Reinventing

our impact

2024 Global Impact ReportContents
Leadershipreflections
Mike Roman, Chief
Executive Officer

Who
we are3

Gayle Schueller, Chief
Sustainability Officer

3

Looking ahead

4

How
we workWhat
we createInnovation
management

85

Customer-inspired
innovation

93

3M at a glance

7

Corporate governance 34

Leading with purpose

8Enterprise risk

11

Corporate
Code of Conduct

40

Human rights

45

Compensation

50

Employee programs

52

Environmental,
health, and safety
management

57

Circular materials

64

Climate70

Suppliers

79

Sustainability goals
and progress
Communities
Diversity, equity,and inclusion

On the cover
Stockholm, Sweden, host of the annual
World Water Week. At the event in 2023,
the Water Resilience Coalition held aworkshop at 3M Stockholm on the ambitionof net positive water impact, and 3M
participated in the first pilot program.

24
30

38

Site
spotlights

AboutreportAycliffe, U.K.

98

Chiba, Japan99

Tilloy, France

100

About report, scope,and boundaries
103
GRI index

107

SASB index

121

Assurancestatement

124

Metric tables

128

Visit us online
Access digital content at our
Global Impact website.

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Leadership reflections | 3M 2024 Global Impact Report

3

Leadership reflections
Sustainability Value Commitment forevery product entering our new productcommercialization process. This has led
to consumer products such as Scotch™
Cushion Lock™ Protective Wrap (a 100%
recycled paper alternative to plastic
bubble wrap) and Post-it® 100% Recycled
Paper Super Sticky Notes, as well as 3M
technologies like abrasives and adhesivesthat enable automotive electrification andindustrial automation. These solutions help
us reduce not only our direct footprint but
our customers’ as well.
Mike Roman
Chairman of the Board andChief Executive Officer

Gayle Schueller
Senior Vice President andChief Sustainability Officer

In a year full of change, our team stayed
relentlessly focused on doing what 3M
does best: using material science tosolve customer problems and make adifference in the world.

In what promises to be a transformative
year for 3M, I want to take a moment
to reflect back on 2023. From hosting
our first environmental justice summit
to initiating carbon reduction projects,
we took significant steps toward oursustainability commitments. I’m proudof the work 3Mers have done to create abrighter future.

As we think about our path forward, ourpurpose is unchanged: unlocking thepower of people, ideas and science toreimagine what’s possible. It is the reason
we exist, and guides everything we do.
Read the rest of Mike Roman’s letter.

We’ve advanced our product portfolio,
installed new technologies at our
manufacturing sites, and partnered withothers. As a result, since 2019 we’ve
reduced our greenhouse gas emissions
by 43.2% and our water usage by 19.1%
while reducing our virgin fossil-based
plastic use by 69.8 million pounds
since 2021. We continue to require a

Collaboration drives us forward, and weengaged with peers, partners, and the
public at national and global events. As amember of the Water Resilience Coalition
leadership committee, 3M participated in
key events in 2023, including a workshop
the coalition held at 3M Stockholm during
World Water Week on the ambition of net
positive water impact and a workshop it
held at 3M headquarters on how to scalebasinwide collective action.
At Climate Week NYC, we highlighted
developments in key areas of climate
innovation and convened diverse
perspectives to discuss how materials
science can accelerate climate solutions.
At COP28, we connected with peer
companies, academia, governments, andnongovernmental organizations. Team
members and I engaged through panels,
roundtables, and numerous conversations
at what turned out to be a significant
occasion — the first time COP outcomes

documented the need to transition awayfrom fossil fuels.
3M also accelerated work aroundenvironmental justice. Most notably, we
hosted the inaugural 3M Environmental
Justice Summit, one of the firsttimes a corporation brought together
private companies, public entities, andcommunity organizations to share insightand perspective on the topic. Other
accomplishments in the social sphereinclude the opening of a spacious newautomotive training facility in St. Paul,
Minnesota — building on our commitment
to expand skilled trades opportunities forpeople of all backgrounds.
Indeed, as we move on from 2023, one of
the top priorities we’re carrying forward isa focus on people. For us to truly succeed,
people around the world must see, hear,and feel in their own lives the impact ofour solutions. Just as we act with urgency
to innovate and collaborate on solutions
to global challenges, so too must we act
to ensure those solutions are inclusive
and just.
With the creation of two strong
independent companies in 2024, we facean exciting opportunity — an opportunity
to reinvent our sustainability strategy to bebigger, bolder, and better at bringing
people along with us. I encourage you toturn the page and read about our plans andwork in progress for 2024 and beyond.

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Looking ahead | 3M 2024 Global Impact Report

4

Looking ahead
Preparing for two
independent companies
3M plans to complete the spinoff of our HealthCare business on April 1, 2024. Throughout 2023,
our global teams dedicated significant time andresources to ensure a smooth transition. We developed
processes to recalculate baseline and trend data,
migrated systems, and designed a robust ethics andcompliance function based on 3M’s commitment toanti-corruption, all to create a solid foundation for
Solventum — the new health care company — while
positioning 3M to move forward with strength andconfidence.

What’s next
In 2024, we’re taking action across the enterprise
to reinvent the company. 3M’s innovation engine isstrong and will remain the heart of our business as
we deliver value for our customers. In alignment with
this, we’re updating our approaches to employee andworkplace engagement and refining how we workwith customers, suppliers, and other partners. Oursustainability strategy is evolving too.

Strategy and materiality
Our biannual materiality assessment, which gathers
insight into our stakeholders’ perspectives, isunderway and will help shape this evolution. We’ll
consider the latest sustainability priorities that emerge
alongside our corporate vision and strategies toredefine our sustainability goals and path forward.
We’ll continue to integrate the concept of double
materiality as we assess our new priorities, consideringboth the outward impact of 3M’s activity on theenvironment and society along with economic,
environmental, and societal impacts on our business.

Environmental actions
In the fourth quarter of 2023, 3M committed tonear-term reduction targets for scopes 1, 2, and3 greenhouse gas emissions. We look forward to
progressing through the Science Based Targets
initiative (SBTi) validation process in 2024.

In addition, we’ll release a transition plan by the end of2025 with updated scenario analysis based on the best
available science. This plan will set forth our strategy
for building resilience and transitioning to a sustainableeconomy, including around carbon reduction.

