2022 Environmental, Social and Governance Report

About Us
4	
Chairman & CEO Letter
7	
Vision & Strategy
13	 Values & Governance
Focus Areas, Goals and KPIs
22	 Innovative Solutions
28	 Thriving Environment
34	 Safe Workplaces
40	 Inspired People
General Disclosures
48	 ESG Data Tables
62	 Forward-looking Statement
ABOUT THIS REPORT
Enviri’s 2022 Environmental, Social and Governance (ESG) Report is informed by leading sustainability reporting standards 
including the Global Reporting Initiative (GRI) and the Sustainability Accounting Standards Board (SASB). This report outlines 
Enviri’s four ESG focus areas and the Company’s vision and strategy, as well as the importance of the Company’s Values, Code of 
Conduct and governance structure in enabling continued success. 
This report covers the 2022 fiscal year.   
CONTENTS
2
Enviri 2022 Environmental, Social and Governance Report

THE DECISIONS WE MAKE TODAY WILL DETERMINE 
THE FUTURE WE HAVE TOMORROW.
Everything we do today will not just affect our future but also the future of the planet. 
It is why we believe in doing the right thing – ensuring that the decisions we are making – 
day in and day out – are totally focused on moving us closer to our environmental, 
social and governance goals.
3

I am pleased to share Enviri’s first (and Harsco’s 
fourth) annual ESG Report, charting the 
goals and progress of our comprehensive 
sustainability strategy.
As the largest company supporting the operations of the world’s 
steelmakers by recycling, repurposing, and reusing slag and as a 
leader in hazardous and non-hazardous waste management in the 
United States, we believe that it is our responsibility to treat industrial 
and specialty waste sustainably. We are committed to doing just that.  
In June of this year, we changed our corporate name from Harsco to 
Enviri to better reflect what we do and who we are. The reimagined 
look is designed to communicate our ongoing work to develop 
and refine creative recycling and beneficial reuse methods that 
provide customers worldwide with solutions to their most complex 
environmental challenges. 
While there is always more to accomplish on ESG, I am proud of 
Enviri's contributions to making the world cleaner and greener. 


Of note, in 2022:
•	 100% of our revenue came from Enviri’s environmental 
solutions divisions (continuing operations)
•	 Our divisions recycled or reused more than 35 billion 
pounds of waste
•	 87% of slag waste was recycled/reused by our 
Harsco Environmental division
•	 90% of waste was recycled/reused by our Clean Earth division
We accomplished this by becoming a safer company. Our 0.77 Total 
Recordable Incident Rate was a 20% improvement over the prior year.
With a new name and a renewed focus on sustainability, solving 
environmental challenges facing our customers and the planet, I am 
energized as we enter this new era. I look forward to continuing to 
operate with the same commitment to excellence that has been part 
of the Company’s legacy for over a century while providing value for 
all stakeholders and the environment.
F. Nicholas Grasberger III
Chairman and Chief Executive Officer
October 2023
CHAIRMAN & CEO LETTER
4
Enviri 2022 Environmental, Social and Governance Report

5

10	
2023 Environmental, Social and Governance Report
6
Enviri 2022 Environmental, Social and Governance Report

Overview of Enviri’s corporate & ESG vision and strategy
In less than four years, Enviri has created one of the largest hazardous 
waste treatment and recycling companies in the United States. This, 
in addition to being the largest company supporting the world’s steel 
makers in remediating slag. In 2022, 100% of Enviri’s revenue came 
from its environmentally focused segments (Harsco Environmental 
and Clean Earth) compared to 67% in 2016.
As Enviri continues to expand its global environmental solutions 
business, its focus remains on: 
•	 Integrating and capturing the value of combined specialty waste 
management businesses in the United States
•	 Growing the portfolio of environmental services to steel and 
aluminum mills globally
•	 Increasing the number of branded products that use industrial 
byproducts as the primary raw material
Enviri’s vision is of a cleaner, greener world.  As such, it strategically 
focuses on innovative environmental solutions to help bring its vision 
to fruition. Today, most stakeholders, including investors, customers, 
employees, and communities demand that companies do more to 
enhance the environment, protect human health, reduce waste 
disposed of in landfills, reduce carbon emissions, and combat climate 
change. Enviri’s business model is uniquely suited to meet these 
heightened expectations. The Company’s mission is to be a global 
leader in environmental solutions. This mission is fully intertwined 
with the ambition to be an ESG leader in the industry and is critical 
to successfully execute Enviri’s growth strategy.
VISION AND STRATEGY
7

ENVIRONMENTAL
8
100% OF REVENUE CAME FROM ENVIRI’S ENVIRONMENTAL SOLUTIONS DIVISIONS
	
•  continuing operations
35 BILLION POUNDS OF WASTE RECYCLED OR REUSED BY ENVIRI BUSINESSES
87% OF SLAG  RECYCLED OR REUSED BY HARSCO ENVIRONMENTAL
90% OF WASTE RECYCLED OR REUSED BY CLEAN EARTH
691 MILLION POUNDS OF HAZARDOUS & NON-HAZARDOUS WASTE RECYCLED OR REUSED
6.5 BILLION POUNDS OF CONTAMINATED SOIL RECYCLED OR REUSED
700 MILLION POUNDS OF DREDGED MATERIALS RECYCLED OR REUSED
517 MILLION GALLONS OF WASTEWATER RECYCLED OR REUSED
265 MILLION GALLONS OF FUEL RECYCLED OR REUSED
3,091 GJ / MILLION $ OF REVENUE ENERGY INTENSITY
209 MT CO2E / MILLION $ OF REVENUE EMISSION INTENSITY

SOCIAL
GOVERNANCE
9
12,000 EMPLOYEES 
7–YEAR AVERAGE EMPLOYMENT TENURE
30+ COUNTRY OPERATIONS
250+ SITES/SERVICE LOCATIONS
69 HARSCO ENVIRONMENTAL ISO-CERTIFIED 
HEALTH AND SAFETY MANAGEMENT SITES 

•  Named as America's Most Loved Workplaces (for the past 
two years) by Newsweek magazine
US WORKFORCE ETHNIC DIVERSITY
•  58% White  •  21% African American  •  14% Hispanic/Latino	
   
•  3% Asian/Pacific Islander  •  2% Two or more races  •  2% Unspecified
US WORKFORCE GENDER DIVERSITY IN LEADERSHIP  
•  22% Women   •  78% Men  (Leadership – director and above)  
0.77 TOTAL RECORDABLE INCIDENT RATE (TRIR)
 
	
•  20% improvement over 2021 
22% OF BOARD DIRECTORS ARE WOMEN
11% ETHNIC DIVERSITY REPRESENTATION ON 
THE BOARD OF DIRECTORS
16% OF EXECUTIVE OFFICER POSITIONS ARE
HELD BY WOMEN
22% OF SENIOR MANAGEMENT POSITIONS ARE 
HELD BY WOMEN
NYSE: NVRI PUBLIC COMPANY
NAMED AS ONE OF AMERICA’S MOST RESPONSIBLE 
COMPANIES BY NEWSWEEK MAGAZINE
 
Enviri 2022 Environmental, Social and Governance Report

ENVIRI AND THE CIRCULAR ECONOMY
To meet the growing needs of its partners, the planet and society, Enviri is committed to accelerating 
the transition to a circular economy by treating, recycling and repurposing industrial byproducts 
and specialty wastes.
RECYCLE/REUSE
Alternative fuels
Electronics
Aerosol cans
Batteries
88%
MANUFACTURERS,
RETAIL AND MEDICAL
CLEAN EARTH
SPECIALTY WASTE
10
Enviri 2022 Environmental, Social and Governance Report
RECYCLE/REPURPOSE
Blasting abrasives
Roofing granules
83%
UTILITIES
REED MINERALS
COAL SLAG
STEEL MILLS
RECYCLE/REPURPOSE
Asphalt
Construction
Fertilizer
Aggregate
87%
HARSCO ENVIRONMENTAL
METAL RECOVERY AND DEMETALIZED SLAG

98%
99%
WASTEWATER
CLEAN EARTH
SPECIALTY WASTE
CLEAN EARTH
CONTAMINATED SOIL AND DREDGE
INFRASTRUCTURE
& CONSTRUCTION
RECYCLE/REUSE
Industrial wastewater
Landfill leachate
BENEFICIAL REUSE
Construction fill
Landfill cover
11

BE ENVIRONMENTAL
Have an unwavering determination to 
make the world cleaner and greener.
BE CARING
Embed safety into everything we do 
and treat each other as we’d like 
to be treated ourselves. 
BE PERFORMANCE DRIVEN
Act with a passion to deliver 
winning results.
BE RESPECTFUL
Act truthfully and honorably to create 
a culture where people, opinions, 
and feelings are respected. 
BE INCLUSIVE
Create a diverse, collaborative and inclusive 
workplace by embracing differences.
BE CUSTOMER FOCUSED
Actively listen to our customers’ needs 
to exceed their expectations.
12
As the cornerstone of its shared culture, Enviri’s Values 
reflect its overarching direction and purpose as a 
business. The Values also guide employees’ behaviors 
and decisions. With its Values and Code of Conduct, 
every Enviri employee is equipped with the tools, training, 
and guidance to do the right things the right way.
ENVIRI’S CORE VALUES

