ultimate 
goal of no one getting hurt.
Over the last two years, we recommitted 
ourselves to pursuing and achieving continual 
excellence in both personal and process safety. 
We understand that serious events have the 
potential to impact all of our stakeholders — 
especially our employees and communities 
where we operate. We’ve shifted to measuring 
Fostering a zero-incident mindset
Sustainability in action
A zero-incident mindset is an expectation for every employee. 
From a health, safety, environmental, and security perspective, 
we believe all incidents are preventable and we strive for zero 
incidents — zero injuries, accidents, loss of primary containment 
events, permit deviations, and zero security breaches. We want 
every employee to approach each and every job with a zero-
incident mindset and work proactively to prevent all incidents. 
“
— Hanneke Counts
Vice President of Global Health, Safety, Environment & Security
continued on page 30

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
30
leading indicators to help assess and eliminate 
potential risks before they become an incident. 
For personal safety, we now track and report 
Serious Injuries and 
Fatalities (SIF) and 
Potential SIF, and each of 
these cases is reviewed 
at the executive level. We 
are tracking process safety 
incidents as defined by 
the American Chemistry 
Council, looking beyond 
Tier I and II to leading indicators at Tier III  
and IV. By reviewing lower-tier process safety 
events, we can proactively mitigate risk of 
higher-tier events.   
Fostering a zero-incident mindset (continued) 
Ethics & integrity
When it comes to fostering a zero-incident 
mindset, we can’t focus on safety alone. To 
be truly zero-incident, we must also focus on 
having zero incidents when it comes to honesty 
and integrity. Our goal is to have zero incidents 
of unethical behavior. Every day, every employee 
is personally responsible for upholding the 
company’s values and not compromising our 
integrity when faced with difficult decisions. 
We recognize that how we treat each other at 
work and how we interact with our external 
stakeholders determines how Eastman is viewed 
by the business world, the communities in which 
we operate, and potential future employees. 
A critical factor in fostering a zero-incident 
mindset is reporting concerns. If faced with 
concerns over possible unethical behavior, we 
strongly encourage team members to promptly 
seek advice on the proper course of conduct or 
report it. By voicing concern, team members 
help us maintain our culture of integrity and 
prevent or minimize harm. Eastman has a strict 
no retaliation policy for employees who raise 
concerns in good faith, even if the concern 
proves to be unsubstantiated. It is absolutely 
vital that we act ethically not only to maintain 
our reputation and comply with laws and 
regulations, but also because it is simply the 
right thing to do.
A zero-incident mindset doesn’t mean we are perfect, but it does 
mean we are committed to doing business the right way. It takes 
commitment by all of our team members to work with honesty and 
integrity and to speak up when we see something that doesn’t align 
with our culture.
— Karen Guske

Director of Public Policy and Global Business Conduct
“
Processes and systems don’t innovate. People innovate. That means 
that every team we have on the ground at Eastman needs to feel 
valued and be absolutely, fully engaged in order to contribute to  
their fullest potential. Our focus on inclusion and diversity ensures  
an environment where everyone’s unique perspectives and skills  
are leveraged to drive our corporate strategy and the experience  
of fulfilling careers.  
— Eryn O’Brien

Vice President of Global Talent Management
“
continued on page 31
Safety, continued

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
31
permits and regulations so that our employees, 
communities, and everyone who depends  
on our compliance is protected. But having  
a zero-incident mindset is much bigger  
than compliance. 
In a world that needs answers and solutions 
that we simply don’t have today, having a zero-
incident mindset pushes us to define where we 
need to drive toward zero and think outside the 
lines to get there. The world needs innovation, 
and innovation isn’t easy. It doesn’t happen 
overnight. But to be a sustainable company and 
sustain a growing population into the future, 
innovating smarter and faster is imperative. 
Whether it is zero waste, zero emissions, carbon 
neutrality, or circular economy, sustainability is 
a continuum. While zero may not be realistic, it 
will drive strategic shifts and behavior changes 
to make a real impact.
Inclusion & diversity 
A key part of our commitment to operating  
with the highest ethical business standards  
and integrity extends to creating an inclusive 
environment at Eastman. We’re striving to grow 
a workforce with increasingly diverse talents, 
perspectives and experiences that bring the best 
ideas to the table. A zero-incident mindset is 
vital to fostering an inclusive culture that inspires 
innovation, and enables our employees to bring 
their full selves to work every day and bring out 
the best in each other. At Eastman, by leveraging 
the diverse experiences and perspectives of 
all our employees, every employee has an 
opportunity to achieve personal growth as well 
as contribute to the growth of our business. 
It’s about providing a future for our company, 
which is extremely important because when the 
company wins, our people win, our communities 
win, and all of our stakeholders win. We have 
a number of inclusion & diversity initiatives 
that help us connect and engage our talent, 
including Eastman Resource Groups (ERGs), 
immersive Leadership Learning Labs, and other 
developmental experiences. We partner with 
campuses and other organizations to recruit  
the best talent to our company.  We support 
local celebrations and events that strengthen  
the communities where we live and work.  
Learn much more about inclusion & diversity  
at eastman.com/diversity. 
Having a zero-incident mindset pushes us to set ambitious stretch 
goals. We may not already know exactly how we will get there,  
and that’s the exciting part. That drives creativity and collaboration. 
That drives strategic thinking. That drives innovation to deliver 
impactful solutions.
— Cathy Combs 

Director of Sustainability
“
Fostering a zero-incident mindset (continued)
 
Sustainability
Having a zero-incident mindset when it 
comes to sustainability can mean many things 
to different people. And as we look at the 
company’s values and how we are implementing 
zero-incident mindset, we realize they all 
connect under the umbrella of sustainability, 
encompassing governance, social and corporate 
responsibility, and, of course, environmental 
performance. How we protect and conserve 
our natural resources and drive for continual 
environmental performance plays a critical 
role in Eastman’s sustainability commitments. 
We take our license to operate very seriously, 
and our communities expect us to operate in 
a manner that doesn’t negatively impact the 
communities and environments where we 
work and live. For example, our environmental 
permits, laws, and regulations are designed to 
protect human health and the environment. 
And so, because we care, we comply with these

This year, we continue to report on the  
goals and targets we established looking towards 
2020. We review our goals regularly and establish 
targets that challenge us to continually improve.
Goals and  
progress

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
33
Priority goals
2020
Reduce energy
intensity by 20
%
by
Energy
2020
Reduce GHG
intensity by 20
%
by
Greenhouse gas emissions
Water
Increase water use efficiency  
and ensure sustainable withdrawals  
and supply
Safety
Maintain our strong 
commitment to a  
zero-incident mindset
Focused
good for good
Creating shared value through  
strategic partnerships and  
social innovation
Driving resource 
productivity
Creating productivity value  
through more efficient  
use of resources
 