Who we are

How we work

What we create

We continue to advance avenues for reducing carbon
emissions, including implementing a performance
scorecard for our largest global transportation
vendors, collaborating with a carbon capture provider
on filtration technology, and continuing to support theclean hydrogen economy. We’re also expanding ouremission reduction efforts throughout our supply chain
with deeper supplier engagement, expectation-setting,and capacity-building.
As we carry the momentum from our participationand engagement in Water Resilience Coalition activity
into 2024, we look forward to deeper collaboration
to prioritize and scale basinwide collective action in
100 priority basins worldwide. In our efforts toward
a net positive water impact ambition, we’ll evaluate
3M’s global sites using the World Resources Institute’sAqueduct™ 4.0 tool, which launched in August of 2023.

3M is positioned for growth,resilience, opportunity, andaccelerated innovation

Data for updated regulations
To meet the increasing expectations from customers
and regulatory bodies for sustainability data, we’reinvesting in data management systems and processes
to improve the granularity, accuracy, and accessibilityof our data. For example, we’re preparing for new
regulations around plastics and extended producer
responsibility by moving toward one centralized
global data system to efficiently track and reporton sustainability attributes for our products andpackaging.

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We’re also preparing for expanded regulations in theEuropean Union for deforestation-free products.
We’ve convened a broad cross-functional team toscope the data and reporting requirements, and we’ll
continue to collaborate across our supply chain andwith industry partners on efficient data gathering andrelated best practices.

Customer collaborations
The voice of our customer is the greatest inspirationfor our solutions. We remain relentlessly focused onserving them, and we continually look for opportunities
to partner with customers as we innovate to meet theirmost critical needs. Whether it’s to strengthen thecircular economy, develop alternative energy solutions,or design technologies for automation and efficiency,
we’re eager to work in new and creative ways toreinvent not only our own sustainability impact but ourcustomers’ as well.

Our people
As we build 3M for the future, our approach tolearning and development is evolving. We recognize
the need to keep pace with business acceleration, andin 2024 our learner-led strategy will embrace evenmore targeted content curation. This more efficientand personalized experience will better serve our
employees as they accelerate their skills for success intheir current — and future — roles.
Our diversity, equity, and inclusion strategy continues
to evolve as we advance our efforts to attract andretain diverse talent that reflects our communities
and our markets. We know that diversity unlocks
innovation — the heart of 3M. We continually work tocreate an employee ecosystem that supports diversity
and weaves inclusion into our culture at all levels
through allyship, education, and community-building.

Looking ahead | 3M 2024 Global Impact Report5

Our communities
We’re deepening our environmental justice work in
2024 by listening, understanding, and acting in more
3M communities. This is part of our larger social equity
ambition, which includes elements such as equity
in STEM. We’re especially focused on increasing
opportunities in the skilled trades as a way to narrow
the racial gap in the sector. Our progress in 2023 is
only the start of an intentional long-term plan. And ourpeople, always driven by passion and purpose, willcontinue to contribute to our communities throughvolunteering and other giving activities.

Our reputation
One of our strategic priorities moving forward is to
reduce risk and uncertainty as we proactively manage
3M’s reputation. Our legal teams are progressing
toward settlement agreements for combat arms
earplugs — and achieving milestones amid strong
claimant support — and public water suppliers. We’ll
continue to address PFAS litigation as appropriate.
In concert with our exit from PFAS manufacturing,which is on track for the end of 2025, these actions are
positioning 3M for a tomorrow of growth, resilience,
opportunity, and accelerated innovation.

Who we are

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3M 2024 Global Impact Report

About reportWho
we are3M at a glance

7

Leading with purpose

8

Sustainability goals
and progress

11

Communities

24

Diversity, equity, and inclusion

30

6

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3M at a glance | 3M 2024 Global Impact Report

3M at a glance
32.7B

$

in sales

1.6B

$

51

Technology Platforms

85K

in capital investments

employees globally

One ofOver

companies on the Dow
Jones Industrial Average

products

30

Our purpose:

55K

>133K
patents

More than800

brands and trademarks

1.8B

$

in R&D spend

Unlock the power of people, ideas, and science to reimagine what’s possible

7

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Leading with purpose | 3M 2024 Global Impact Report8

Leading with purpose
Our commitment
3M is committed to contributing to a better and brighter
future through our people, products, and operations.
The strength of our commitment is reflected in oursustainability goals and our environmental, social, andgovernance (ESG) metrics.

Our impact
We use a science-based approach to reimagine what’s
possible as we rise to the most critical challenges facing
our planet and its people — focusing our efforts where
we can make the greatest impact. As these challenges
evolve, we’re accelerating our exploration of emerging
areas like climate technology, industrial automation,
the next generation of electronics, and sustainable
packaging.

For over 120 years, 3M has been dedicated to scienceand exploration, taking on global challenges anddeveloping solutions for our customers.

Unique anddifferentiated value
The power of 3M is in the way we connect our
fundamental strengths of technology, manufacturing,
global capabilities, and our brand with customers.
These strengths define us as an enterprise andcombine to build a business greater than the sum of
its parts.
We possess a deep understanding of what
differentiates us in our performance across every
business in our enterprise. It truly reflects how we’re
linked together in our portfolio, even while operatingin multiple industries and countries. Read about 3M’s
four business groups on pages 5–6 of our 2023
Annual Report on Form 10-K.
We also have a competitive advantage throughin-house manufacturing capability. A quarter of ourintellectual property sits in manufacturing, much of itin trade secrets, allowing us to deliver higher-quality,
better-performing, and more competitive products tothe marketplace.
True global capabilities require more than justpresence in markets around the world. They require
the skills of our global organization to execute ourbusiness models so we can enter those markets
successfully. This positions us to take our fundamental
strengths almost anywhere in the world as we apply
science to improve every life.

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Leading with purpose | 3M 2024 Global Impact Report9

Our Strategic Sustainability Framework
3M’s corporate purpose expresses our ambition to leverage our passion for science to reimagine what’s possible — and it drives and informs our approach to sustainability.
As we build on our global capabilities and diverse technologies, we have clear commitments and bold ambitions to shape a sustainable future within our Strategic Sustainability
Framework and its three organizing pillars: Science for Circular, Science for Climate, and Science for Community. Within these pillars, we build partnerships, implement projects,
and develop processes that move us forward in the areas where we can make the greatest impact.