Enviri 2022 Environmental, Social and Governance Report
13
VALUES & GOVERNANCE
13
Corporate Governance
Excellence in corporate governance is fundamental to how Enviri 
is managed and operated, from everyday business to ESG. Enviri’s 
Values and policies are integrated within the Code of Conduct, 
which applies to all Enviri operations. All employees complete 
Code of Conduct training upon joining Enviri and receive ongoing 
reinforcement and reminders via the training and communication 
program. All vendors are expected to follow Enviri’s Business Partner 
Code of Conduct. 
Board of Directors 
Nine members serve on Enviri’s Board of Directors, eight of whom 
are independent. Board members are elected annually. There are 
three standing committees: the Audit Committee, the Management 
Development and Compensation Committee (“MDCC”), and the 
Governance Committee. Oversight of ESG strategy and disclosures 
is provided by the Governance Committee. A portion of management 
compensation is tied to annual ESG goals, with the MDCC providing 
oversight and final responsibility for determining whether the goals 
have been achieved. The Board of Directors’ biographies, committee 
charters, and governance principles are posted on the Enviri website 
under Leadership.
KEY 2022 GOVERNANCE ACHIEVEMENTS
be environmental
Have an unwavering
determination to make the
world cleaner and greener.
be caring
Embed safety into everything
we do and treat each other as
we’d like to be treated
ourselves.
be customer 
focused
Actively listening to our customers’
needs to surpass 
their expectations.
be respectful
Act truthfully and honourably
to create a culture where
people, opinions, and feelings
are respected.
be performance 
driven
Act with a passion to 
deliver winning results.
be inclusive
Create a diverse,
collaborative and inclusive
workplace by embracing
differences.
Code of 
Conduct
continuous improvement
safety
talent
Enviri 2022 Environmental, Social and Governance Report
ENVIRI RANKED 
#16 OUT OF 400 COMPANIES 
in America’s Most Responsible Companies 2021 by 
Newsweek for its corporate governance score.

Enviri has a dedicated Global Compliance and Ethics program that 
reinforces its uncompromising commitment to doing business the 
right way. The program is led at the executive level by the General 
Counsel and Chief Compliance Officer and is ultimately overseen 
by the Board of Directors’ Audit Committee. Enviri also has a 
Vice President of Global Compliance and Ethics who oversees 
the day-to-day management of the Global Compliance team. The 
team proactively drives the Company’s Global Compliance and 
Ethics program through frequent trainings, communications, and 
investigations of alleged misconduct. The program builds awareness 
and reinforces the importance of following Enviri’s Code of Conduct 
and other policies such as anti-corruption, due diligence, and conflicts 
of interest.
COMPLIANCE & ETHICS 
14
Enviri 2022 Environmental, Social and Governance Report
•	
Global Compliance launched the Compliance Champions program 
in 2021 to recognize those employees who – in a challenging 
circumstance – exercise good judgment, promote Enviri Values 
and exemplify their strong commitment to compliance and ethics. 
In 2022, 22 Compliance Champions  were  selected globally
KEY COMPLIANCE ACCOMPLISHMENTS IN 2022 INCLUDED: 
Compliance assessments conducted in Egypt, Bahrain, and Peru  
•	
Compliance assessments for Enviri locations in select countries 
measure awareness of key compliance principles and resources, 
management’s “tone from the top” and the effectiveness of the 
program, consistent with the expectations of the United States 
Department of Justice
Third annual Compliance Day 
•	
On November 9, 2022, Enviri employees around the world 
participated in the third annual Compliance Day with the theme 
“Passion for Winning,” reminding employees to conduct business 
“the right way,” all while achieving their goals and creating 
exceptional value for themselves, customers, and shareholders
•	
Compliance Day was celebrated at Enviri sites in ten different 
countries, with all three segments participating, as well as the 
corporate office
•	
The objective was to reinforce awareness about the importance 
of compliance and ethics at Enviri by engaging employees in 
various fun and interactive activities
•	
Simple, easy-to-share messaging for all levels of the organization 
was also provided, and Compliance Day received overwhelmingly 
positive feedback with strong participation
Enviri 2022 Environmental, Social and Governance Report

Enviri’s Board of Directors’ oversight of ESG issues is provided 
by the Governance Committee. Enviri’s Chief Executive Officer 
(CEO) and Executive Leadership Team are responsible for 
guiding the Company’s ESG strategy and progress.
•	
In 2021, Enviri implemented an ESG modifier for the 
Executive Leadership Team and selected additional 
employee participants in the Company’s annual incentive 
plan, modifying these individuals’ annual variable 
compensation by +/- 20% across several ESG dimensions, 
including health and safety; environmental compliance; 
ethics and compliance; diversity, equity and inclusion; and 
employee engagement and development
ESG GOVERNANCE
15

GOVERNANCE COMMITTEE
CEO & EXECUTIVE LEADERSHIP TEAM
ESG DISCLOSURE COMMITTEE
VP, Global 
Government Affairs
Executive Safety
Committee
SVP & Chief Human 
Resources Officer
SVP & General Counsel, 
Chief Compliance Officer & Corporate Secretary
Board oversight of ESG
Sustainability & circular 
economy engagement
ESG data management & reporting
Human capital management
Diversity & inclusion
Health & safety policies
Operational controls
Corporate governance,
compliance & ethics/legal
Set ESG strategy and monitor progress
16

Enviri 2022 Environmental, Social and Governance Report
17
General Oversight
The Board has general oversight responsibility for the Company’s 
business. Although the Board is not responsible for the day-to-day 
management of the Company, Board members stay informed about 
the Company’s business through regular meetings, site visits, and 
other periodic interactions with management. The Board is deeply 
involved in the strategic planning process for the Company and its 
business divisions. The Board also plays an important oversight role 
in the Company’s risk management, leadership development, and 
succession planning processes.
Composition
The Board is currently comprised of nine Directors, eight of whom 
qualify as independent. There are no family relationships among any 
of the directors or between any director and any of the Company’s 
executive officers. Following the Board’s Corporate Governance 
Principles and applicable sections of the NYSE Listed Company 
Manual (the “NYSE Rules”), the independent Directors regularly 
meet in executive sessions during each Board meeting. These 
meetings allow the independent Directors to discuss important 
issues, including the business and strategic direction of the Company 
and matters concerning management, without any member of 
management present. During the 2022 fiscal year, the independent 
Directors held four separate meetings. 
Leadership Structure
The Company’s governance documents provide the Board with 
the flexibility to select the leadership structure that is most 
appropriate for the Company and its stockholders. The Board 
regularly evaluates the Company’s leadership structure. It has 
concluded that the Company and its stockholders are best served 
by not having a formal policy regarding whether the same individual 
should serve as both Chairman of the Board and CEO. This approach 
provides the Board with the necessary flexibility to elect the most 
qualified Director as Chairman of the Board while also maintaining 
the ability to separate the Chairman of the Board and CEO roles 
when necessary or appropriate.
In 2018, the Board elected F. Nicholas Grasberger III, the Company’s 
Chairman of the Board in addition to his title of Chief Executive 
Officer. Prior to this, he was President and Chief Executive Officer. 
In addition, the Board elected David C. Everitt, an independent Board 
member, as Lead Director of the Board. When the Board appointed 
Mr. Everitt as the Lead Director, the Board reviewed the Lead 
Director’s role and responsibilities to ensure responsible oversight, 
including considering feedback received from existing investors.

ESG GOVERNANCE
Board Role in Risk Oversight
Management is responsible for identifying, evaluating, managing 
and mitigating the Company’s exposure to risk. It is the Board’s 
responsibility to oversee the Company’s risk management process 
and to ensure that management is taking appropriate action to 
identify, manage and mitigate key risks. The Board administers 
its risk oversight responsibilities both through active review and 
discussion of key risks facing the Company and by delegating 
certain risk oversight responsibilities to committees for further 
consideration and evaluation. 

THE FOLLOWING SUMMARIZES THE ROLE OF THE BOARD 
AND EACH OF ITS COMMITTEES IN OVERSEEING RISK
BOARD
•	 Regularly reviews the strategic plans of the 
Company and each of its business divisions, 
including risks associated therewith
•	 Reviews enterprise-level and other key risks 	
identified through the Company’s enterprise 
risk management (“ERM”) process as well as 	
management’s plans to mitigate those risks
•	 Annual briefing by the Chief Information 
Officer on information security matters
•	 Regularly reviews the Company’s insurance 
policies, which includes cyber insurance
•	 Conducts annual succession plan reviews 	
to ensure the Company maintains appropriate 
succession plans for its senior officers
GOVERNING BODY 
AND ROLE OF RISK OVERSIGHT
18
Enviri 2022 Environmental, Social and Governance Report

AUDIT COMMITTEE
•	 Oversees compliance with legal and  
regulatory requirements and the 
Company’s Code of Conduct
•	 Oversees financial risks, including risks 
relating to key accounting policies
•	 Oversees the Company’s ERM framework 
and the process for identifying, assessing, 
and monitoring key business risks
•	 Reviews internal controls with the Principal 	
Financial Officer, Principal Accounting 		
Officer, and internal auditors
•	 Reviews information security matters 	 	
quarterly with the Chief Information Officer
•	 Meets regularly, including executive 
sessions, with representatives of the 
independent auditors 
MD&C COMMITTEE
•	 Oversees risks relating to the Company’s 	
compensation programs
•	 Oversees risks relating to the Company’s 	

equity programs
•	 Oversees the process for conducting annual 
risk assessments of the Company’s 
compensation policies and practices
•	 Employs an independent compensation 	
consultant to assist in reviewing 	
compensation programs, including the 		
potential risks created by the programs
•	 Oversees the Company’s executive 
management succession planning program
•	 Oversees diversity and inclusion process
GOVERNANCE COMMITTEE
•	 Oversees risks relating to the Company’s 	
governance structure and other corporate 	
governance matters and processes
•	 Oversees the Company’s ESG strategy
•	 Evaluates related personnel transactions
•	 Oversees compliance with key corporate  
governance documents, including the 
Corporate Governance Principles and the 
Insider Trading Policy
•	 Oversees the delegation of risks identified 	
in the ERM framework to the Board and 	
its committees
•	 Oversees the Company’s Chief Executive 
Officer assessment, development and 
succession planning process and upon 
assessment to the MD&C Committee 
for compensation decisions
19

THRIVING ENVIRONMENT
20
AMBITION
Reduce environmental impacts
GOALS / KPIs
Demonstrate continuous improvement in Enviri's
five-year environmental compliance record
Reduce the energy and carbon intensity of the 
Company’s operations by 15% by 2025
Avoid more than 25 million tons of carbon emissions 
from our recycling and repurposing solutions from 
2019 to 2025
AMBITION
Help customers solve their most pressing 	
sustainability challenges
GOALS / KPIs
Derive over 90% of annual revenue from environmental 
solutions businesses
Aggressively grow the portfolio of 
environmental solutions
Recycle or repurpose more than 75% of the waste and 
byproduct material processed annually
INNOVATIVE SOLUTIONS
FOCUS AREAS, GOALS & KPIs
As part of Enviri’s ESG strategy, the Company has defined four focus areas that create value 
for the business and provide positive outcomes for its stakeholders – Innovative Solutions, 
Thriving Environment, Safe Workplaces and Inspired People.