Steering 
a sustainable 
portfolio
Creating innovative value 
through our sustainable  
products
Innovation
Drive Eastman to innovate more 
sustainably advantaged products
PRODUCT PORTFOLIO
Focused on education, environment, empowerment, 
and economic development
SUPPORT CATALYTIC  
projects and initiatives

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
34
	
Steering a sustainable portfolio
Goal 
Progress details
Drive Eastman to innovate more sustainably 
advantaged products 
Within the first year of sustainability assessment integration into innovation: 
•	 We completed assessments of approximately 40% of our innovation portfolio, up from 0% just one year earlier when 
the new assessment was launched. The assessments are completed collaboratively by project leaders, marketing and/or 
technical leaders in a facilitated setting guided by a Corporate Sustainability team member. Assessments adhere to the 
Framework for Portfolio Sustainability Assessments that Eastman collaborated with eight other chemical companies to 
develop jointly with the World Business Council for Sustainable Development.    
•	 Approximately 80% of our innovation projects assessed (by count) are classified as sustainably advantaged or 
leadership level, the highest possible rating in our portfolio assessment.
•	 Approximately 30% of the innovation portfolio (assessed and not yet assessed) is advantaged or leadership level. 
As we continue the integration of sustainability assessment into our innovation process, we are establishing baselines and 
targets. Currently, any innovation project not identified as sustainably advantaged or higher requires additional discussion 
and risk mitigation.
Driving toward a more sustainable product portfolio requires leadership buy-in, culture and behaviors that reinforce and 
reward decisions to pursue development of sustainable products, tools to evaluate and track progress, goals and targets 
that are meaningful and strategic for our businesses and our corporation as a whole, and assurance systems to validate our 
evaluation and reporting.  
We are well into the journey to drive our portfolio decisions by intentionally incorporating sustainability as a choice in 
product innovation, and have made demonstrable progress by having already: created and launched a Sustainable Portfolio 
Subcouncil comprised of key influencers and sustainability champions across the company; designed and launched the 
assessment integrated into innovation; and begun to generate a baseline which we will use to set targets. We anticipate 
reporting the overall sustainability performance of our entire innovation portfolio in our 2020 sustainability report. 
Drive Eastman portfolio toward more 
sustainable offerings
Based on our innovation project assessments, we began to develop a commercial portfolio assessment process in  
2018 and are continuing through 2019 with the intention of initiating the commercial assessment toward the end of  
the year. At this time, we plan to report progress on metrics for this goal in the 2020 report. We anticipate tracking 
progress on metrics such as percent of Eastman revenue generated by sustainably advantaged products with  
goals for improvement over time.
Goals and progress

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
35
Goal 
Progress details
Improve energy efficiency of operations by 
20% by 2020 against the 2008 baseline 
Through 2018, energy intensity improved 10.9% compared to the 2008 baseline.  
Reduce greenhouse gas (GHG) emissions per 
unit of production (GHG intensity) by 20% by 
2020 against the 2008 baseline
2018 greenhouse gas intensity decreased 20% compared to the baseline, meeting our 2020 target  
ahead of schedule.
Increase water use efficiency and ensure 
sustainable withdrawals and supply
 
While water is a basic need for our manufacturing operations, Eastman is committed to increasing water efficiency.  
Recycling water in manufacturing operations reduces water demand and raw water treatment costs and enhances energy  
and water efficiency. Essential recycling operations include condensate recovery and reuse and recirculating cooling towers as  
well as reuse of water within some processes for heat recovery.
Total withdrawals are monitored for all sites where Eastman has controlling ownership.  
Water withdrawals for 2018 increased by 17% compared to 2017. The increase was heavily influenced by counting large 
rainfall events per the Carbon Disclosure Project methodology.
Reduce total number of reportable releases by 
25% by 2020 against the 2010 baseline.
Improved process safety also reflects our strong commitment to environmental performance. In 2018, we had  
54 reportable releases, a reduction of 11% compared to the 2010 baseline.
Reduce volatile organic compounds (VOC) by 
15% by 2020 against the 2010 baseline
2018 VOC emissions decreased 17% compared to the baseline, exceeding our 2020 target.
Reduce toxic release inventory (TRI)  
emissions to the air by 25% by 2020 against 
the 2010 baseline
2017 TRI air emissions decreased 16% compared to the baseline.
continued on page 36
*See eastman.com/sustainability for detailed charts.
	
Driving resource productivity
Goals and progress (continued)

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
36
Goal 
Progress details
Reduce hazardous waste (indexed to 
production) by 15% by 2020 against the  
2010 baseline
2018 hazardous waste indexed to production increased 9% compared to the baseline. 
Maintain our strong commitment to a  
zero-incident mindset
 
While we continue to make progress, we recognize the need to focus our efforts to develop a zero-incident mindset that 
encompasses all aspects of operational excellence, including personal safety and process safety. 
Specific to our safety goal, in 2018, we established process safety targets for each of our business segments and integrated 
process safety into the foundational structure of our business leadership teams. We understand that any process safety event 
isn’t acceptable in a zero-incident mindset, and serious events have the potential to impact all of our stakeholders. We are 
tracking process safety incidents as defined by the American Chemistry Council.
Additionally, we have shifted our personal safety focus to track and report Serious Injuries and Fatalities (SIF) and Potential 
SIFs. This change represents a clear shift in our commitment and culture to track leading indicators and assess potential 
risks to prevent injury or incident before it occurs.
Targets we continue to monitor and report:
• 2018 Global Process Safety Incident Rate 0.11 against target of 0.13 
• 2018 Global Recordable Injury Rate 0.73 against target of 0.54 
• Zero employee or contractor fatalities in 2018
	
Driving resource productivity
*See eastman.com/sustainability for detailed charts.
Goals and progress (continued)
Operating responsibly and driving continuous improvement takes 
engagement and commitment at every level of the company. There is no 
one-size-fits-all solution. The challenges facing our world are complex.  
The solutions are complex. And that’s where Eastman excels — converting 
complexity into value — every day.
 