Science for Circular

Science for Climate

Science for Community

Design solutions that do more with less material,
advancing a global circular economy.

Innovate to accelerate global climate solutions anddecarbonize industry.

Create a more positive world through science andinspire people to join us.

We must reimagine the traditional global economy’s
linear business model that strains ecosystems anddepletes natural resources faster than they can bereplenished. Circular business models measurebusiness success in large part on the ability to do morewith less, keep products and materials in use, design
out waste and pollution, and restore and regenerate
natural systems and biodiversity.

The impacts of global climate change on our planet andits people have never been clearer. Extreme weather
events, rising sea levels, urban heat islands, poor air
quality, and scarce resources have underscored how
urgently corporations must act to try to slow theseharmful effects to both our natural and built
ecosystems.

Leveraging science, innovation, and collaboration, we
help solve global challenges like climate change, publichealth and safety, health care inequality, and otherinequities in communities around the world.

At 3M, we understand the urgency of this issue and we
strive to develop circular business models that create
impactful solutions, inspire leadership, and implement
disruptive change across all industries.
For more information, see the Circularmaterials section.

At 3M, we’re reinventing our impact through moresignificant intermediate and long-term goals andactions that align with the latest findings by theIntergovernmental Panel on Climate Change (IPCC).
We expect to invest heavily both in our efforts to meet
our environmental goals, which include achievingcarbon neutrality by 2050, and in our innovation,
adapting our business to grow in sectors that support
decarbonization.
We believe that by working together with our
employees, customers, suppliers, government, andcommunities, we can help drive systemic change.
For more information, see the Climate section.

We recognize the importance of equal access toscience, technology, engineering, and mathematics(STEM) and skilled trades education and careers.
Equitable opportunities in STEM and the skilled
trades lead to stronger communities, a stronger 3M,
and a brighter collective future. We also commit
to advancing diversity, equity, inclusion, and socialand environmental justice within our company andcommunity.
Together with our partners, we will advance anequitable and sustainable future for all.
For more information, see the Communities section.

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10Transforming aspirations into action
While we began our environmental and social efforts decades ago, our goals and ambitions grow and gain momentum
as we recognize how much remains to be done to make the world more sustainable for future generations.

1932 – 3M’s shortterm and long-term
disability coverage,
pension plan, andunemployment
insurance plan begin

1930s

$

CO2

1987 – 3M Air Emission
Reduction Program launches,
which drove an 88% reduction
in volatile organic compounds
air emissions in its first
14 years alone

1970s
1975 – Pollution Prevention
Pays (3P) program starts.
We’ve completed morethan 16,500 3P projects,
preventing nearly 2.89 million
short tons of pollution

1980s

2002 – Completionof first greenhousegas (GHG) emission
inventory (scope 1
and 2)

1990s
1996 – With
formalization of ourLife Cycle Management
System, we embedenvironmental, health,and safety considerations
into new productdevelopment

Our sustainability goals reflect our deepened commitment to going beyond compliance and thinking holistically
about how our operations and products affect the world and every life in it. We see the opportunity to drive systemicchange within our Strategic Sustainability Framework, its three pillars, and their corresponding goals.

2000s

2020s

2019–2021 – We accelerate ourambitions by announcing 12 new or
expanded goals across all three pillars,
including requiring a Sustainability
Value Commitment for all new
products, achieving carbon neutrality
in our operations, and reducing ourdependence on virgin fossil-based plastic

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100%
Science for
Circular
Design solutions that do

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Sustainability Value
Commitment for new products

Learn more
20192025 goal

10.7%

Learn more2021

manufacturing
waste reduced

On pace – Reduce manufacturing waste byan additional 10%, indexed to sales

2025 goal

19.1%

increased water
efficiency

On pace – Reduce global water usage by the following
amounts: 10% by 2022, 20% by 2025, and 25% by 2030,
indexed to sales2

Learn more
2015

2025 goal

45.9%2025 goal

We are ahead of schedule in installingstate-of-the-art ﬁltration technologies
of sites achieved
zero landfill

Outpacing – Achieve zero landfill status at morethan 30% of manufacturing sites
Learn more2015

Learn more2019

circular economy

2023 goal results

pounds ofplastic reduced

On pace – Reduce dependence on virgin fossil-based
plastic by 125 million pounds by the end of 2025

On pace – Require a Sustainability Value
Commitment (SVC) for every new product1

more with less material,
advancing a global

69.8M

11

2025 goalOn pace – For 3M’s global manufacturing operations,help enhance the quality of water returned to theenvironment from industrial processes by 2030.3,4
Our initial focus is on implementing state-of-the-art
water purification technology at the largest water use
locations globally and having them fully operational by
the end of 2024
Learn more2019

1. For projects passing a “gate” in our new product commercialization
process; an SVC describes how the product drives positive impact for our
stakeholders in alignment with our Strategic Sustainability Framework.
2. Expands our previous commitment, which aimed to reduce water use by
10% between 2015 and 2025. 2019 is the baseline measurement year.
3. By improving the weighted average of priority constituents, including
select metals, biochemical oxygen demand (BOD), chemical oxygen
demand (COD), cyanide compounds, fluoride, total nitrogen, oil & grease,fluorochemicals (PFAS), total dissolved solids (TDS), total suspended solids(TSS), sulfate, and others.
4. Water used by manufacturing or industrial processes, including all water
use not defined as domestic (sanitary, cafeteria, etc.).