Enviri 2022 Environmental, Social and Governance Report
21
KEY SUSTAINABILITY RISKS & OPPORTUNITIES
•	 Waste & hazardous materials management
•	 Air quality management
•	 Human rights & labor management
•	 Employee attraction & retention
•	 Diversity & inclusion
•	 Health & safety
•	 Ethics & competitive behavior
•	 Water & wastewater management
•	 Climate change & GHG emissions
AMBITION
Ensure Enviri employees return home unharmed 
every day
GOALS / KPIs
Achieve a total recordable incident rate (TRIR) of less 
than 1.0 in 2022
Demonstrate continuous improvement in the Company’s 
five-year safety record
AMBITION
Support the growth and development of employees 
and communities
GOALS / KPIs
Enhance diversity and gender representation on the 
board and senior management team
Expand and enhance global Employee Resource Groups 
(ERGs) to foster an environment of diversity, equity, 
inclusion and engagement
SAFE WORKPLACES
INSPIRED PEOPLE

•	 With the opening of a new SteelPhalt™ manufacturing facility 
in Cardiff, United Kingdom, Harsco Environmental doubled 
production capability for high-performance, safe, and sustainable 
asphalt products for road applications with at least 95% 
recycled content 
	
– 	 Plans to open new SteelPhalt facilities in Spain and Turkey 
by early 2024
•	 Harsco Environmental’s Reed Minerals business launched Black 
Beauty Platinum as a new product adding to the SURE/CUT™ 
brands that were introduced last year with continued expansion
•	 Clean Earth opened a new 10-day hazardous waste transfer facility 
in Caguas, Puerto Rico. This new facility will increase capacity to 
transport hazardous and non-hazardous waste in Puerto Rico and 
the U.S. Virgin Islands 
•	 Clean Earth is dedicated to minimizing coal combustion-related 
emissions by strategically redirecting materials in cement 
production. These materials can be utilized as an alternative fuel 
source, effectively replacing conventional fuel options like coal in 
cement kilns. By doing so, Clean Earth reduces the environmental 
impact of coal combustion and promotes a more sustainable 
approach to waste management
•	 Clean Earth’s Morgantown, West Virginia facility recycled 
12.6 million aluminum cans in 2022 
 
Scale up Enviri’s proven environmental 
solutions to new markets and customers
INNOVATIVE SOLUTIONS: PERFORMANCE HIGHLIGHTS
22
Enviri 2022 Environmental, Social and Governance Report

•	 Harsco Environmental launched 17 new innovative solutions
•	 Harsco Environmental deployed new MagSort® crushing 
technology to its first customer
•	 Harsco Environmental partnered with both Engitec and Toscelik 	
to begin the early stages of bringing the Ezinex® technology to 
market in Turkey
•	 Harsco Environmental developed a new process of extracting 
other metallics from already-processed slag in collaboration with 
its Finnish partner, Magsort®. Together, the companies partnered 
with JPSL India, Raigarh to build the first full-scale operational 
plant. When fully functional, the plant will upgrade more than 
1.4 billion pounds of processed slag annually, recycling previously 
lost valuable metallics and procuring finely crushed slag for use 
in cement products 
 
Develop new solutions that meet unmet market 
needs or operate in a more efficient, effective 
manner than current market solutions
23

INNOVATIVE SOLUTIONS: PERFORMANCE HIGHLIGHTS
24
•	 Signed a contract with Santa Barbara-based technology 
development company Panavation to perform R&D into developing 
a viable solution for recycling/reusing iron and steelmaking sludges 
that are otherwise sent to landfills
•	 Performed quarterly technology audits to continue building the 
innovation pipeline to focus only on high quality solutions
•	 Updated strategic plan to focus on innovation themes of Green 
Steel, Energy Efficiency Optimization, and Resource Recovery
•	 Harsco Environmental joined the carbon capture and storage 
coalition known as CCS+ initiative to directly engage in the 
development of standards for carbon capture across the industry. 
The CCS+ Initiative separately accounts for carbon emissions 
reduction as well as carbon dioxide removal solutions
 
Invest in, and partner with, start-ups 
and businesses that offer innovative 
sustainable solutions to address the 
most pressing environmental needs 
of Enviri’s customers

2023 PRIORITIES
HARSCO ENVIRONMENTAL
•	 Increase the proportion of mill services that provide 
environmental benefits to steel customers. Three years 
ago, about 64% of Harsco Environmental’s revenue 
came from environmental solutions, such as recycling 
and reuse; today, that number is 76%
•	 Grow SteelPhalt's ecoproducts™ business
•	 Increase revenue from ecoproducts™ line of 
innovative offerings
CLEAN EARTH
•	 Add treatment capabilities at existing Treatment, 
Storage, and Disposal Facilities (“TSDF”)
•	 Secure regulatory permission to begin per- and 
polyfluoroalkyl (“PFAS”) destruction operations at 	
both fixed facilities and with mobile technology
•	 Build out a program for managing and disposing of 
a range of chemicals via new chemical packaging
•	 Focus on organic growth opportunities in hazardous 
waste and soils businesses
25
Enviri 2022 Environmental, Social and Governance Report

Continuous improvement runs deep within 
Enviri’s Clean Earth division. The business 
constantly looks to create efficiencies and 
add value to better serve its customers and 
the planet. Armed with this credo, Clean Earth’s 
Logistics Team identified an opportunity to 
optimize the truck routes used to service retail 
industry customers, and the results have 		
been significant.
With nearly 800 front-line trucks at its disposal, Clean Earth’s best-
in-class drivers transport  hazardous and non-hazardous waste 
between the customer and the business’s vast network of nationwide 
locations. Optimizing the complex web of routes required an equally 
comprehensive approach. The Logistics Team knew just the tool for 
the job.
Utilizing Clean Earth’s Atlas technology, a real-time route-tracking 
system, the team gained increased visibility into retail customer stops 
within each route. They then worked to consolidate and optimize 
the route, improving predictability and creating a dependable retail 
service network. 
“By deploying the most efficient transportation possible, we were 
able to reduce both the environmental impact and cost of each load,” 
said Kelly Williams, Vice President of Clean Earth Transportation 
and Logistics. “When we started the initiative, we were convinced 
we could positively impact our carbon footprint by decreasing the 
miles driven, but we had no idea we would accomplish this by doing 
thousands of more customer stops.” 
Compared to 2021 data, Clean Earth completed 22,000 more retail 
stops while driving one million fewer miles. More stops and less 
miles, and at the same time, maintained an industry-leading service 
performance of above 98%. This initiative increased daily stops per 
driver by 50%. 
More Stops. Less Miles. Clean Earth’s Route 
Restructuring Initiative benefits customers 
and the planet
INNOVATIVE SOLUTIONS: FEATURE STORY
26
Enviri 2022 Environmental, Social and Governance Report

“The success of this initiative is significantly due to 	
the vital force of Clean Earth’s drivers, who seamlessly 
adopted the routing technology and provided feedback 
with customer needs in mind,” said Darryl Johnson, 
Clean Earth Field Services Manager.  “Clean Earth drivers 
served as the linchpin of this initiative, consistently going 
the extra mile exemplifying our values to ‘be customer-
focused’ and ‘be environmental.’”
Clean Earth knows firsthand that efficiencies matter 	
– every trip avoided, and every square foot of space 
impacts customers and the planet – positively.
1 MILLION
LESS MILES DRIVEN
MORE RETAIL STOPS
22,000
27

THRIVING ENVIRONMENT: PERFORMANCE HIGHLIGHTS
CLEAN EARTH
•	 Announced that its Detroit TSDF earned critical drug 
distributor accreditation. This accreditation demonstrates 
Clean Earth's compliance with a comprehensive set of 
regulatory standards and best practices for safe and 
effective management of prescription drugs
•	 Through environmental and operating permit modifications, 
Clean Earth added paint product container recycling to its 
Houston, Texas facility
•	 Built and opened a new greenfield solid waste facility in 
Somerton, Arizona, an underserved region where many 
businesses present significant opportunities to recycle/
reuse waste that would otherwise go to landfill, as well as 
enabling the company to process non-hazardous waste 	
from California
•	 Earned the top project of the year award from Environment 
+ Energy Leader for its hand sanitizer recycling effort. 
	