“
— Mark Cox

Senior Vice President, Chief Manufacturing,  
Supply Chain, and Engineering Officer

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
37
	
Focused good for good
Goal 
Progress details
Support catalytic projects and initiatives 
focused on education, empowerment, 
economic development and the environment 
Eastman leverages corporate and Eastman Foundation resources to invest in unique partnerships and initiatives that 
drive transformational change through the lens of four priority areas — education, empowerment, economic 
development and environment. With the convergence of innovation, technology and sound science, we prioritize 
opportunities that allow us to combine the unique expertise of Eastman team members around the world with strategic 
partners to bring solutions to significant, real-world problems. 
Over the last year, Eastman has accelerated its efforts to help address the global waste plastic issue and advance  
the circular economy. In addition to the company’s investments to commercialize advanced recycling technologies  
for waste plastic, Eastman is partnering and actively collaborating with strategic influencers in the circular economy  
and blue initiatives space. Examples include Ellen MacArthur Foundation CE100, Quantis Plastic Leak Project, Business 
for Social Responsibility, Operation Clean Sweep, Singapore Chemical Industry Council’s Clear Shores, and the Clean 
Waters Campaign.
Additional examples of initiatives and progress are included in this report and online at responsibility.eastman.com. 
Goals and progress (continued)
Eastman Foundation, in 
conjunction with the 2018 G7 
Summit, advocated for action 
to better understand our ocean 
by launching the Great Blue 
Challenge. The challenge is 
designed to spark innovation 
and find unique, creative and 
potentially transformative 
projects that will expedite ocean 
research. For more information, 
visit GreatBlueChallenge.org.
2018 Great Blue Challenge grant recipients
Marco Island Academy 
Charter High School
Naples, Florida
Robotic video reef observations 
project
Oglethorpe Charter School
Savannah, Georgia
Girls in Engineering and Maritime 
Science (GEM)
Scripps Institution of 
Oceanography, Mira Costa 
College
Carlsbad, California
Low-power wave energy converter

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
38
Other reports of interest
Leadership. 
Innovation.
Impact.                
Sustainability Report  2016 
Covering the period January–December 2015
This report focuses on our progress and 
challenges during 2018 and early 2019 
and includes quantitative data for the 
year ending December 31, 2018, unless 
otherwise noted. 
The report covers Eastman’s wholly owned 
operations. We are committed to including 
information on newly acquired sites within 
three years of acquisition. This report follows 
the Global Reporting Initiative’s (GRI) standard 
framework and meets requirements for the 
United Nations Global Compact Communication 
of Progress. 
Based on the stakeholder mapping assessment 
we completed for this report, we identified 
the topics of significance and indicators that 
are most relevant to our internal and external 
stakeholders and their alignment to both 
our strategy. We also examined our business 
opportunities and risks and evaluated external 
trends related to our business. See Strategy and 
Stakeholder engagement sections of this report 
for more detail. 
The data used in this report was collected 
through several information management 
processes, including instrumentation, 
monitoring, sample collection and analysis, 
engineering estimates, material balances and 
other methods. Eastman has rigorous internal 
policies and practices to ensure the content of 
this report is accurate. Additionally, Eastman’s 
internal auditors assess the information 
in conformance with standards set by the 
Institute of Internal Auditors (U.S.). Internal 
auditors assessed the information contained 
in the report to ensure appropriate supporting 
documentation exists. Many of the financial 
data included are taken from the consolidated 
financial statements contained in the  
Eastman 2018 Annual Report.
Sustainability at Eastman
Moving forward together
Sustainability Report, June 2014
Covering the period January–December 2013
2014 Sustainability 
Report: Moving 
forward together
2018 Annual 
Report: 
Enhancing the 
quality of life in a 
material way
2018 Databook: 
Enhancing the 
quality of life in a 
material way
2015 Sustainability 
Report: Gaining 
momentum
2016 Sustainability  
Report: 
Leadership. 
Innovation. 
Impact.

1 
Sustainability Report  2017 
Covering January–December 2016
Innovating
with purpose 
2017 Sustainability 
Report: Innovating 
with Purpose
2018 Sustainability 
Report: Changing the 
Trajectory
Scope of report

Global  
Reporting
Initiative (GRI) 
Advanced Circular Recycling 
Advanced circular recycling complements  
basic mechanical recycling. Through 
methanolysis, polyester materials are taken 
back to their polymer building blocks. These 
building blocks can then be reintroduced to the 
production of new polyester-based polymers, 
delivering a true circular solution.

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
40
*UNGC = United Nations Global Compact requirements  • SDG = Sustainable Development Goals  
Global Reporting Initiative content index
This report aligns with the GRI Standards. Eastman self-declares the 2019 report as “In Accordance-Core.” 
The information included also serves as Eastman’s Communication of Progress as a member of the United Nations Global Compact (UNGC).
Disclosure 
Number
Description
   Cross-Reference or Answer
Pages
SDG*
UNCG* 
Connection
GRI 102 General Disclosures
102-1
Name of the organization
Eastman at a glance
3
102-2
Activities, brands, products, and services
Eastman at a glance;  Eastman brands     
Marketing materials in all formats originate in the business organizations and are 
reviewed by attorneys and experts within Eastman’s Law Department. The team 
carefully reviews the content of the marketing materials to ensure compliance 
with applicable advertising laws, regulations and standards as well as Eastman’s 
Code of Business Conduct. When necessary, reviewers seek input from fellow 
Eastman experts or third-party consultants.                                                                                                                                 
3
102-3
Location of headquarters
Kingsport, Tennessee, USA
102-4
Location of operations
Locations
102-5
Ownership and legal form
2018 10K Report
102-6
Markets served
Eastman at a glance                                                                                                                                           
Markets
3
102-7
Scale of the organization
Eastman at a glance                                                                                                                                           
2018 10K Report
3
102-8
Information on employees and other 
workers
Appendix
54
102-9
Supply chain
Value Chain
11
102-10
Significant changes to the organization 
and its supply chain
2018 10K Report
8
6
102-11
Precautionary principle or approach
Sustainability Governance

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
41
Global Reporting Initiative content index (continued)
*UNGC = United Nations Global Compact requirements  • SDG = Sustainable Development Goals  
Disclosure 
Number
Description
   Cross-Reference or Answer
Pages
SDG*
UNCG* 
Connection
102-12
External initiatives
Responsible Care
Product Stewardship
102-13
Membership of associations 
Memberships 
102-14
Statement from senior decision-maker
CEO message 
2
102-15
Key impacts, risks, and opportunities
Stakeholder engagement and priority matrix
2018 10K report
11 – 13
102-16
Values, principles, standards, and norms 
of behavior 
Values 
Code of Business Conduct
16
10
102-17
Mechanisms for advice and concerns 
about ethics
Code of Business Conduct
Sustainability Governance
16
10
102-18
Governance structure 
Corporate Governance
102-19
Delegating authority 
Corporate Governance
102-20
Executive-level responsibility for 
economic, environmental, and  
social topics 
Corporate Governance
102-21
Consulting stakeholders on economic, 
environmental, and social topics 
Corporate Governance
16
102-22
Composition of the highest governance 
body and its committees 
Board of Directors
5, 16
102-23
Chair of the highest governance body 
Board of Directors
16
102-24
Nominating and selecting the highest 
governance body 
Corporate Governance
5, 16