285

completed supplierassessments

On pace – Drive supply chain sustainability throughtargeted raw material traceability and supplierperformance assurance

162024 goal

identified
manufacturing sites

On pace – Engage 100% of water-stressed/
scarce communities where 3M manufactures oncommunitywide approaches to water management
Learn more

Learn more
2015

2025 goal

2015

2025 goalWho we are

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What we create

Science for
ClimateSite spotlights

43.2%

global climate solutions
and decarbonize industry

scope 1 and 2 GHG
emissions reduced

On pace – Reduce scope 1 and 2 market-based
GHG emissions by at least 50% by 2030, 80%
by 2040, and achieve carbon neutrality in ouroperations by 20501

56.2%

Outpacing – Increase renewable energy to 50% of
total electricity use by 2025 and to 100% by 2050

Learn more

135M

2015

2030 goal

metric tons CO2 equivalentemissions avoided

On pace – Help our customers reduce their GHGs
by 250 million tons of CO₂ equivalent emissions
through the use of our products

16.4%2025 goal

improved energy
efficiency

Behind – Improve energy efficiency, indexed to net
sales, by 30%

Learn more

Learn more
2015

2025 goal

2023 goal results

80.1%
1. Expands our previous 2025 goal to stay below 50% of our 2002
baseline, meaning 3M’s 2030 scope 1 and 2 emissions will now
be reduced by more than 85% from 2002 levels. 2019 is thebaseline measurement year.

reduction in scope 1 and2 location-based GHG
emissions since 200212

renewable
electricity

Learn more
2019

Innovate to accelerate

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2015

2025 goalWho we are

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45.1%
Science forCommunity
Create a more positive
world through scienceand inspire people tojoin us

Leading with purpose | 3M 2024 Global Impact Report

About report

global management
diversity

On pace – Double the pipeline of diverse talent inmanagement globally to build a diverse workforce
by 20301
Learn more2015

Learn more2021

On pace – Double the representation ofunderrepresented groups in management positions
in our U.S. workforce2
Learn more

8.98%

Ongoing goal

U.S. workforce diversity

Learn more
2020

100%

2025 goal

U.S. management
diversity

On pace – Double the representation ofunderrepresented groups from entry-level throughmanagement in our U.S. workforce2

2023 goal results

learning experiences

On pace – Advance economic equity by creating
5 million unique STEM and skilled trades learning
experiences for underrepresented individuals by theend of the 2025-26 school year32030 goal

6.33%
2020

2.28M

Ongoing goalpay equity globally

On pace – Maintain or achieve 100% pay equity globally

70.2M

$

invested in cash
and products

On pace – Invest cash and products for education,community, and environmental programs
Learn more
2015

108K

2025 goalskills-based
work hours

On pace – Provide 300,000 work hours of skillsbased volunteerism by 3M employees to improve
lives and help solve society’s toughest challenges by
the end of 20254

Learn more
2020

39.4M

$
1. In 2021, 3M updated the goal maturity date to 2030 from 2025.
2. Underrepresented groups in our 3M U.S. workforce include Black/
African American and Hispanic/Latino employees.
3. 3M defines underrepresented individuals in the U.S. using National
Science Foundation research. For global definitions, we rely on gender
diversity and local context for marginalized populations.
4. Goal was initiated in 2019. Skills-based volunteering is primarily
delivered through the 3M Impact program.

Ongoing goal

Learn more2019

workforcedevelopment and
STEM investment

On pace – Invest $50 million to address racial
opportunity gaps in the U.S. through workforce
development and STEM education initiatives by theend of 2025

8.44M

2025 goal

training instances

Outpacing – Provide training to 5 million people
globally on worker and patient safety
Learn more

Learn more
2020

2025 goal

2015

2025 goal13

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Stakeholder engagement
Stakeholder engagement and collaborative efforts
on our priority topics are core to how we drive ourstrategy and actions within our Strategic Sustainability
Framework. We continually look to our stakeholders
to help us increase our understanding and awareness,seek technical input and expertise, and evaluate
possible collaborations and strategic relationships.
We believe stakeholder engagement should bebased on candid and authentic dialogue and should
help us evolve our strategic priorities. Stakeholder
engagement varies greatly by geography, type,and function.

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Leading with purpose | 3M 2024 Global Impact Report

Stakeholder

How we engage

Employees and job seekers• Train and educate employees in company sustainability practices and procedures

14• Conduct surveys to gather employee feedback and use a crowdsourcing platform
for more direct input• Provide learning, development, coaching, and mentoring opportunities• Offer undergraduate and graduate internships in engineering, research anddevelopment, IT, and more
Investors and shareholders• Meet with shareholders to learn about their perspectives on governance andsustainability issues• Disclose timely, relevant information related to economic, environmental, andsocial governance issues• Respond to inquiries

Customers and partners• Capture the voice of the customer to inspire next-generation innovation• Provide diverse product solutions with sustainability attributes• Support customers in their efforts to drive sustainability up their supply chain

Government/regulators,
nonprofits, NGOs, and experts• Partner and collaborate with organizations on sustainability initiatives and events• Collaborate on policy development and modification

Local communities andconsumers• Support and participate in community-building activities across our value chain

Academic/scientificorganizations• Engage on technical scientific research to develop innovative solutions for society

Suppliers• Provide training and guidance on our Supplier Responsibility Code

• Provide economic and social value to communities while minimizing environmental
impact• Collaborate to identify, resource, and amplify sustainability initiatives• Prioritize working with diverse suppliers and small businesses

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Materiality assessment

Materiality assessment priority tiers at a glance

Every other year starting in 2014, 3M hascommissioned an independent research consultancy
to help us better understand our stakeholders’perspectives on key issues and assess our corporate
reputation and leadership opportunities. The 2022
materiality assessment defined our current priority
topics from two angles, called “double materiality.” Itassessed how environmental and social issues impact
3M’s financial performance and value, as well as how
3M’s activities impact a broad range of stakeholders.
The materiality assessment also explored stakeholder
perceptions of our sustainability strategy and its threepillars: Science for Circular, Science for Climate, andScience for Community.

Tier

1

• Product innovation to solve climate, health, and safety challenges1• Sustainable products and services• Climate change and GHG emissions• Energy usage and use of renewables• Ethical and transparent business practices• Chemical management2• Safety of products and services1• Health and safety of employees and contractors

2• Employee diversity, equity, and inclusion• Infectious disease and public health issues• Plastic and packaging waste

Stakeholders included customers, employees,
suppliers, nongovernmental organizations, corporate/
private sector, academics, consultants, government,
media, finance, trade associations, and think tanks, andthey represented 3M’s four business groups and allareas of operation.
Following the 2022 assessment, we analyzed theinsights and inputs from stakeholders and developed
our sustainability priorities. The table on the next pageshows our priority topics and demonstrates how oursustainability goals align with the United Nations 2030
Agenda for Sustainable Development, which includes
17 Sustainable Development Goals (SDGs).