Hand sanitizer production increased as COVID prompted 
an increased focus on cleanliness. However, many of these 
hand sanitizers have an expiration date and Clean Earth 
stepped into the void to create a more circular approach to 
the issue
 
•	 Launched a comprehensive program to upgrade its fleet 
composition and renew its truck fleet by bringing in 
newer models that produce lower emissions and higher 
MPG ratings. As a transportation-dependent business, this 
program will greatly reduce Clean Earth’s carbon footprint. 
More than half of Clean Earth’s fleet is in the process of 
being replaced and the remainder will be replaced as 
leases expire
 
•	 Placed No. 28 on Engineering News-Record’s Top 200 
Environmental Firms list for the 12th consecutive year, 
and placed in the Top 30 for the second consecutive year 
 
28
 
Establish Enviri’s leadership commitment 
through its Corporate Environmental Policy 
and its executive oversight
28

29
  
Implement environmental 
management systems 
consistent with ISO 
14001 or other leading 
management standards
29
HARSCO ENVIRONMENTAL
•	 Placed No. 29 in the Engineering News-Record’s Top 200 
Environmental Firms list for the second consecutive year 
CLEAN EARTH RECYCLING
	2021	
2022
TOTAL WASTE RECYCLED
8.1 billion lbs.	
8.7 billion Ibs.
TOTAL % OF ALL MATERIALS RECYCLED/REUSED
93% 	
90%
HAZARDOUS WASTE RECYCLED/REUSED
362 million lbs.	
512 million lbs.
 
NON-HAZARDOUS WASTE RECYCLED/REUSED
88 million lbs.	
179 million lbs.
SOIL REUSED/REPURPOSED
6.5 billion lbs.	
6.5 billion lbs.
ENVIRI’S 150+ MEMBER ENVIRONMENTAL, HEALTH AND SAFETY 
(EHS) TEAM CONTINUES TO:
•	 Implement Enviri’s Environmental Policy to ensure environmental 
compliance at all sites
•	 Utilize environmental management systems, including ISO 14001, 	
to manage regulatory compliance
•	 Internally report environmental incidents across the 
Company’s operations
•	 Proactively manage corrective actions to address any incidents
•	 Engage with external consultants who are subject matter experts
Enviri 2022 Environmental, Social and Governance Report

THRIVING ENVIRONMENT: PERFORMANCE HIGHLIGHTS
 
Track and improve environmental 
compliance and performance across 
KPIs through regular audits of 
Enviri operations
Enviri strives to improve its environmental compliance record and its 
environmental footprint through operational efficiency and continuous 
improvement efforts, including:
•	 Segments setting yearly environmental compliance goals, confirmed by audits
•	 Auditing and reporting environmental KPIs quarterly to the Executive 
Leadership Team and Board of Directors
•	 Establishing the first enterprise emissions reduction goal in 2020 to reduce 
the energy and carbon intensity of the Company’s operations 15% by 2025, 
and regularly auditing progress
30
Enviri 2022 Environmental, Social and Governance Report

2023 PRIORITIES
IMPROVE ENERGY EFFICIENCY, REDUCE CARBON 
EMISSIONS AND ASSESS CLIMATE CHANGE RISKS 
THROUGH:
•	 Renewable energy sourcing: Assess opportunities 
to procure renewable energy for operations in the 
United States
•	 Energy efficiency studies in thermal facilities: Engage 
an energy efficiency consulting firm to evaluate Clean 
Earth’s thermal treatment plants. Clean Earth’s use of 
natural gas constitutes the largest source of carbon 
emissions in the division
•	 Climate risk analysis: To meet investor and stakeholder 
concerns about the impacts of climate change on 
business operations and supply chains, the Company 
is reviewing anticipated ESG guidelines from various 
governments, agencies and other third parties
31

Harsco Environmental has a long history of 
turning waste into unimagined value, and the 
Brazilian state of Minas Gerais has experienced 
this firsthand.  
Known for its mineral-rich geology, the state has long attracted 	
steel producers and their operations. But producing steel also 
produces waste, called slag. Harsco Environmental Brazil is turning 
this byproduct into a treasure – fertilizer. The Company’s relentless 
pursuit of sustainable practices inspires the recycling and reuse of 
steel slag, promoting a circular economy with its AgroSilicio 
ecoproduct™ line. 
“AgroSilicio was born when we asked ourselves the question – 
‘what if?’ ” said Wender Alves, LATAM Regional President at Harsco 
Environmental. “So, we began our journey determined to continue 
prioritizing innovative sustainability initiatives designed to make 
our world cleaner and greener while helping our customers and the 
communities where we live and work.” 
Upon comprehensive research and testing partnering with Embrapa, 
a Brazilian agricultural research company, Harsco Environmental 
found that steel slag could be repurposed as a calcium silicate-based 
product, AgroSilicio, which possesses the characteristics of a fertilizer 
and soil conditioner. The calcium-silicate properties of AgroSilicio give 
the product its versatility; it can be used in numerous farming 
markets into agribusiness, correcting chemical imbalances, nutrient 
deficiencies, and soil toxicity. 
“The biggest benefit we found is that when applied to soil, AgroSilicio 
emits zero carbon,” said Alves. “In 2022 alone, AgroSilicio aided in 
reducing our carbon footprint by more than 80,000 tons – equivalent 
to planting 570,000 trees.” 
With Harsco Environmental servicing the four largest steel producers 
in Minas Gerais, AgroSilicio has been deployed across the state. The 
division has recovered 2.75 million tons of slag for reuse, of which 
250,000 tons have been repurposed to create AgroSilicio. 
One customer, in particular, has taken full advantage of AgroSilicio’s 
benefits; Aperam utilizes AgroSilicio Plus to seed forests using 
bioenergy, helping farmers while decreasing its carbon footprint and 
doing its part to help Mother Earth. 
THRIVING ENVIRONMENT: FEATURE STORY
32
Enviri 2022 Environmental, Social and Governance Report
AgroSilicio launches low-carbon 
alternative fertilizer

33
This sustainability initiative 
began when we asked ourselves 
a simple question – ‘what if?’ The 
answer was found in developing 
AgroSilicio, and as a result, reduced 
our carbon footprint by more 
than 80,000 tons – equivalent to 
planting 570,000 trees. 
Wender Alves 
LATAM Regional President, Harsco Environmental

•	 The health and safety policy applies across all Enviri segments, 
subsidiaries, and third-party businesses, contractors, and visitors
•	 The Company’s safety policies and operational controls are 
overseen by a cross-functional executive Safety Committee 
composed of senior leaders from every segment, and this 
committee reports to Enviri’s Chairman and CEO
•	 Enviri’s Board of Directors reviews safety metrics at each board 
meeting occurring four times a year
HARSCO ENVIRONMENTAL
•	 Achieved a Total Recordable Incident Rate (TRIR) of 0.45, 
exceeding its 2022 goal of 0.62 by 27%
•	 Harsco Environmental has six sites that have gone more than 
40 years without an injury
CLEAN EARTH
•	 Launched Visible Felt Leadership Program to instill accountability 
and empower employees to make the right safety decisions, slightly 
decreasing the number of recordable injuries while significantly 
decreasing Long-Term Reportable Injuries (LTRI) by 30%
•	 Clean Earth has 29 locations that have gone longer than 5 years 
since their last lost time injury
 
Establish a culture of ownership 
and accountability in which everyone 
is responsible for safety
SAFE WORKPLACES: PERFORMANCE HIGHLIGHTS.
34
Enviri 2022 Environmental, Social and Governance Report

35

Develop leading safety 
practices and comprehensive 
training programs 
Expand Harsco Environmental’s Visible Felt Leadership (Safety) program and 
expand it to the Clean Earth Division. Achieve Total Recordable Incident 
Rate (TRIR) below 1.0.
ENVIRI
•	 TRIR 2022	
0.77
•	 TRIR 2021	
0.97
HARSCO ENVIRONMENTAL
•	 TRIR 2022	
0.45  (45 recordables)
•	 TRIR 2021	
0.62  (69 recordables)
CLEAN EARTH
•	 TRIR 2022	
2.34  (58 recordables)
•	 TRIR 2021	
2.18  (62 recordables)
SAFE WORKPLACES: PERFORMANCE HIGHLIGHTS
36
Enviri 2022 Environmental, Social and Governance Report

2023 PRIORITIES
•	 Launch new Enviri Business Systems to standardize 
safety across all geographies and cultures
•	 Expand the Visible Felt Leadership program, designed 
to instill accountability and personal empowerment 
into safety, to the second stage
•	 Continue iCare training to promote safety awareness 
at all sites; reward and recognize people, sites, and 
businesses for positive results; initiate refresher 
training for all managers
•	 Introduce Harsco Environmental Connect Leadership 
Training, a high-impact leadership development 
learning program for Mid-Senior level managers within 
Enviri to enhance and expand leadership skills
HARSCO ENVIRONMENTAL
•	 Regularly update all employees on safety performance 
via Quarterly Business Update Newsletter
•	 Continue expanding single certificate ISO 9001, 14001 
& 45001 for multi-site locations across the globe
•	 Initiate Mobile Equipment Training 
(Harsco Environmental Global Standard) Trials
•	 Refresh, enhance, and roll out Hot Work Safe 
Evacuation Training (SET)
•	 Increase and improve the safety verification 
process via the Enviri Environmental 
Way program
CLEAN EARTH
•	 Focused safety standdowns and recordable 
incident reviews inclusive of presidents, vice 
presidents, general managers, supervisors, and 
Environmental, Health and Safety team members
•	 Implement an employee recognition program 
highlighting safety leaders
•	 Launch team member injury intervention 
program to mitigate medicines relying more on 
physical therapy
37

For Harsco Environmental, anything less than 
every employee safely returning home to their 
families each night is unacceptable. This value 
has allowed the division to make remarkable 
strides, improving its safety metrics for the 
third consecutive year.
 