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
42
Global Reporting Initiative content index (continued)
*UNGC = United Nations Global Compact requirements  • SDG = Sustainable Development Goals  
Disclosure 
Number
Description
   Cross-Reference or Answer
Pages
SDG*
UNCG* 
Connection
102-25
Conflicts of interest 
Corporate Governance
16
102-26
Role of highest governance body in 
setting purpose, values, and strategy
Corporate Governance
14
102-27
Collective knowledge of highest 
governance body
Corporate Governance
102-28
Evaluating the highest governance 
body’s performance 
Corporate Governance
102-29
Identifying and managing economic, 
environmental, and social impacts
Corporate Governance
14
16
102-30
Effectiveness of risk management 
processes 
Sustainability Governance
102-31
Review of economic, environmental, and 
social topics
Sustainability Governance
14
102-32
Highest governance body’s role in 
sustainability reporting 
Sustainability Governance
14
102-33
Communicating critical concerns
Corporates Governance Guidelines
102-35
Remuneration policies
Corporate Governance Guidelines                                                                                                                                       
Proxy Statement
102-37
Stakeholders’ involvement in 
remuneration 
Corporate Governance Guidelines                                                                                                                                       
Proxy Statement
16
102-38
Annual total compensation ratio
This is considered business confidential.
102-39
Percentage increase in annual total 
compensation ratio
This is considered business confidential.
102-40
List of stakeholder groups 
Stakeholder engagement
11

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
43
Global Reporting Initiative content index (continued)
*UNGC = United Nations Global Compact requirements  • SDG = Sustainable Development Goals  
Disclosure 
Number
Description
   Cross-Reference or Answer
Pages
SDG*
UNCG* 
Connection
102-41
Collective bargaining agreements
As of June 1, 2018, collective bargaining agreements cover approximately  
6% of Eastman’s U.S.-based workforce.
8
6
102-42
Identifying and selecting stakeholders 
Stakeholder engagement
11
102-43
Approach to stakeholder engagement
Stakeholder engagement
11
102-44
Key topics and concerns raised
Stakeholder engagement and priority matrix
11, 13
102-45
Entities included in the consolidated 
financial statements 
Scope of Report
38
102-46
Defining report content and topic 
Boundaries 
Scope of Report
38
102-47
List of material topics 
Stakeholder engagement and priority matrix
11, 13
102-48
Restatements of information
None
102-49
Changes in reporting 
None
102-50
Reporting period 
Scope of Report
38
102-51
Date of most recent report 
Scope of Report
38
102-52
Reporting cycle
Annually
102-53
Contact point for questions regarding 
the report 
Cathy Combs, Director of Sustainability
102-54
Claims of reporting in accordance with 
the GRI Standards
This report has been prepared in accordance with the GRI Standards:  Core option.
102-55
GRI content index
GRI Index
40
102-56
External assurance 
Scope of Report
38

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
44
Global Reporting Initiative content index (continued)
*UNGC = United Nations Global Compact requirements  • SDG = Sustainable Development Goals  
Disclosure 
Number
Description
   Cross-Reference or Answer
Pages
SDG*
UNCG* 
Connection
GRI 103	  Management  Approach
103-1
Explanation of the material topic and its 
boundary
2018 10K Report
Corporate Overview
Sustainability Strategy
7–13
103-2
The management approach and its 
components
2018 10K Report, Corporate Overview, page 6                                                                              
Sustainability Strategy
7–13
103-3
Evaluation of the management approach
Goals and progress
32
GRI 201  Economic Performance
201-1
Direct economic value generated and 
distributed
2018 10K Report, Part II, Item 8
2, 5 
7, 8, 9
201-2
Financial implications and other risks 
and opportunities due to climate change 
Appendix
54
13
201-3
Defined benefit plan obligations and 
other retirement plans
2018 10K Report, Part II, Item 8, note 11                                                                                                                                          
Benefits at Eastman
201-4
Financial assistance received from 
government
None
GRI 202  Market Presence
202-2
Proportion of senior management hired 
from the local community
Appendix
55
GRI 203  	Indirect  Economic Impacts
203-1
Infrastructure investments and services 
supported
Appendix
55
2, 5 
7, 9

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
45
Global Reporting Initiative content index (continued)
*UNGC = United Nations Global Compact requirements  • SDG = Sustainable Development Goals  
Disclosure 
Number
Description
   Cross-Reference or Answer
Pages
SDG*
UNCG* 
Connection
203-2
Significant indirect economic impacts
Appendix
55
8, 10, 
17
GRI 204 	 Procurement Practices
204-1
Proportion of spending on local suppliers 
Eastman’s policy is to procure products and services based on total value 
for the company. Factors that Eastman considers when making purchasing 
decisions include competitive pricing, quality of work and materials, timely and 
trustworthy performance. Procurement strategies are continuously developed 
and implemented to provide assurance of sources for goods and services 
necessary to the company’s operations. Procurement strategies may include  
the development of a local supply based on business needs.
12
GRI 205  Anti-corruption
205-1
Operations assessed for risks related to 
corruption
Eastman conducts an annual risk assessment of 100% of our businesses, which 
includes risks relating to corruption.
16
10
205-2
Communication and training about anti-
corruption policies and procedures
In addition to our Code of Business Conduct, Eastman internal policies include 
training on anti-corruption. Each year, 100% of regular full-time and part-time, 
limited term and Eastman-paid employees worldwide are required to complete 
online Code of Business Conduct training. Employees with more sensitive roles 
are required to take additional training. 
16
10
205-3
Confirmed incidents of corruption and 
actions taken
Where any incident of corruption was identified, appropriate disciplinary action 
was taken in conformance with applicable laws.  In addition, Eastman internal 
policies include training on anticorruption.
16
10
GRI 206 	 Anti-competitive Behavior
206-1
Legal actions for anti-competitive 
behavior, anti-trust, and monopoly 
practices
Any legal actions that are material for anticompetitive behavior, antitrust or 
monopoly practices would be disclosed in Eastman’s filings with the Securities 
and Exchange Commission, and all such actions would generally be a matter of 
public record.