Topic• Water quality• Designing products and packaging with less or no waste1• Manufacturing waste• Community health, safety, and well-being1• Responsible sourcing and supplier sustainability1• Human rights and labor practices in the supply chain1• R&D investment1• STEM education, training, and workforce development• Employee training, development, and well-being1

3• Collaboration and partnerships1• Biodiversity and ecosystems1

The materiality assessment categorizes topics into
three priority tiers:• Water usage and availability

Tier 1 – Greatest potential for 3M to have impact• Access to safe and affordable drinking water1• Employment and reskilling for under-resourced or marginalized communities2

Tier 2 – High potential for 3M to have impact• Racial justice and inequality1

Tier 3 – Moderate potential for 3M to have impact• Air quality• Advocacy, public policy, and engagement to support and promote social justice, science, health,environment, and safety• Supplier diversity1
1. New topic in 2022.
2. Topic modified from 2020 materiality assessment.

15

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16

Sustainability priorities
Science for Circular
Tier

1

Topic

Our actions

Policies & context

Goals & commitments

Product innovation tosolve climate, health,and safety challenges

Since 2019, we’ve required every product entering our new
product commercialization process to have a Sustainability
Value Commitment (SVC), which describes how a productintegrates environmental or social considerations to pursue
the commitments of our Strategic Sustainability Framework.
Examples include reusability, recyclability, waste reduction,energy and water savings, responsible sourcing, and social
equity.

3M Sustainability Value
Commitment

Require a Sustainability Value
Commitment (SVC) for every
new product1

1

Sustainable products
and services

2

R&D investment

2

Designing products
and packaging withless or no waste

Help our customers reduce their
GHGs by 250 million tons of CO₂
equivalent emissions through theuse of 3M products by 2025

We serve our customers through a wide range of innovative
products that help them improve energy efficiency andreduce their GHG emissions. 3M has a process fordeveloping reasonable estimates of emissions avoided byusing select 3M products.

Related SDG

12.2, 12.5

8.4

In 2023, we introduced 3M Forward, an initiative to drive thedelivery of differentiated solutions in areas like automotive
electrification, climate tech, and other innovations to address
climate change, demographic shifts, and social change.

9.4

In 2023, 3M invested $1.8 billion in research anddevelopment.

1

1

Product Safety, Quality, andSafety of products and The 3M product stewardship framework incorporates arobust life cycle approach to identify risk, assure compliance, Stewardship Principle
servicesand manage the EHS profile of every product. ProductChemicals Management Policy
safety, quality, and stewardship must always be primaryconsiderations during the design, manufacturing, marketing,Chemicaland sale of 3M products, as outlined by our Product Safety,
management
Quality, and Stewardship Principle.

Updated in 2023, 3M’s Chemicals Management Policy
reflects our role supporting our global community througheffective and responsible chemicals management. The
policy has led us to identify chemicals whose use in products
and manufacturing processes is subject to restrictions,prohibition, or specific management actions.

Require a Sustainability Value
Commitment (SVC) for every
new product1
3.9

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17

Sustainability priorities (cont.)
Science for Circular
Tier

Topic

Our actions

Policies & context

Goals & commitments

2

Water quality

3

Water usage andavailability

In 2021, 3M joined the Water Resilience Coalition leadershipcommittee. Led by the CEO Water Mandate, coalition
members work toward a positive impact in water-stressedbasins. Members also aim to develop and implement resilient
practices across their industry and to provide leadership andadvocacy in the field of water resilience.

3M commits to achieving carbon
neutrality, reducing water use,
and improving water quality

Reduce global water usage by
the following amounts: 10% by2022, 20% by 2025, and 25% by2030, indexed to sales2

3

2

2

Access to safe andaffordable drinking
water

Plastic andpackaging waste

Manufacturing waste

3M joins Water Resilience
Coalition, CEO Water Mandate

3M’s 2023 global manufacturing locations were evaluatedusing the Aqueduct™ Water Risk Atlas stress-level screening
tool, Aqueduct 3.0.
During World Water Week in September, the Water
Resilience Coalition (WRC) hosted a workshop at 3M
Stockholm focusing on the ambition of net positive water
impact, and 3M participated in the first pilot program. Laterin 2023 the WRC held another workshop at 3M on how
to scale basinwide collective action in 100 priority basinsworldwide.

We’re innovating new product and packaging solutions
that use less virgin fossil-based plastic and increase theuse of recycled or bio-based plastic where appropriate.
Our Packaging Sustainability Roadmap prioritizes productprotection, efficient packaging, and — especially — circular
package design. In 2023, our package engineers continued
to use the roadmap to help them make key design decisions
that reduce or eliminate packaging where possible andimprove our packaging circularity.

As our sites identify opportunities to divert material streams,
we continue to carefully manage waste. Our contracts with
our waste management vendors confirm that our materialis handled appropriately. Within each geographic area of
our operations, we regularly review waste-reduction results
against goals and tracking metrics.

For 3M’s global manufacturing
operations, help enhance thequality of water returned to theenvironment from industrial
processes by 2030. 3,4 Our initial
focus is on implementing stateof-the-art water purification
technology at the largest water
use locations globally and having
them fully operational by the endof 2024

Related SDG

6.3, 6.4, 6.bEngage 100% of waterstressed/scarce communities
where 3M manufactures oncommunitywide approaches towater management by 2025

3M innovates to reduce plastic
use, improve environmental
footprint

Require a Sustainability Value
Commitment (SVC) for every
new product1
Reduce manufacturing waste by
10%, indexed to sales, by 2025

12.5

Reduce dependence on virgin
fossil-based plastic by 125
million pounds by the end of20255

Reduce manufacturing waste by
10%, indexed to sales, by 2025
Achieve zero landfill status at
more than 30% of manufacturing
sites by 2025

12.5

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18

Sustainability priorities (cont.)
Science for Circular
Tier

3

Topic

Our actions

Policies & context

Goals & commitments

Biodiversity andecosystems

In our supply chain, we prioritize timber-based forest
products for additional formal expectations because of
potential risks around deforestation and habitat loss. As
a global paper purchaser and sustainability leader, we
can positively influence practices throughout the forest
products supply chain.