In 2022, Harsco Environmental reported a Total Recordable 
Incident Rate (“TRIR”) of 0.45, surpassing the goal of 0.62 by 27%, 	
an impressive number in a notoriously dangerous industry.
While safety has always been ingrained in the division's culture, 
Harsco Environmental’s safety program has evolved through 
initiatives contributing to this double-digit improvement. 
Notably, the division’s Visible Felt Leadership program, 	
introduced in 2021, is at the heart of these achievements. 	
This innovative leadership model aims to foster a safety 	
culture within the organization. 
“Visible Felt Leadership empowers employees to take personal 
responsibility for their safety and emphasizes the importance of 
communication, encouraging them to report health and safety 
concerns they observe to their colleagues and leaders,” said Craig 
Kirby, Harsco Environmental Vice President of Environmental, 
Health and Safety.
Harsco Environmental also made crucial progress in enhancing its 
commitment to occupational health and safety in 2022; four sites 
received certification under the esteemed International Organization 
for Standardization (ISO) 45001, totaling 65 certified sites worldwide. 
The continuous pursuit of these certifications demonstrates Harsco 
Environmental’s commitment to upholding rigorous standards globally.
While continuous improvement will always be part of the division’s 
safety trek, Harsco Environmental has made great progress in 2022 
and is committed to its rigorous, ongoing efforts to minimize injuries 
and illnesses.
Harsco Environmental reports double-digit 
improvement in safety performance
38
Enviri 2022 Environmental, Social and Governance Report
SAFE WORKPLACES: FEATURE STORY

Safety is deeply rooted in Enviri’s core 
values, especially in our ‘be caring’ value 
ensuring that we embed safety into 
everything we do.
Looking ahead, Harsco Environmental 
is determined to continue with this 
momentum, knowing that our safety journey 
is continuous with no end destination.
 
Craig Kirby 
Harsco Environmental Vice President 
of Environmental, Health & Safety
39

INSPIRED PEOPLE: PERFORMANCE HIGHLIGHTS
 
Invest in the career development of 
Enviri’s global employees
•	 Include Talent Management in new Enviri Business Systems
•	 Prepare for the launch of new Diversity, Equity, Engagement, 
and Inclusion (“DEE&I”) program called Belonging in 2023
•	 Expand Employee Resource Groups (“ERG”) across the company. 
The new Enviri Women ERG expanded across North America, and 
work began to expand to India, LATAM, and Europe. In addition, 
work was started to identify and seed other potential ERGs to 
launch in 2023
•	 A key component of the Enviri Talent Planning (“ETP”) process 
is a focus on identifying and developing talent in critical roles, 
defined as a position that has a direct and significant impact on the 
company's strategic objectives and bottom-line business results
	
–  Senior leaders engaged in a company-wide assessment and 
critical roles identification process in early 2022, resulting 
in over 30 different roles designated as “critical.” Efforts to 
prioritize succession planning and the building of future talent 
pools aligned to these critical roles is the next phase of this work
•	 Designed and integrated a new global leadership competency 
model and associated competency assessments into the new 
Enviri Talent Planning process
	
–  The competency model aims to enhance the performance and 
potential of our current leaders as well as build a strategic 
organizational leadership capability over time. The model defines 
the knowledge, skills, abilities and behaviors most critical to 
drive Enviri’s future. Enviri will continue to focus on building and 
delivering a portfolio of leadership assessments and development 
programs and resources to help the organization assess, develop, 
retain, and promote key talent
40
Enviri 2022 Environmental, Social and Governance Report

Expected benefits of implementing the new leadership 
competency model include: 
	
• 	 Defining leadership and critical leader behaviors 
	
• 	 Identifying, developing and promoting high-potential 
and emerging leaders
	
• 	 Supporting succession planning and talent management
	
• 	 Enhancing leader engagement and retention
	
• 	 Improving organizational outcomes
41

INSPIRED PEOPLE: PERFORMANCE HIGHLIGHTS
 
Foster a diverse and inclusive culture, knowing 
that the diversity of perspectives, backgrounds, 
and talents strengthens Enviri’s businesss
•	 Clean Earth continues to grow its Supplier Diversity program 
to reflect its commitment to invest in the communities where 
employees live and work. Clean Earth hopes to spend over $15M 
annually with diversity-owned businesses
•	 Soft launches of Enviri Women program occurred in the fourth 
quarter of 2022 in India, LATAM, and parts of Europe. Promote an 
enterprise DEE&I strategy and associated initiatives that improve 
employee retention and engagement
•	 The newly formed Diversity Council, led by the CEO and CHRO, 
engaged in a process called Discover, Decide, Lead throughout 
2022, resulting in the creation of the company’s first organization-
wide inclusion strategy called Belonging
In addition to a formal assessment of DEE&I practices, discovery 
topics presented by both internal and external SMEs included:
	
1	 Advancing Underrepresented Talent
	
2	 Diversifying the Leadership Bench
	
3	 DEE&I and Employee Experience
	
4	 Employee Resource Groups
	
 •	 Prepared for the launch of new Enviri values, making them more 
action-oriented and easier to understand for non-English speakers 
42
Enviri 2022 Environmental, Social and Governance Report

43

INSPIRED PEOPLE: PERFORMANCE HIGHLIGHTS
Recognize employees through 
Enviri’s Global Impact Awards 
and CEO Impact Awards
•	 38 individuals and teams were honored with the highest employee 
recognition award, the CEO Impact Award, for their outstanding 
contributions in categories reflecting our values
	
– 	 4 Corporate winners were recognized
	
– 	 4 Clean Earth winners were recognized
	
– 	 4 Global Service Center winners were recognized
	
– 	 26 Harsco Environmental winners were recognized
•	 More than 100 employees were recognized for significant contributions
to the Company’s success with Global Impact Awards 
44

•	
Engage candidates in a positive recruiting 
experience and digitize candidate requirements
•	
Engage employees by fostering a meaningful 
sense of belonging and supporting our refreshed 
Enviri Values
•	
Engage employees through relevant career 
development opportunities and learning and 
development resources. Introduce new 
leadership competencies
•	
Simplify employee, manager, and HR 
administrative infrastructure by streamlining 
processes and utilizing digital tools
Enviri 2022 Environmental, Social and Governance Report
45
2023 PRIORITIES

INSPIRED PEOPLE: FEATURE STORY
46
Enviri 2022 Environmental, Social and Governance Report
Enviri Launches Belonging: The Company’s 
First Diversity, Equity, Engagement, 
and Inclusion Program
Enviri is committed to creating an inclusive 
workplace where each employee is respected, 
valued, and feels a strong sense of belonging. 
Appropriately named, Belonging is the 
Company’s first Diversity, Equity, Engagement, 
and Inclusion (DEE&I) Program.  
The program was set in motion in 2021 with the appointment of an 
employee-led Diversity Council. Members were selected as thought 
leaders to add varying perspectives to the program's objectives. 
This group quickly generated Belonging’s four guiding principles:
1	 Celebrate cultural diversity across our company
2	 Educate employees and managers, to build awareness, and 	
spark meaningful discussions to inspire behavior changes
3	 Foster a workplace culture where all individuals feel respected 	
and have a sense of belonging
4	 Leverage diverse perspectives and experiences to drive 	
growth and innovation 
One major initiative emphasizes education and training to 	
promote awareness and understanding. To execute this, Belonging 
is establishing an education program for all people leaders to 
complete. Another major initiative is creating and guiding employee 
resource groups to build on a commitment to gender balance and 
global female talent development to support the many ethnic cultures 
and groups that make up Enviri. In fact, through Belonging, the 
Company’s existing employee resource group, Enviri Women, has 
expanded into India and Latin America. 
Enviri knows that creating a diverse, collaborative, inclusive workplace 
through embracing differences strengthens our company and drives 
innovation. Belonging will, ultimately, serve as a launch pad for many 
employee resource groups and educational programs to come.

47

48
Enviri 2022 Environmental, Social and Governance Report
GRI 102: GENERAL DISCLOSURES
Disclosure
Description
Cross-reference or answer
ORGANIZATIONAL PROFILE
102-1
Name of the organization
ENVIRI CORPORATION (NYSE: NVRI)
102-2
Activities, brands, products and services
Enviri is a market-leading, global provider of environmental solutions for industrial and specialty waste 
streams. The Company’s two reportable business segments are Harsco Environmental and  Clean Earth, 
and Enviri is a single-thesis environmental solutions Company that is a leader in the markets it serves.
102-3
Location of headquarters
2 Logan Square, 17th Floor, Philadelphia, PA
102-4
Location of operations
Enviri’s Harsco Environmental division serves 70 customers at approximately 150 sites in approximately 
30 countries. Their diversified customer base includes the largest steel producers in the regions where 
Harsco Environmental operates, serving a mix of mini-mill and integrated operations. In recent years, Harsco 
Environmental has extended its reach, signing new services contracts in bellwether emerging markets like 
India and further strengthening its footprint in the Americas and Europe. Regions specified: North America, 
Western Europe, Latin America, Asia-Pacific, Middle East and Africa, Eastern Europe. 
Enviri’s Clean Earth division operates a leading network of 88 waste management sites across the United 
States, including 19 federally permitted treatment, storage and disposal facilities (TSDFs). 
102-5
Ownership and legal form
Publicly traded on NYSE
102-6
Markets served
Today, Harsco Environmental is a premier, global provider of environmental services and material processing 
to the global steel and metals industries. Harsco Environmental partners with its global customer base to 
deliver production-critical on-site operational support and resource recovery services, through management 
of its customers’ primary waste or byproduct streams. Harsco Environmental’s services support the metal 
manufacturing process, generating significant operational and financial efficiencies for its customers and 
allowing them to focus on their core steel making businesses. 
Enviri’s Clean Earth division operates a leading network of 88 waste management sites across the United 
States, including 19 federally permitted TSDFs, recycling and reusing hazardous and non-hazardous waste 
and contaminated materials (soil and dredge).
102-7
Scale of the organization
As of December 31, 2022, Enviri had approximately 12,000 employees, excluding contingent workers, 
in more than 35 countries.
102-8
Information on employees and other workers
Refer to Inspired People and 2022 10-K Annual Report (pg. 6) for description of Enviri’s human 
capital resources.