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
46
Global Reporting Initiative content index (continued)
*UNGC = United Nations Global Compact requirements  • SDG = Sustainable Development Goals  
Disclosure 
Number
Description
   Cross-Reference or Answer
Pages
SDG*
UNCG* 
Connection
GRI  301 Materials
301-1
Materials used by weight or volume
Appendix
55
301-2
Recycled input materials used
Appendix
56
 
GRI  302  Energy
302-1
Energy consumption within the 
organization
Appendix
CDP Climate
56
7, 8, 
12, 13
7, 8
302-2
Energy consumption outside of the 
organization
In 2018, Eastman used about 30 trillion Btu of indirect energy in the form of 
purchased steam and electricity to produce products.
7, 8,  
12, 13
8
302-3
Energy intensity
Energy 
CDP Climate                                            
7,8, 
12, 13
8
302-4
Reduction of energy consumption
Energy  
CDP Climate                   
7, 8,  
12, 13
8, 9
302-5
Reductions in energy requirements of 
products and services
Energy                                                                                                                                                
                                        
7, 8, 11, 
12, 13
GRI 303  Water and Effluents
303-1
Interactions with water as a shared 
resource 
Water
CDP Water
303-2
Management of water discharge-related 
impacts 
Water
CDP Water
303-3
Water withdrawal 
Water
CDP Water
303-4
Water discharge   
Appendix
CDP Water
56
303-5
Water consumption 
Water
CDP Water

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
47
Global Reporting Initiative content index (continued)
*UNGC = United Nations Global Compact requirements  • SDG = Sustainable Development Goals  
Disclosure 
Number
Description
   Cross-Reference or Answer
Pages
SDG*
UNCG* 
Connection
GRI 304  Biodiversity
304-1
Operational sites owned, leased, 
managed in, or adjacent to, protected 
areas and areas of high biodiversity value 
outside protected areas
Biodiversity
304-2
Significant impacts of activities, 
products, and services on biodiversity 
Biodiversity
304-3
Habitats protected or restored 
Biodiversity
6, 14, 
15
8
304-4
IUCN Red List species and national 
conservation list species with habitats in 
areas affected by operations
Biodiversity
GRI  305 Emissions
305-1
Direct (Scope 1) GHG emissions
Our 2018 direct greenhouse gas emissions using the ACC methodology were 
approximately 5.8 million metric tons.
CDP Climate 
3, 12, 
13, 14, 
15
7, 8
305-2
Energy indirect (Scope 2) GHG emissions
Our 2018 indirect greenhouse gas emissions using the ACC methodology were 
approximately 1.6 million metric tons.
CDP Climate
3, 12,
13, 14, 
15
7, 8
305-3
Other indirect (Scope 3) GHG emissions
Emissions
CDP Climate
3, 12, 
13, 14, 
15
7, 8
305-4
GHG emissions intensity
Appendix
CDP Climate
56
13, 14, 
15
8
305-5
Reduction of GHG emissions
Emissions
CDP Climate
13, 14,  
15
8, 9

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
48
Global Reporting Initiative content index (continued)
*UNGC = United Nations Global Compact requirements  • SDG = Sustainable Development Goals  
Disclosure 
Number
Description
   Cross-Reference or Answer
Pages
SDG*
UNCG* 
Connection
305-6
Emissions of ozone-depleting substances 
(ODS)
Eastman policies require all Eastman facilities, subsidiaries and majority owned 
joint ventures that operate equipment containing ozone-depleting substances 
to develop and maintain an inventory of all ODS equipment including an 
identification of the equipment and type and quantity of refrigerant.
3, 12,
7, 8
305-7
Nitrogen oxides (NOX), sulfur oxides 
(SOX), and other significant air emissions
 Environmental performance
3, 12
13, 15,
7, 8
GRI 306  Effluents and Waste
306-2
Waste by type and disposal method
Waste management
3, 6, 12
8
306-3
Significant spills
Goals and progress                                                                                                                                         
Environmental performance
32
3, 6 
12, 14
8
306-4
Transport of hazardous waste
Goals and progress                                                                                                                                         
Environmental performance
32
GRI 307  Environmental Compliance
307-1
Non-compliance with environmental 
laws and regulations
Eastman uses an internal reporting mechanism to ensure that all fines and 
penalties associated with noncompliance with environmental laws and 
regulations are captured in one place. This system applies globally and includes 
all fines and penalties of any size. For 2018, the company is not aware of any 
nonmonetary sanctions that should be reported. The company paid $180,861 
in 2018 for fines and penalties, which does not include amounts paid for 
supplemental environmental projects. 
8, 16
8
GRI 401 Employment
401-1
New employee hires and employee 
turnover  
Appendix
57
5, 8
6

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
49
Global Reporting Initiative content index (continued)
*UNGC = United Nations Global Compact requirements  • SDG = Sustainable Development Goals  
Disclosure 
Number
Description
   Cross-Reference or Answer
Pages
SDG*
UNCG* 
Connection
401-2
Benefits provided to full-time employees 
that are not provided to temporary or 
part-time employees
Benefits at Eastman
8
401-3
Parental leave 
We do not report in detail on the return to work and retention rate after parental 
leave by gender.
5, 8
6
GRI 402	 Labor/Management  Relations
402-1
Minimum notice periods regarding 
operational changes 
In the event of operational changes that involve a change in staffing levels or 
otherwise affect employment, the company engages in significant planning to 
ensure affected employees are treated with the utmost respect and dignity. 
Labor and employment law requirements, including but not limited to reasonable 
employee notice of job loss, and requirements under collective bargaining 
agreements, are carefully assessed in every global location.
8
3
GRI 403  	Occupational Health and Safety
403-1
Occupational health and safety 
management system
Health and Safety
403-4
Worker participation, consultation, and 
communication on occupational health 
and safety
Health and Safety
403-5
Worker training on occupational health 
and safety
Health and Safety
403-6
Promotion of worker health
Employee Wellness
403-9
Work-related injuries
Health and Safety
GRI 404  Training and Education
404-1
Average hours of training per year per 
employee
Appendix
57
8
6

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
50
Global Reporting Initiative content index (continued)
*UNGC = United Nations Global Compact requirements  • SDG = Sustainable Development Goals  
Disclosure 
Number
Description
   Cross-Reference or Answer
Pages
SDG*
UNCG* 
Connection
404-2
Programs for upgrading employee skills 
and transition assistance programs
Careers at Eastman
8
404-3
Percentage of employees receiving 
regular performance and career 
development reviews
We do not report on the percentage of employees receiving regular performance 
and career development reviews, by gender and by employee category.
5, 8
6
GRI 405	  Diversity and Equal Opportunity
405-1
Diversity of governance bodies and 
employees
Appendix
Board of Directors
57
5, 8
6
405-2
Ratio of basic salary and remuneration of 
women to men
Eastman establishes and administers compensation based on business needs and 
external market competitiveness without regard to gender.
8, 10
6
GRI 406 Non-discrimination
406-1
Incidents of discrimination and 
corrective actions taken
Eastman does not publicly report the total number of such incidents or any of 
their corrective actions.
GRI 407 	Freedom  of  Association and Collective Bargaining
407-1
Operations and suppliers in which the 
right to freedom of association and 
collective bargaining may be at risk
Eastman complies with all laws designed to preserve the right to exercise 
freedom of association and collective bargaining.  Eastman has not identified any 
operations at which those rights are at significant risk.
8
3
GRI 408  Child Labor
408-1
Operations and suppliers at significant 
risk for incidents of child labor
Code of Business Conduct       
8, 16
5