3M Forest Products
Sourcing Policy

Reduce scope 1 and 2 marketbased GHG emissions by at least
50% by 2030, 80% by 2040, andachieve carbon neutrality in ouroperations by 20507

We’ve completed over 240 environmental site assessments
in an effort to detect potential historical liabilities. These
assessments help us identify sensitive biodiverse areas,such as rivers, creeks, and wetlands, on or near 3M
properties. Our employees also participate in efforts to
support biodiversity in nearby environments. This work to
help protect local wildlife and ecology reflects our larger
organizational commitment to improving our environmental
stewardship.

Sustainable Forestry

Reduce global water usage by
the following amounts: 10% by2022, 20% by 2025, and 25% by2030, indexed to sales2
Reduce manufacturing waste by
10%, indexed to sales, by 2025

Related SDG

6.4, 6.b

8.4

Reduce dependence on virgin
fossil-based plastic by 125
million pounds by the end of
20255
Engage 100% of waterstressed/scarce communities
where 3M manufactures oncommunitywide approaches towater management by 2025
Invest cash and products foreducation, community, andenvironmental programs by 2025
Drive supply chain sustainability
through targeted raw material
traceability and supplierperformance assurance by 2025

9.4

12.2, 12.5

13.1

15.2

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19

Sustainability priorities (cont.)
Science for Climate
Tier

1

Topic

Our actions

Policies & context

Goals & commitments

Climate change and
GHG emissions

3M takes industry-leading actions to measure and reduce
our greenhouse gas (GHG) emissions, and we offer ourcustomers a wide range of innovative products that help
them improve energy efficiency and reduce their own GHG
emissions.

3M commits to achieving carbon
neutrality, reducing water use,
and improving water quality

Reduce scope 1 and 2 marketbased GHG emissions by at least
50% by 2030, 80% by 2040, andachieve carbon neutrality in ouroperations by 20507

3M reduces GHG emissions through methods such as
improving efficiency across our facilities, including ourmanufacturing equipment and processes; upgrading
technologies; reducing energy demand; increasing use ofrenewable electricity; managing our product portfolio; andworking across our supply chain to reduce emissions.

3M and UN Climate Change start
new strategic partnership
3M Invests in TPG Rise Climate
Fund

Help our customers reduce their
GHGs by 250 million tons of CO₂
equivalent emissions through theuse of 3M products by 2025

Related SDG

13.1

In 2023, we committed to near-term reduction targets
for scopes 1, 2, and 3 greenhouse gas emissions. We lookforward to progressing through the Science Based Targets
initiative (SBTi) process in 2024.

1

Energy usage and useof renewables

Our approach to managing our energy footprint includes
evaluating and continually improving the impact of our
products, manufacturing processes, equipment, and sites(including upgrading and modernizing infrastructure).

3M Corporate Energy Policy

Improve energy efficiency,
indexed to net sales, by 30% by
2025
Increase renewable energy to
50% of total electricity use by2025 and to 100% by 2050

We continue to convert our sites around the world to be
powered by 100% renewable energy.

7.3

We continue to seek alternative energy sources at all 3M
sites, including solar, wind, and projects like utilized excess
steam.

3

Air quality

Where required or not, we track volatile organic compounds(VOC) usage and significant source emissions to identify thebest opportunities for our reduction efforts. We track andreport emissions based on raw material usage, engineering
estimates, published emission factors, continuous emission
monitoring systems, and stack test data.

EHS Management Standard

Require a Sustainability Value
Commitment (SVC) for every
new product1
3.9

Where we can’t reduce emissions at the source, we installand maintain air emission control equipment as required byfederal, state, and local regulations.
11.6

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Leading with purpose | 3M 2024 Global Impact Report

20

Sustainability priorities (cont.)
Science for Community
Tier

1

2

Topic

Our actions

Policies & context

Goals & commitments

Health and safetyof employees andcontractors

3M’s approach to managing and ensuring workplace safety
and human rights within our own business is guided by the
3M Code of Conduct. We implement our human rights andworkplace safety programs through our global policies,
management system, assessments, audits, training, andmetrics tracking.

Human Rights Policy

Drive supply chain sustainability
through targeted raw material
traceability and supplierperformance assurance by 2025

Human rights andlabor practices in the
supply chain

2

Responsible sourcing
and suppliersustainability

3

Supplier diversity

2

Community health,safety, and well-being

We expect our suppliers to share our commitment tocomplying with labor and human resource laws andupholding the human rights of workers. We expect our
suppliers to be transparent about their practices aroundenvironmental and social governance, including for
employment, diversity, community-building, and risk
mitigation, and to work with us to transform our shared value
chain. Through our policies, processes, and programs, we
continually work with suppliers to minimize negative effects
on the community, environment, and natural resources while
protecting the health and safety of workers and the public.

We identify potential risks to the environment and to thehealth and safety of our employees and communities, andwe take steps to update processes, product design, andstandards to address these risks.

Safety and Health Policy
EHS Management Standard
3M’s Code of Conduct
Responsible Minerals Policy
Supplier Responsibility Code8.7, 8.8

Sustainable Forestry
3M named as one of the World’s
Most Ethical Companies by
Ethisphere Institute in 2023 for10th consecutive year

16.5, 16.7

Supplier Diversity

EHS Management Standard
Our partnership with Clean Air
Asia

2

Infectious disease andpublic health issues

Mitigating the Risk of Infectious
For the global health care industry, we take a patientDisease Spread Throughcentered approach to innovation and develop reliable, quality
Contamination Prevention
products and solutions.

3

Employee training,development, andwell-being

3M invests in our people’s success by fostering a culture ofcontinual learning to help employees develop the skills of
tomorrow. We reinforce behaviors that foster an inclusive
workplace, and we provide competitive benefits andrecognition programs to support employees throughout theircareer. Work Your Way is our trust-based flexible work modelthat enables well-being and productivity.
3M promotes a culture of health and well-being for our
employees through disease prevention programs, onsite clinical services, employee assistance programs, andcomprehensive health care benefits.