49

GRI 102: GENERAL DISCLOSURES [Cont.]
Disclosure
Description
Cross-reference or answer
ORGANIZATIONAL PROFILE [CONT.]
102-10
Significant changes to the organization 
and its supply chain
Enviri has worked in recent years to transform its portfolio, strengthen its financial results and invest to 
grow the Company. These investments include targeted organic investments, as well as mergers and 
acquisitions, that have accelerated Enviri’s business transformation. The purchases of Clean Earth and 
Environmental Solutions (ESOL), along with the sale of an energy-linked business in 2019 and Enviri’s 
intention to sell its Rail business, have been significant strategic steps for the Company. As a result, 100% of 
revenues from continuing operations in 2021 were generated from the Company’s two environmentally-
focused segments, Clean Earth and ESOL. It also is important to note that these transactions have reduced 
the Company’s portfolio complexity and business cyclicality. 
More broadly, Enviri is committed to viewing every customer need through a sustainability lens. Enviri’s 
customers are increasingly expecting more customizable solutions that address environmental challenges 
within their industries. The Company is responding to this need by helping customers build better 
businesses and, in a larger sense, a better environment. The go-forward strategy is clear: to continue 
building a leading, global environmental solutions company.
STRATEGY
102-14
Statement from senior decision-maker
CEO Letter
102-15
Key impacts, risks and opportunities
Risks: 2022 10-K Annual Report (pg. 19)
Opportunities/growth strategy: 2022 10-K Annual Report (pg. 4)
ETHICS AND INTEGRITY
102-16
Values, principles, standards and norms 
of behavior 
Refer to Our Code of Business Conduct 
102-17
Mechanisms for advice and concerns 
about ethics
Refer to Our Code of Business Conduct 
GOVERNANCE
102-18
Governance structure
Refer to https://www.enviri.com/corporate-governance 
102-19
Delegating authority
ESG governance
102-20
Executive-level responsibility for 
economic, environmental and social topics
Enviri’s environmental policy and global environmental compliance is overseen by Enviri’s Executive 
Leadership Team
50
Enviri 2022 Environmental, Social and Governance Report

51
Disclosure
Description
Cross-reference or answer
GOVERNANCE [CONT.]
102-23
Chair of the highest 
governance body
Refer to https://www.enviri.com/corporate-governance 
CEO is also chairman of the board. 
102-24
Nominating and selecting 
the highest governance body
Refer to https://www.enviri.com/corporate-governance
The board will work together in seeking and nominating candidates for board membership. The board has delegated the screening 
process for new directors to the Governance Committee in consultation with the chairman. Consistent with its charter, the Governance 
Committee is responsible for screening director candidates, for establishing criteria for director nominees and for recommending to 
the board a slate of nominees for election to the board at the Annual Meeting of Stockholders, and nominees for election by the board 
to fill vacancies on the board. In addition, the Governance Committee will make a serious evaluation of each incumbent director prior to 
any re-nomination.
102-25
Conflicts of interest
Refer to https://www.enviri.com/corporate-governance (section titled “service on other boards”) and Our Code of Business Conduct
102-26
Role of highest governance 
body in setting purpose, 
values and strategy
Refer to https://www.enviri.com/corporate-governance (section titled “responsibilities of the board”) and 2022 Proxy Statement (pg. 11) 
The primary responsibility of the board is to oversee and provide direction and counsel to the senior management of the Company. 
Board members are expected to devote the time necessary to appropriately discharge their responsibilities, to review materials 
distributed in advance of board and committee meetings and to prepare for and attend and participate in all meetings of the board and 
of board committees on which they serve. In addition, each director is expected to attend the Annual Meeting of Stockholders. The 
board’s responsibilities include, but are not limited to:
•  Reviewing and, where appropriate, approving the Company’s major financial and operational objectives, plans, strategies and actions 
overseeing the conduct of the Company’s business to assure that it is being properly managed.
•  Regularly evaluating the performance and approving the compensation of the CEO, and in consultation with the CEO, also reviewing 
the performance of the other members of the Company’s senior management team.
•  Planning for succession with respect to the CEO, including planning appropriate contingencies in case the CEO retires, resigns or is 
incapacitated, and monitoring management’s succession planning for other key executives of the Company.
•  Overseeing risk assessment and management of the Company’s major financial and other risk exposures.
•  Providing advice and counsel to the CEO and other executives of the Company.
•  Assisting management in the oversight of compliance by the Company with applicable laws and regulations, including in connection 
with public reporting obligations of the Company.
•  Overseeing management with a goal of ensuring that the assets of the Company are safeguarded through the maintenance of 
appropriate accounting, financial and other controls.
•  Periodically assessing the effectiveness of policies for communication between the Company’s stockholders and directors.
•  Periodically assessing the Company’s position on issues related to corporate social responsibility, public policy and philanthropy.
•  Evaluating and taking steps to maintain the effectiveness of the board, by recommending appropriate candidates for membership, by 
establishing appropriate compensation and by regularly reviewing and evaluating the operations of the board, each committee and 
each board member.
Directors will discharge the above responsibilities by exercising their business judgment in a manner that they believe in good faith is in 
the best interest of the Company and its stockholders. The proceedings and deliberations of the board and its committees are confidentia. 
Each director will maintain the confidentiality of information received in connection with his or her service as a director of the Company.

52
Enviri 2022 Environmental, Social and Governance Report
GRI 102: GENERAL DISCLOSURES [Cont.]
Disclosure
Description
Cross-reference or answer
GOVERNANCE [CONT.]
102-29
Identifying and managing economic, environmental, and social impacts
Refer to 2022 Proxy Statement (pg. 12)
102-30
Effectiveness of risk management processes
Refer to 2022 Proxy Statement (pg. 12)
102-31
Review of economic, environmental, and social topics
Refer to 2022 Proxy Statement (pg. 13)
102-32
Highest governance body’s role in sustainability reporting
Refer to 2022 Proxy Statement (pg. 13)
102-35
Remuneration policies
Refer to 2022 Proxy Statement (pg. 5, 28, 40, 90)
102-36
Process for determining remuneration
Refer to 2022 Proxy Statement (pg. 5, 28, 45-52)
102-37
Stakeholders’ involvement in remuneration
Refer to 2022 Proxy Statement (pg. 5, 28, 42-52)
102-38
Annual total compensation ratio
93:1 – Refer to 2022 Proxy Statement (pg. 75)
102-39
Percentage increase in annual total compensation ratio
Refer 2022 Proxy Statement (pg. 75)
REPORTING PRACTICE
102-45
Entities included in the consolidated financial statements 
Refer to 2022 10-K Annual Report
102-46
Defining report content and topic Boundaries
Refer to About this report
102-47
List of material topics
Refer to Focus areas, goals and KPIs
102-48
Restatements of information
None
102-49
Changes in reporting
None
102-50
Reporting period
January 1, 2022 to December 31, 2022
102-51
Reporting period
May 2021
102-52
Reporting cycle
Annual
102-53
Contact point for questions regarding the report
Jay Cooney, Chief Marketing and Communications Officer
102-54
Claims of reporting in accordance with the GRI Standards
Refer to About this report 
102-55
GRI content index
Refer to ESG data table
102-56
External assurance 
No external assurance on ESG Report

53
GRI 200-400: TOPIC-SPECIFIC DISCLOSURES
GRI topic
Disclosure
Description
Cross-reference or answer
ECONOMIC TOPICS
Economic performance
201-2
Financial implications and 
other risks and opportunities 
due to climate change
Physical risks
Harsco Environmental is well-positioned to respond dynamically to changes in physical climate risks. 
Analysis of present-day conditions shows a third of current sales originate from sites that have already 
experienced a significant shift in climate-related hazards. 
Transition risks and opportunities
Global decarbonization is closely linked to a more circular economy. Harsco Environmental’s EMEAs 
business is centered around providing waste-to-value industrial services and this transition presents a 
significant opportunity for the division. For this high-level assessment the Company considered these 
material changes relating to this transition:
1. The expansion of environmental policy, such as requirements to clean legacy stockpiles and increased 
landfill tax present substantial opportunity for Harsco Environmental to grow existing and offer 
complementary environmental services.
2. The transition from primary to secondary steel production may be accelerated due to the low-
emissions potential of electric arc furnaces. This is an opportunity for Harsco Environmental given 
that the secondary production process and market dynamics are typically more favorable.
3. The relocation of blast furnaces due to increased carbon tax in certain regions (e.g., in Europe) 
may present short-term risks. However, Harsco Environmental’s global footprint relative to its 
competitors means it is well positioned to relocate into new regions of operation.
4. A shift away from steel to alternative materials is a potential risk that should be monitored over the 
next one to five years. While automakers are expected to continue using steel, timber (e.g., cross-
laminated timber) has emerged as a potentially more sustainable alternative to steel for certain 
building applications. Timber faces a range of challenges to widespread adoption, including questions 
as to whether forestry practices can be sustainably scaled to support this new material.  
Anti-corruption
103-1
Management approach
Refer to Anti-Corruption Policy
Anti-corruption
205-2
Communication and training 
about anti-corruption policies
and procedures
Refer to Our Code of Business Conduct
Anti-competitive 
behavior
206-1
Legal actions for anti-
competitive behavior, anti-
trust, and monopoly practices
Refer to Anti-Corruption Policy
Additional details required by GRI on legal actions are not currently available to be disclosed in this 
reporting period.
Taxes
207-1
Approach to tax  
Refer to 2022 10-K Annual Report (pg. 41, 73)
Additional details required by GRI on approach to tax are currently not available to be disclosed in this 
reporting period.