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
51
Global Reporting Initiative content index (continued)
*UNGC = United Nations Global Compact requirements  • SDG = Sustainable Development Goals  
Disclosure 
Number
Description
   Cross-Reference or Answer
Pages
SDG*
UNCG* 
Connection
GRI 409  Forced or Compulsory Labor
409-1
Operations and suppliers at  
significant risk for incidents of forced  
or compulsory labor
Code of Business Conduct       
8
4
GRI 410  Security Practices
410-1
Security personnel trained in human 
rights policies or procedures
Security
16
1
GRI 411  Rights of Indigenous  Peoples
411-1
Incidents of violations involving rights of 
indigenous peoples
As of December 2018, zero operations have been subject to human rights reviews 
or impact assessments.  
1
GRI 412	  Human Rights Assessment
412-2
Employee training on human rights 
policies or procedures
Each year, 100% of regular full-time and part-time, limited-term and Eastman-
paid employees worldwide are required to complete online training, which 
includes a course on the Eastman Code of Business Conduct which governs our 
human rights policy and additional courses that focus on topics within the Code. 
Some additional courses may be assigned by managers to their employees based 
on job relevancy, development, or for other reasons. On average, employees 
receive approximately five hours of training through this system on these topics. 
412-3
Significant investment agreements and 
contracts that include human rights 
clauses or that underwent human rights 
screening
Appendix
57

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
52
Global Reporting Initiative content index (continued)
*UNGC = United Nations Global Compact requirements  • SDG = Sustainable Development Goals  
Disclosure 
Number
Description
   Cross-Reference or Answer
Pages
SDG*
UNCG* 
Connection
GRI 413  Local Communities
413-1
Operations with local community 
engagement, impact assessments, and 
development programs
Appendix
58
1
GRI 414	  Supplier Social Assessment
414-1
New suppliers that were screened using 
social criteria
We do not report on the percentage of new suppliers screened using labor 
practices criteria because these data are not available. We report on the 
procedure used for assessment. We provide our third-party Code of Business 
Conduct to our suppliers, which includes our expectations regarding societal 
issues such as labor practices and human rights. It also defines our expectations 
for conducting business with Eastman.  We desire the same ethical behavior of 
our suppliers and hold them accountable by annual supplier surveys.
2
414-2
Negative social impacts in the supply 
chain and actions taken
Eastman is not aware of any significant impacts in our supply chain with respect 
to the environment, labor, human rights, or societal issues that occurred in 2018.
2
GRI 415  Public Policy
415-1
Political contributions
Appendix
16
10
GRI 416 	 Customer Health and Safety
416-1
Assessment of the health and safety 
impacts of product and service 
categories
Life Cycle Assessment (LCA)

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
53
Global Reporting Initiative content index (continued)
*UNGC = United Nations Global Compact requirements  • SDG = Sustainable Development Goals  
Disclosure 
Number
Description
   Cross-Reference or Answer
Pages
SDG*
UNCG* 
Connection
GRI 417	  Marketing and Labeling
417-1
Requirements for product and service 
information and labeling
Product Safety
12
417-2
Incidents of non-compliance concerning 
product and service information and 
labeling
All of our product safety data sheets and labeling comply with regulatory 
requirements for hazard communication in all countries and regions. In 2016, we 
implemented the Globally Harmonized System for Classification and Labeling 
(GHS) process to define, classify and communicate chemical hazard and safety 
information for all of our products.
16
417-3
Incidents of non-compliance concerning 
marketing communications
Eastman is unaware of any significant fines in 2018 concerning marketing 
communications.
GRI 418  Customer Privacy
418-1
Substantiated complaints concerning 
breaches of customer privacy and losses 
of customer data
Eastman is unaware of any complaints regarding breaches of customer privacy or 
loss of customer data in 2018.
GRI 419	  Socioeconomic Compliance
419-1
Non-compliance  
with laws and regulations in the social 
and economic area
Eastman is unaware of any significant fines in 2018 concerning the provision and 
use of our products and services.
16

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
54
102-8  • Information on employees and other workers  
Total  
Workforce
Employment  
Type
Employment  
Contract
Region
14,819 employees 
as of Dec 31, 2018
Full-time:  
97.5%
Permanent 
Contract: 95.5%
North America: 
73%
Part-time: 2.5%
Temporary 
Contract:  
4.5%
Europe, Middle 
East and Africa: 
15%
Asia Pacific: 10%
 
 Latin America: 
3%
Global total turnover 8.2%
201-2 • Financial implications and other risks and opportunities due to 
climate change  
Chemical manufacturing by its very nature is energy intense and can result in substantial 
carbon emissions. However, many products of chemistry, including Eastman products, 
reduce greenhouse gas emissions over time. Risks posed by climate change may manifest 
themselves in physical risks due to potential impacts of climate change and regulatory 
risks associated with actions to mitigate or respond to climate change. In particular, the 
company may be exposed to increased capital and operational costs associated with a 
move from fossil derived fuels and feedstocks to more renewable sources of energy and 
materials. Carbon pricing has the potential to increase operational costs due to use of fossil 
fuels in power generation. More stringent emission limits have the potential to increase 
both capital and operational costs. Physical impacts and a transition to a lower carbon 
economy have the potential to advantage Eastman products in some markets. In particular, 
performance films and interlayers can be advantaged due to energy efficiency attributes. 
Innovations in coatings (such as Tetrashield™) are advantaged as they offer durability 
to withstand weather extremes, and opportunities exist for tire additives that provide 
increased fuel efficiency. 
While Eastman’s operations are energy intense, Eastman relies heavily on combined heat 
and power, which produces significantly fewer emissions and therefore has less impact 
on air quality. Electricity produced by combined heat and power plants are approximately 
twice as efficient as purchasing electricity from a utility with conventional power stations.  
Eastman’s use of cogeneration therefore helps reduce the carbon emissions that would 
otherwise be required to operate these facilities. Eastman is no more at risk from climate 
change regulation than other energy-intensive industries. Regulatory constraints on carbon 
emissions can impact the development of new processes and facilities for Eastman, as well 
as our customers and suppliers.  
Emission standards or uncertainty about future standards may delay investments by  
our customers and, as a result, impact our future business opportunities. The direct 
impact of controlling CO2 emissions from electric power generation may impact the cost 
of electric power supplied to Eastman manufacturing facilities, our customers and our 
suppliers. On the other hand, climate change may represent opportunities for Eastman 
with regard to the development and use of materials that enable or enhance efforts to 
mitigate or adapt to the effects of climate change. For example, use of window films 
to enhance energy efficiency, use of interlayers in window glass to provide strength for 
storm resistance, and development of coatings for extreme exposures represent potential 
opportunities. The company has diversified product offerings, serves broad markets and 
regions and attempts to mitigate our exposure to swings in energy and raw material 
prices. These diversified product offerings and diversified customer base mitigate potential 
commercial impact to Eastman. 
Eastman complies with current regulations of GHG emissions in those countries where 
they are regulated, with minimal financial impact. Proposed legislation and regulations 
are evaluated and the impact on Eastman is estimated.  We engage policymakers directly 
and through trade associations with the objective that any climate change legislation 
or regulation enacted will not have an adverse impact on the economy or create a 
competitive disadvantage. See Eastman’s CDP disclosure report for more information.
Global Reporting Initiative appendix