Provide training to 5 million
people globally on worker andpatient safety by 2025

Related SDG

Invest cash and products foreducation, community, andenvironmental programs by 2025
Provide training to 5 million
people globally on worker andpatient safety by 2025
Provide 300,000 work hours ofskills-based volunteerism by 3M
employees to improve lives andhelp solve society’s toughest
challenges by the end of 20256

3.c, 3.8

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Leading with purpose | 3M 2024 Global Impact Report

21

Sustainability priorities (cont.)
Science for Community
Tier

2

2

3

3

Topic

Our actions

Policies & context

Goals & commitments

Employee diversity,
equity, and inclusion

We advance meaningful actions toward a more equitable
future for our employees around the world, including
training, development, and recruitment efforts focused onunderrepresented populations. We foster an inclusive culturethat provides fair and equal opportunities for everyone. And
we continue our efforts toward building a diverse global
workforce.

3M Diversity, Equity & Inclusion(DEI) Report

Invest $50 million to address
racial opportunity gaps in the U.S.
through workforce development
and STEM education initiatives by
the end of 20255

3M supports education initiatives that advance equitableoutcomes in STEM for underrepresented students globally.
The many STEM experiences we offer include our Science
Encouragement Programs, the 3M Young Scientist Challenge,
and other STEM programs around the world.

Skilled Trades

STEM education,
training, andworkforcedevelopment
Employment
and reskilling forunder-resourced
or marginalized
communities
Racial justice andinequality

Equity & Community website
3M Respectful Work Environment
Principle
3M “Skilled” docuseries
Young Scientist Challenge
Science at Home

Our actions to open opportunity in the skilled trades include
community training resources for local technical and highschools and a partnership with the St. Paul Public Schools toprovide a clear career path into the skilled trades. In 2023, we
opened the 3M Skills Development Center, a spacious newautomotive training facility in our headquarters city of St. Paul,
Minnesota.

Double the pipeline of diverse
talent in management globally
to build a diverse workforce by
20308
Double the representation ofunderrepresented groups fromentry-level through managementin our U.S. workforce9,10
Double the representation ofunderrepresented groups inmanagement positions in our
U.S. workforce9,10Related SDG

4.4, 4.5, 4.c

5.5

10.2

Advance economic equity bycreating 5 million unique STEM
and skilled trades learning
experiences for underrepresented
individuals by the end of the2025-26 school year11
Invest cash and products foreducation, community, andenvironmental programs by 2025

3

Advocacy, public
policy, andengagement tosupport and promotesocial justice, science,
health, environment,
and safety

3M actively advocates for product stewardship by serving ascommittee members, working group members, and speakers
or presenters at various organizations.
As a member of the Water Resilience Coalition leadershipcommittee, 3M aims to provide leadership and advocacy inthe field of water resilience.
We advocate for inclusion by building inclusive behaviors
and creating cultural agility through inclusion events andactivities as well as training and leadership development
programs.

Lobbying and Political Activities
Governance
Lobbying and Political
Activities Principle
State of Science Index Survey

17.14

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22

Sustainability priorities (cont.)
Science for Community
Tier

3

1

Topic

Our actions

Policies & context

Collaboration andpartnerships

In collaboration with our employees, customers, partners,
government, and communities, we apply our expertiseand technology to help solve shared global challenges. We
continually look to our stakeholders to help us increase ourunderstanding and awareness, seek technical input andexpertise, and evaluate possible collaborations and strategic
relationships.

Equity & Community website

Acting with unwavering integrity and transparency is coreto who we are. Our commitment to transparency is evident
in many ways, including the publication of this annual Global
Impact Report and our Diversity, Equity & Inclusion (DEI)
Report; and by providing annual communication on progressas part of our commitment to the UN Global Compact.

3M’s Code of Conduct

Ethical andtransparent businesspractices

Goals & commitments

Related SDG

17.16

3M Diversity, Equity & Inclusion(DEI) Report
3M named as one of the World’s
Most Ethical Companies by
Ethisphere Institute in 2023 for10th consecutive year
About report

Double the pipeline of diverse
talent in management globally
to build a diverse workforce
by 2030 8
Double the representation ofunderrepresented groups fromentry-level through managementin our U.S. workforce9,10

16.6

Double the representation ofunderrepresented groups inmanagement positions in our
U.S. workforce9,10

1. For projects passing a “gate” in our new product commercialization process; an SVC describes how the product drives positive impact for our stakeholders in alignment with our Strategic Sustainability Framework.
2. Expands our previous commitment, which aimed to reduce water use by 10% between 2015 and 2025. 2019 is the baseline measurement year.
3. By improving the weighted average of priority constituents, including select metals, BOD, COD, cyanide compounds, fluoride, total nitrogen, oil & grease, PFAS, TDS, TSS, sulfate, and others.
4. Water used by manufacturing or industrial processes, including all water use not defined as domestic (sanitary, cafeteria, etc.).
5. Established in 2020.
6. Goal was initiated in 2019. Skills-based volunteering is primarily delivered through the 3M Impact program.
7. Expands our previous 2025 goal to stay below 50% of our 2002 baseline, meaning 3M’s 2030 scope 1 and 2 emissions will now be reduced by more than 85% from 2002 levels. 2019 is the baseline measurement year.
8. In 2021, 3M updated the goal maturity date to 2030 from 2025.
9. Established in 2020 to drive trend and trajectory progress over time. 2020 is the baseline measurement year.
10. Underrepresented groups in our 3M U.S. workforce include Black/African American and Hispanic/Latino employees.
11. 2021 is the baseline measurement year. 3M defines underrepresented individuals in the U.S. using National Science Foundation research. For global definitions, we rely on gender diversity and local context for
marginalized populations.

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Past, present, and future priority topics

Stakeholder feedback

In our most recent materiality assessment, in 2022, we
saw stakeholder priorities shift in the following ways:

The materiality assessment also gave us a broad anddeep range of stakeholder feedback that will help us
refine our goals and efforts.