54
Enviri 2022 Environmental, Social and Governance Report
GRI 200-400: TOPIC-SPECIFIC DISCLOSURES [Cont.]
GRI topic
Disclosure
Description
Cross-reference or answer
ENVIRONMENTAL TOPICS
Materials
301-2
Recycled input materials used
The following information is currently not available to be disclosed in this reporting period.
Energy
103-1
Management approach
Refer to Thriving Environment
Energy
302-1
Energy consumption within 
the organization
Direct energy use (GJ): 5,400,656
Indirect energy use (GJ): 438,501
Total energy use (GJ): 5,839,157
Additional details on energy consumption within the organization are currently not available to be 
disclosed in this reporting period.
Energy
302-3
Energy intensity
3,091 GJ/million $
Additional details on energy intensity are currently not available to be disclosed in this 
reporting period.
Energy
302-4
Reduction of energy consumption
The following information is currently not available to be disclosed in this reporting period.
Emissions
103-1
Management approach
Refer to Thriving Environment
Emissions
305-1
Direct (scope 1) 
GHG emissions
347,254 (t CO2e)
Additional details on calculation and methodologies are not available to be disclosed in this 
reporting period.
Emissions
305-2
Energy indirect (scope 2) 
GHG emissions
46,764 (t CO2e)
Additional details on calculation and methodologies are not available to be disclosed in this 
reporting period.
Emissions
305-3
Other indirect (scope 3)
GHG emissions
21,296 (t CO2e)
Additional details on calculation and methodologies are not available to be disclosed in this 
reporting period
Emissions
305-4
GHG emissions intensity
a. 209 million CO2e/million $
b. per million $
c.  Scope 1 and 2 GHG emissions intensity
d. Additional details on methodologies are not available to be disclosed in this reporting period.
Emissions
305-5
Reduction of GHG emissions
The following information is currently not available to be disclosed in this reporting period.
Waste
306-3
Significant spills
The following information is currently not available to be disclosed in this reporting period.
Waste
306-4
Waste diverted from disposal  
The following information is currently not available to be disclosed in this reporting period.
Waste
306-5
Water bodies affected by water 
discharges and/or runoff
The following information is currently not available to be disclosed in this reporting period.

55

56
Enviri 2022 Environmental, Social and Governance Report
GRI 200-400: TOPIC-SPECIFIC DISCLOSURES [Cont.]
GRI topic
Disclosure
Description
Cross-reference or answer
ENVIRONMENTAL TOPICS [CONT.]
Environmental compliance
103-1
Explanation of the material topic and its boundary
Refer to Corporate Environmental Policy
Environmental compliance
103-2
The management approach and its components
Refer to Corporate Environmental Policy
Environmental compliance
103-3
Evaluation of the management approach
Refer to Corporate Environmental Policy
SOCIAL TOPICS
Employment
401-1
New employee hires and employee turnover
Refer to Inspired People
Occupational health and safety
103-1
Explanation of the material topic and its boundary
Refer to Safe Workplaces
Occupational health and safety
103-2
The management approach and its components
Refer to Safe Workplaces
Occupational health and safety
103-3
Evaluation of the management approach
Refer to Safe Workplaces
Occupational health and safety
403-1
Occupational health and safety management system
Refer to Safe Workplaces
Occupational health and safety
403-2
Hazard identification, risk assessment and incident 
investigation
Refer to Safe Workplaces
Total Recordable Incident Rate (TRIR): 0.77.
Additional details on hazard identification, risk assessment 
and incident investigation are currently not available to be 
disclosed in this reporting period.
Occupational health and safety
403-3
Occupational health services
Refer to Safe Workplaces
Occupational health and safety
403-4
Worker participation, consultation, and communication 
on occupational health and safety
The following information is currently not available to be disclosed 
in this reporting period.
Occupational health and safety
403-5
Worker training on occupational health and safety
Refer to Safe Workplaces
Occupational health and safety
403-6
Promotion of worker health
The following information is currently not available to be disclosed 
in this reporting period.
Occupational health and safety
403-7
Prevention and mitigation of occupational health and 
safety impacts directly linked by business relationships
The following information is currently not available to be disclosed 
in this reporting period.
Occupational health and safety
403-8
Workers covered by an occupational health and safety 
management system
The following information is currently not available to be disclosed 
in this reporting period.
Occupational health and safety
403-9 a.
Work-related injuries
No fatalities occurred in 2022. There were 118 work-related 
injuries. The total recordable incident rate (TRIR) for 2022 is 
0.77 per 200,000 hours worked.
Additional details on work-related injuries are currently not 
available to be disclosed in this reporting period.

57
GRI topic
Disclosure
Description
Cross-reference or answer
SOCIAL TOPICS [CONT.] 
Training and education
103-2
The management approach and its components
Refer to Values and governance, Safe Workplaces, Inspired People
Training and education
404-1
Average hours of training per year per employee
The following information is currently not available to be disclosed in this 
reporting period.
Diversity and equal 
opportunity
103-3
Evaluation of the management approach
Refer to Inspired People
Diversity and equal 
opportunity
405-1
Diversity of governance bodies and employees
Gender representation of the board: 22% female / 78% male
Gender representation of executive officers: 16% female / 84% male
Additional details on diversity of governance bodies and employees are 
currently not available to be disclosed in this reporting period.
Diversity and equal 
opportunity
405-2
Ratio of basic salary and remuneration of women to 
men
The following information is currently not available to be disclosed in this 
reporting period.
Non-discrimination
103-1
Explanation of the material topic and its boundary
Refer to Values and Governance
Non-discrimination
103-3
Evaluation of the management approach
Refer to Our Code of Business Conduct
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
The following information is currently not available to be disclosed in this 
reporting period.
Child labor
408-1
Operations and suppliers at significant risk for 
incidents of child labor
The following information is currently not available to be disclosed in this 
reporting period.
Forced or compulsory labor
409-1
Operations and suppliers at significant risk for 
incidents of forced or compulsory labor
The following information is currently not available to be disclosed in this 
reporting period.
Human rights assessment
412-2
Employee training on human rights policies or 
procedures
The following information is currently not available to be disclosed in this 
reporting period.
Local communities
103-1
Explanation of the material topic and its boundary
Refer to Inspired People
Local communities
103-2
The management approach and its components
Refer to Inspired People
Local communities
413-1
Operations with local community engagement, 
impact assessments, and development programs
The following information is currently not available to be disclosed in this 
reporting period.
Socioeconomic compliance
103-1
Explanation of the material topic and its boundary
Refer to Corporate Governance
Socioeconomic compliance
103-2
The management approach and its components
Refer to Corporate Governance

SUSTAINABILITY ACCOUNTING STANDARDS BOARD (SASB): WASTE MANAGEMENT
Topic
Accounting metric 
Category 
Unit of measure
Response
GREENHOUSE GAS EMISSIONS
IF-WM-110a.1
1) Gross global scope 1 emissions, percentage 
covered under (2) emissions-limiting 
regulations and (3) emissions-reporting 
regulations
Quantitative
Metric tons (t CO2e)
Percentage (%)
(1) 347,254 t CO2e
(2) This information is currently not available to be disclosed in 
this reporting period.
(3) This information is currently not available to be disclosed in 
this reporting period.
 IF-WM-110a.2
(1) Total landfill gas generated, (2) percentage 
flared, (3) percentage used for energy
Quantitative
RMillion British 
thermal units
(MMBtu)
Percentage (%)
(1) Not applicable – no owned or operated landfills
(2) Not applicable – no owned or operated landfills
(3) Not applicable – no owned or operated landfills
IF-WM-110a.3
Discussion of long-term and short-term 
strategy or plan to manage scope 1 and 
lifecycle emissions, emissions reduction 
targets and an analysis of performance against 
those targets
Discussion and 
analysis
Targets and progress:
Enviri has set an enterprise goal to reduce the carbon 
intensity of its business by 15% by 2025 (scope 1 and 2 
emissions, based on a 2019 baseline). From 2019 to 2021, 
scope 1 and 2 emissions declined nearly 14%, primarily as 
a result of merger and acquisition activity, through which 
Enviri has divested more carbon intensive businesses while 
acquiring less carbon intensive businesses. In 2022, carbon 
intensity increased by 15% due to market changes and 
broader accounting of emissions from business operations. 
FLEET FUEL MANAGEMENT
IF-WM-110b.1
(1) Fleet fuel consumed, (2) percentage natural 
gas, (3) percentage renewable
Quantitative
Gigajoules (GJ) 
Percentage (%)
(1) 2,353,233 GJ
(2) Response from prior year
(3) Response from prior year
 IF-WM-110b.2
Percentage of alternative fuel vehicles in fleet
Quantitative
Percentage (%)
0%
AIR QUALITY
IF-WM-120a.1
Air emissions of the following pollutants: (1) 
NOx (excluding N2O), (2) SOx, (3) volatile 
organic compounds (VOCs) and (4) hazardous 
air pollutants (HAPs)
Quantitative
Metric tons (t)
This information is currently not available to be disclosed in this 
reporting period.
 IF-WM-120a.2
Number of facilities in or near areas of dense 
population
Quantitative
Number
This information is currently not available to be disclosed in this 
reporting period.
 IF-WM-120a.3
Number of incidents of non-compliance 
associated with air emissions
Quantitative
Number
This information is currently not available to be disclosed in this 
reporting period.
58
Enviri 2022 Environmental, Social and Governance Report