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
55
202-2 • Proportion of senior management hired from 
the local community
Eastman has a large geographic footprint within the U.S. and globally. Talent strategies are 
developed to align with business strategy to attract, acquire and retain talent. Talent is 
sourced proactively and reactively at the local, regional, national and international levels. 
Although a majority of talent is acquired at the local level, we as a company do relocate 
well over 100 new hires globally each year to Eastman facilities to begin their employment 
with the organization at all levels. Eastman uses a number of different approaches for 
identifying talent for the organization. Some of the more effective methods are social 
media, employee referrals, career fairs, visitors to Eastman.com, and job postings. The 
company then puts the candidates through a rigorous selection process to assess their level 
of capability, competencies and alignment with the organizational vision and culture.
203-1 • Infrastructure investments and services supported
Eastman and the Eastman Foundation provided funding and in-kind donations totaling 
more than $5.62 million in 2018 to support public/private partnership initiatives related 
to our corporate responsibility focus areas of education, environment, empowerment, and 
economic development. Eastman employees are afforded opportunities and many are 
active in volunteer initiatives and involved with nonprofits and educational institutions in 
their respective communities.
In 2018, Eastman employees contributed approximately 100,000 hours of volunteer service 
to a variety of community efforts. These service hours represent only a handful of Eastman 
sites and the total numbers of hours are not representative of all global sites.
203-2 • Significant indirect economic impacts
Eastman’s educational and workforce development efforts create significant indirect 
economic impacts to our site communities. We partner with Patrick Henry Community 
College to provide workforce training through the Center for Advanced Film Manufacturing 
in Martinsville, Virginia, to advance skills development in advanced film production.
Eastman continues its nationally recognized partnership with Northeast State Community 
College through the Regional Center for Advanced Manufacturing (RCAM) in Kingsport, 
Tennessee, to develop and equip the 21st century manufacturing workforce. Our 
commitment to public/private partnerships in the areas of education, environment, 
economic development, and empowerment all encourage innovative and productive 
thinking to create positive change in our site communities and around the world. Job 
placement rates for RCAM-related programs are consistently near 100%, and RCAM has 
been instrumental in meeting industry demand for customized and highly specialized skills.  
In 2018, Eastman’s economic impact from employee and contractor compensation was 
estimated to be a total of $8-10 billion in the states where we have manufacturing sites 
and sales offices. These figures are indicative of Eastman’s reputation of being a responsible 
economic steward through the creation of jobs and investment in the community.
301-1 • Materials used by weight or volume
Eastman is an integrated manufacturing company, purchasing basic feedstocks to feed 
three primary streams: olefins, polyesters and acetyls. Basic raw materials include ethane/
propane for the olefin stream, paraxylene for polyesters, and coal as a major building block 
for acetyls. These building block materials are processed through various downstream 
processes to yield products that are sold as finished goods. In 2018, major raw materials 
purchased, including feedstocks and materials consumed as fuel, were nearly 5.3 million 
tons. Eastman is beginning to implement and, in the future, will look to use fuel sources 
with lower emissions. At our Kingsport, Tennessee, facility, we recently completed the 
conversion of a powerhouse that provides approximately 50% of the steam and electricity 
for site manufacturing from coal to natural gas combustion.
Global Reporting Initiative appendix (continued)

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
56
301-2 • Recycled input materials used
Eastman manufactures a large number of products, most of which are sold as feedstocks 
for our downstream customers. With integrated manufacturing streams, internal recycling 
of materials and developing value-up opportunities for coproduct streams are critical to 
minimizing waste and maximizing value creation. Opportunities to purchase materials 
with recycled content are limited due to our vertical integration to basic commodity raw 
materials and currently represent a relatively small percentage of total purchases. However, 
Eastman is committed to value added recycling and has many examples of the use of 
recycled material including: 
Recycled acid: Eastman purchases recycled acid for use as an internal feedstock or for 
resale as a feedstock to other manufacturers. 
Recycled Saflex®: Eastman assets associated with Saflex production recover waste 
Saflex sheets in the U.S. and European regions through a toll agreement with Soca. 
Catalyst recycling program: When possible, Eastman replaces spent catalysts with 
fresh catalysts, both of which contain varying amounts of precious metals. As the spent 
catalyst becomes available, the material is sent to catalyst refiners who extract the 
precious metals from the spent material for reuse in the production of fresh catalysts.  
This recycling program helps reduce the amount of precious metals mined to satisfy 
global demand. 
Other purchased materials made with recycled materials include drums (steel, plastic, 
and fiber), bulk boxes, plastic liners and plastic and steel pails. In addition to purchasing 
feedstocks with recycled content, our Special Materials Team oversees the sale of 
Eastman’s used materials streams to manufacturers who recover and convert these 
materials into useful products.
302-1 • Energy consumption within the organization
Eastman used about 88 trillion Btu in 2018 to produce products.  About 69% of direct 
energy was produced from purchased natural gas and coal, and about 16% was recovered 
fuel from feedstock. Our direct energy consumption is almost 70% of our total energy 
consumption.
303-4 • Water discharge
Eastman discharges process wastewater in accordance with applicable permits, licenses 
and agreements. The wastewater is either treated in Eastman-owned treatment facilities 
and discharged directly to surface waters, or it is treated in Eastman-owned pretreatment 
facilities and conveyed to third-party providers (e.g. utilities, municipalities) for additional 
treatment and/or discharge, or it is conveyed directly to third-party providers (e.g. utilities, 
municipalities) for treatment and/or discharge.  An estimated 811 thousand megaliters (ML) 
of water was discharged in 2018.
305-4 • GHG emissions intensity
Eastman committed to a 20% reduction in GHG intensity by 2020.  The intensity measure 
for this effort is GHG emissions per unit of production as measured against the baseline 
of 2008.  As of 2018, GHG intensity measured 0.79, which represents a 20% reduction 
compared to the baseline.  The boiler conversions from coal to natural gas at our sites 
in Massachusetts and Tennessee enhanced our emission reduction efforts and helped us 
attain our goal. Emissions reductions attributed to the conversions will be fully realized in 
reporting year 2020.  View site specific emissions.
Global Reporting Initiative appendix (continued)