59

60
Enviri 2022 Environmental, Social and Governance Report
SUSTAINABILITY ACCOUNTING STANDARDS BOARD (SASB): WASTE MANAGEMENT [Cont.]
Topic
Accounting metric 
Category 
Unit of measure
Response
MANAGEMENT OF LEACHATE AND HAZARDOUS WASTE
F-WM-150a.1
1) Total Toxic Release Inventory (TRI) releases, (2) 
percentage released to water 
Quantitative
Metric tons (t) 
Percentage (%)
This information is currently not available to be disclosed 
in this reporting period.
IF-WM-150a.2
Number of corrective actions implemented for 
landfill releases
Quantitative
Number
Not applicable – no owned or operated landfills
 IF-WM-150a.3
Number of incidents of non-compliance associated 
with environmental impacts
Quantitative
Number
This information is currently not available to be disclosed 
in this reporting period.
LABOR PRACTICES
IF-WM-310a.1
Percentage of active workforce covered under 
collective bargaining agreements
Quantitative
Percentage (%)
27% (United States and Canada employees)
 IF-WM-310a.2
(1) Number of work stoppages and (2) total days idle
Quantitative
Number 
Days idle
(1) 5 
(2) 26
WORKFORCE HEALTH AND SAFETY
IF-WM-320a.1
(1) Total recordable incident rate (TRIR), 
(2) fatality rate and (3) near miss frequency 
rate (NMFR) for (a) direct employees and 
(b) contract employees
Quantitative
Rate
(1) 0.77 TRIR
(2) Zero fatalities in 2022
(3) This information is currently not available to be 
disclosed in this reporting period.
 IF-WM-320a.2
Safety Measurement System BASIC percentiles for: 
(1) Unsafe Driving, (2) Hours-of-Service Compliance, 
(3) Driver Fitness, (4) Controlled Substances/Alcohol, 
(5) Vehicle Maintenance and (6) Hazardous Materials 
Compliance
Quantitative
Percentile
This information is currently not available to be disclosed 
in this reporting period.
 IF-WM-320a.3
Number of road accidents and incidents
Quantitative
Number
This information is currently not available to be disclosed 
in this reporting period.

61
Topic
Accounting metric 
Category 
Unit of measure
Response
RECYCLING AND RESOURCE RECOVERY
IF-WM-420a.1
(1) Amount of waste incinerated, (2) 
percentage hazardous, (3) percentage used for 
energy recovery
Quantitative
Metric tons (t) 
Percentage (%)
Not applicable – no owned or operated incinerators
 IF-WM-420a.2
Percentage of customers receiving (1) 
recycling and (2) composting services, by 
customer type
Quantitative
Percentage (%)
This information is currently not available to be disclosed in this 
reporting period.
IF-WM-420a.3
Amount of material (1) recycled, (2) 
composted and (3) processed as waste-to-
energy
Quantitative
Metric tons (t)
(1)  18 million metric tons
(2)  639 tons
(3) 93,179 tons
 IF-WM-420a.4
Amount of electronic waste collected; 
percentage recovered through recycling
Quantitative
Metric tons (t)
Percentage (%)
4,246 t; 100% recycled
ACTIVITY METRICS
IF-WM-000.A
Number of customers by category: (1) 
municipal, (2) commercial, (3) industrial, (4) 
residential and (5) other
Quantitative
Number
This information is currently not available to be disclosed in this 
reporting period.
 IF-WM-000.B
Vehicle fleet size
Quantitative
Number
This information is currently not available to be disclosed in this 
reporting period.
 IF-WM-000.C
Number of: (1) landfills, (2) transfer stations, 
(3) recycling centers, (4) composting centers, 
(5) incinerators and (6) all other facilities
Quantitative
Number
(1) Zero 
(2) 51 10-day transfer facilities 
(3) Zero 
(4) Zero 
(5) Zero 
(6) 19 permitted TSDF
The Company’s properties are more fully described in the 
2022 10-K Annual Report.
 IF-WM-000.D
Total amount of materials managed, by 
customer category: (1) municipal, (2) 
commercial, (3) industrial, (4) residential 
and (5) other
Quantitative
Metric tons (t)
This information is currently not available to be disclosed in this 
reporting period.

62
FORWARD-LOOKING STATEMENT
This report contains certain forward-looking 
statements based on Enviri management’s current 
assumptions and expectations, including statements 
regarding our ESG targets, goals, programs, initiatives 
and objectives. These statements can be identified 
by terms such as “may,” “could,” “expect,” “hope,” 
“anticipate,” “intend,” “believe,” “likely,” “estimate,” 
“outlook,” “plan,” “aspire,” “goal,” “target,” “objective,” 
“planned,” “projects” or other comparable terms. In 
accordance with the “safe harbor” provisions of Section 
27A of the Securities Act of 1933 and Section 21E of 
the Securities Exchange Act of 1934, Enviri provides 
the following cautionary remarks regarding important 
factors that, among others, could cause future 
results, including the achievement of targets, goals 
or commitments, to differ materially from the results 
contemplated by forward-looking statements, including 
the expectations and assumptions expressed or implied 
herein. Factors that could cause actual results to differ, 
perhaps materially, from those implied by forward-
looking statements include, but are not limited to: (1) 
changes in the worldwide business environment in 
which Enviri operates, including changes in general 
economic conditions or changes due to COVID-19 and 
governmental and market reactions to COVID-19; (2) 
changes in currency exchange rates, interest rates, 
commodity and fuel costs and capital costs; (3) changes 
in the performance of equity and bond markets that 
could affect, among other things, the valuation of the 
assets in Enviri’s pension plans and the accounting for 
pension assets, liabilities and expenses; (4) changes 
in governmental laws and regulations, including 
environmental, occupational health and safety, tax 
and import tariff standards and amounts; (5) market 
and competitive changes, including pricing pressures, 
market demand and acceptance for new products, 
services and technologies; (6) Enviri’s inability or 
failure to protect its intellectual property rights from 
infringement in one or more of the many countries 
in which Enviri operates; (7) failure to effectively 
prevent, detect or recover from breaches in Enviri’s 
cybersecurity infrastructure; (8) unforeseen business 
disruptions in one or more of the many countries in 
which Enviri operates due to political instability, civil 
disobedience, armed hostilities, public health issues or 
other calamities; (9) disruptions associated with labor 
disputes and increased operating costs associated with 
union organization; (10) the seasonal nature of Enviri’s 
business; (11) Enviri’s ability to successfully enter 
into new contracts and complete new acquisitions or 
strategic ventures in the timeframe contemplated, or at 
all; (12) the integration of Enviri’s strategic acquisitions; 
(13) failure to complete a divestiture of the Rail division, 
as announced on November 2, 2021 on satisfactory 
terms, or at all; (14) potential severe volatility in the 
capital markets; (15) failure to retain key management 
and employees; (16) the outcome of any disputes with 
customers, contractors and subcontractors; (17) the 
financial condition of Enviri’s customers, including 
the ability of customers (especially those that may be 
highly leveraged, have inadequate liquidity or whose 
business is significantly impacted by COVID-19) to 
maintain their credit availability; (18) implementation 
of environmental remediation matters; (19) risk and 
uncertainty associated with intangible assets; (20) the 
risk that Enviri may be unable to implement fully and 
successfully the expected incremental actions at Clean 
Earth due to market conditions or otherwise and may 
fail to deliver the expected resulting benefits; and (21) 
other risk factors listed from time to time in Enviri’s 
Securities and Exchange Commission (“SEC”) reports. A 
further discussion of these, along with other potential 
risk factors, can be found in Part I, Item 1A, “Risk 
Factors,” of Enviri’s Annual Report on Form 10-K for 
the year ended December 31, 2021, and subsequent 
quarterly reports on Form 10-Q. Enviri cautions that 
these factors may not be exhaustive and that many 
of these factors are beyond Enviri’s ability to control 
or predict. Accordingly, forward-looking statements 
should not be relied upon as a prediction of actual 
results. The forward-looking statements in this report 
are made as of the date of this report, unless otherwise 
indicated, and we undertake no duty to update 
forward-looking statements to reflect subsequent 
events or circumstances.
Note on materiality
Materiality, as used in this report, and sometimes 
referenced as “ESG materiality” or our materiality 
review process, is different than the definition used 
in the context of filings with the SEC. Issues deemed 
material for purposes of this report and for purposes of 
determining our ESG strategies may not be considered 
material for SEC reporting purposes.
Data collection and verification
The data provided in this report through facts and 
figures is based on, unless otherwise specifically 
indicated, activities during Enviri’s calendar year 2021. 
For some performance indicators, the previous year’s 
data are provided to allow for annual comparisons. The 
facts and figures used in this report are as of the date 
of this report (October 2022), and we undertake no 
duty to update such data to reflect subsequent data or 
information. Unless otherwise specifically indicated, 
data used to determine facts and figures herein are 
based on Enviri internal data, and we did not seek, nor 
was there, external assurance from third parties with 
respect to such information.
Enviri 2022 Environmental, Social and Governance Report

Transforming the world to green

© 2023 Enviri.  This document and the information set forth herein are the property of Enviri. Any disclosure or copying of 
this document and its contents without the prior written approval of Enviri Corporation is prohibited.  All Rights Reserved.
Designed by Splash of Paint  www.splashofpaint.com
This publication has been produced using sustainably sourced FSC material, which has also 
been carbon balanced, supporting the World Land Trust.  We have printed this on a low-energy 
printing press, with LED technology which uses 70% less energy than a conventional litho press.
Two Logan Square  |  100 North 18th Street  |  17th Floor 
Philadelphia  |  PA 19103
t   +1.717.730.3683  |  w  enviri.com