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
57
401-1 • New employee hires and employee turnover 
Attrition by Gender
Attrition by Age
Attrition by Region
Male employees: 7.7%
Less than 30 years: 11.1%
Asia Pacific: 14.2%
Female employees:  
9.1% 
30 to 50 years: 6.9%
Europe, Middle East and 
Africa: 8.8%
Greater than 50 years: 8.5%
Latin America: 10.9%
North America: 7.0%
 
Hires by Gender
Hires by Age
Hires by Region
Male employees: 9.9%
Less than 30 years: 34.9%
Asia Pacific: 18.5%
Female employees:  
11.0%
30 to 50 years:  
9.2%
Europe, Middle East and 
Africa: 8.5%
 
Greater than 50 years: 1.9%
Latin America: 10.2%
 
North America: 9.3%
Percentages based on total population of respective category. 
404-1 • Average hours of training per year per employee 
Employee category
 Hours*
Professional/management     
  32
Nonexempt (nonoperations)
 16
Nonexempt (operations)
113
Technicians/technologists
26
Average   
67
* MyLearningLab was fully implemented at the end of 2018 and more sites were  
   able to track their training completions, including operations.
405-1 • Diversity of governance bodies and employees
Gender
Age
Ethnicity
Male: 75.5%
Less than 30 years: 13.8%
Minority: 12%
Female: 24.5%
30 to 50 years: 50.2%
White: 88%
Greater than 50 years: 
36.0%
 
412-3 • Significant investment agreements and contracts that include 
human rights clauses or that underwent human rights screening
Eastman is committed to conducting business activities in accordance with the highest 
legal and ethical standards. To that end, Eastman’s Code of Business Conduct includes 
provisions against child labor, forced labor, fraud, and discrimination, among others. These 
same expectations are assessed as part of Eastman’s due diligence process on any potential 
investment. Eastman has an established process within our Corporate Development 
organization that prescreens potential mergers and acquisitions against criteria with 
respect to all three dimensions of sustainability — economic, environmental and societal. 
Global Reporting Initiative appendix (continued)

CEO statement	
2
Eastman at a glance	
3
CSO statement	
4
Sustainability strategy	
6
 
Steering a sustainable portfolio 
8
 
Driving resource productivity 
9
 
Focused good for good 
10
 
Stakeholder engagement and  
	
value chain	
11
 
Stakeholder priority assessment	
12
 
Stakeholder assessment matrix 
13
 
Governance 
14
 
Values, policies, and guidelines 
16
Sustainability in action	
18
 
Accelerating a more circular  
 
economy 
19
 
Partnering to drive social innovation 23
 
Translating trends into value 
26
 
Fostering a zero-incident mindset 
29
Goals and progress	
32
 
Priority goals 
33
	
Steering a sustainable portfolio 
34
 
Driving resource productivity 
35
 
Focused good for good 
37
Scope of report	
38
Global Reporting  
Initiative (GRI)	
39
 
GRI content index 
40
 
GRI content appendix 
54
Innovating.  
Accelerating.  
Enhancing.
 Sustainability Report 2019
58
413-1 • Operations with local community engagement, impact 
assessments, and development programs
Eastman facilitates engagement efforts at all global sites with support from employees 
with diverse skills and talents and a common commitment to the communities in which 
they live and work.
With fourteen community advisory panels (CAPs) at our largest global operating sites, 
Eastman provides regular opportunities for open dialogue between community members 
and company leaders.
As a Responsible Care® company, we also operate a 24/7 Care Line phone number at 
company headquarters that community members can call for inquiries.
To encourage an inclusive culture, Eastman provides opportunities for employees to 
participate in resource groups for members and allies of the following communities: 
veterans and active duty military employees, Hispanics, Black and African Americans, 
women, LGBT, and young professionals. We currently have over 900 employees who 
participate in these programs.
We have a global compliance line that provides a confidential way for employees  
and others to ask questions about Eastman policies as well as seek guidance or report 
concerns that may involve illegal activity or any other violations of the Company’s Code 
of Business Conduct.
415-1 • Political contributions
Eligible U.S. employees may contribute voluntarily to EastmanPAC, the Political Action 
Committee of Eastman. The Advisory Council of EastmanPAC approves an annual budget 
proposed by the company’s director of government relations. The Advisory Council 
meets annually and is made up of employees from U.S. sites, as well as at-large company 
representatives. EastmanPAC is bipartisan and supports candidates who:
• Support business-friendly laws and regulations
• Represent a state/district where an Eastman facility is located
• Are active and responsible members of key committees
• Hold a leadership position within Congress or a state legislature
In 2018, EastmanPAC contributed $231,500 to state and federal candidates in the U.S. No 
political contributions are made to entities outside the U.S. Eastman works with outside 
vendors to file all reports and to make sure all contributions comply with state and federal 
campaign finance regulations. All of EastmanPAC’s Federal Election Commission (FEC) 
filings are available online at www.fec.gov. State disclosure reports are also available 
by visiting the state campaign finance websites in Alabama, California, Massachusetts, 
Tennessee and Texas. In states where the law allows corporate contributions, Eastman 
supports state candidates. Corporate contributions to state candidates in Tennessee  
totaled $54,350 in 2018. The federal government requires all registered lobbyists to  
report personal campaign contributions semiannually. Each year, Eastman employees  
who meet the requirements file the necessary reports. These reports are available online  
at http://lobbyingdisclosure.house.gov/. Eastman’s political activity policies and guidelines 
are located on its website: Eastman Political Activity.
Global Reporting Initiative appendix (continued)

Eastman Corporate Headquarters
P.O. Box 431
Kingsport, TN 37662-5280 U.S.A.
U.S.A. and Canada, 800-EASTMAN (800-327-8626)
Other Locations, +(1) 423-229-2000
www.eastman.com/locations
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registered internationally. Non-Eastman brands referenced herein are trademarks 
of their respective owners.