• Climate-related topics have increased in importancefor 3M, with a new topic of product innovation tosolve climate, health, and safety challenges being
the most material to 3M• New topics included product innovation tosolve climate, health, and safety challenges;
safety of products and services; R&D; designing
products with less or no waste; employee training,development, and well-being; collaboration andpartnerships; biodiversity and ecosystems; access tosafe and affordable drinking water; racial justice andinequality; and supplier diversity• Health and safety of employees and contractors
and ethical business moved from Tier 2 to Tier 1• Employee diversity moved from Tier 3 to Tier 2• Plastic and packaging waste, water quality, humanand labor rights moved from Tier 1 to Tier 2• Air quality moved from Tier 1 to Tier 3• Water usage and availability moved from Tier 2
to Tier 3
The emergence of biodiversity and ecosystems as a
new priority topic in 2022 validated a category of work
we’ve engaged in for years across all three pillars. For
example, some of our water and carbon projects have
revolved around restoring natural ecosystems, andmany of our partnerships have been a channel for us to
support and invest in similar nature-based solutions. In
our communities, projects have been funded by 3M,
while we’ve partnered with Earthworm Foundation to
implement projects in our supply chain.
In addition, in recent years we’ve seen a growing
demand for more transparency and greater data
granularity in our reporting, decision-making
frameworks, and customer requests. We’re responsive
to this demand and are taking action to address it.

In-depth qualitative interviews with external
stakeholders were conducted to vet the priority topics
that emerged from the survey analysis. They generally
agreed with the placement of Tier 1 topics but felt thatthe following Tier 2 and 3 topics were worthy of
higher priority:• Biodiversity and ecosystems• Social topics like racial justice and inequality,
supplier diversity, human and labor rights, reskillingof marginalized communities, and STEM education• Plastic packaging and waste• Air and water quality
The interviewed stakeholders further suggested
that the priorities validated the importance of all
three pillars.
Beyond the priority tiers, a common theme weheard is a desire to see 3M leverage our history andculture of innovation to help move the needle onsustainability. This can be seen in the placement of“product innovation to solve climate, health, and safety
challenges” as the most material issue for 3M and“sustainable products and services” as the next mostmaterial issue. While we’re always engaged in productinnovation and have achieved notable milestones
in innovating for sustainability, we’re positioned toreinvent our impact in the coming months and years.

Leading with purpose | 3M 2024 Global Impact Report23

We see opportunities across all three pillars of ourStrategic Sustainability Framework, and external
stakeholder feedback will continue to help inform
our strategy.

Report governance
Data provided in this Global Impact Report includes
information focusing on items with high potential
to impact 3M’s reputation and items that are of
the greatest importance to internal and external
stakeholders as defined by the materiality assessment.
Because we are a diversified company, several
other sustainability-related topics and performanceindicators relevant to various sectors of the company
are also included in the report. 3M’s executivelevel Corporate Environmental Responsibility andSustainability Committee reviews and approves
priority topics covered in this Global Impact Report.
In addition, the 3M Science, Technology & Sustainability
Committee of the Board of Directors annually reviews
the company’s Global Impact Report. Priority topics
defined within this report apply to each entity within
3M. Prioritization for the different aspects may vary
within 3M operations and geographies, but they’re
still a priority. Insights from the 2022 materiality
assessment have informed 3M’s long-term strategies
and helped direct our efforts to areas where we canhave a significant impact across our value chain.
Learn more about 3M’s overall governance in
the Corporate governance section.

While we’re always engaged in product innovation and have achieved notable
milestones in innovating for sustainability, we’re positioned to reinvent our impact in
the coming months and years

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Communities | 3M 2024 Global Impact Report

24

Communities
Our commitment
Building and nurturing meaningful connections
with our local communities is fundamental to oursustainability strategy. We’re committed to leveraging
our people, products, and philanthropy to support
communities through science, technology, engineering,and mathematics (STEM) education, a robust skilled
trades workforce, and community and environmental
programs — with a focus on underrepresented
populations and underserved communities.

Our impact
3M listens to and engages with communities tounderstand and identify ways to maximize our impact.
In our multifaceted approach to community support,
we identify key areas where we’re uniquely positioned
to have the most impact through cash and productdonations, research and development investments,
volunteerism and skills sharing, and more.

As part of our Science for Community pillar of 3M’s
Strategic Sustainability Framework, we help addresssocial and economic disparities around the world.
Through a variety of new and existing programs,
we invest to build a strong foundation for equitableoutcomes far into the future. We leverage researchon social impact to inform investment decisions andcollaborate with our community partners to track
outcomes, minimize barriers, and expand future
opportunities for 3M engagement.
In addition to the content below, more information
about our efforts to support equitable communities,
including key highlights and actions, can be found byvisiting our Diversity, Equity & Inclusion (DEI) Report.

Investing in more
equitable communities
3M helps build sustainable communities throughstrategic investments and the thoughtful involvementof 3M employees worldwide who volunteer to makea difference. Between 1953 and 2023, 3M and 3M
Foundation invested $2.05 billion in cash and productcontributions in communities where 3M operates.

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3M develops and implements strategies andpartnerships with leading community organizationscommitted to advancing equitable outcomes in ourcommunity. The 3Mgives Advisory Board guides
this work and comprises a diverse set of senior-levelcompany executives.
To ensure our support benefits the communities being
served, 3M provides financial support to key partners
and initiatives to help evaluate the outcomes of grants
and employee engagement initiatives.

$50 million commitment over five years
In 2023, 3M continued to work toward our goal
to invest $50 million to address racial opportunity
gaps in the U.S. through workforce development
and STEM education initiatives. This investment is inaddition to our existing corporate philanthropy.
Contributions for 2023 totaled $13.1 million. Our
efforts were recognized by the 2023 Racial Equity
Dividends Index, which named 3M a high-scoringbusiness for four out of seven categories, including
Philanthropy & Investment.
To measure our impact and inform future investments,
we worked with Ecotone Analytics to capture oursocial return on investment using data from evidencebased research. This analysis demonstrated that every$1 we invest in our community generates nearly $3
worth of social impact — exceeding our initial internal
target of $2.50 return for every dollar invested.
This amplifies our estimated impact in 2023 from
$13.1 million invested to a projected $39 million insocial value returns (increased wages, additional taxes
paid, avoided justice system costs, etc.).

Communities | 3M 2024 Global Impact Report

25

2.05B

$

investment in cash and productcontributions in communities
where 3M operates

As a science-based manufacturing company, we’re
motivated to support a more equitable pathway
to science, manufacturing, and skilled trades jobs.
Education and workforce development are key tobroadening access to these careers for all students,
especially those from underrepresented groups.
But we also help fulfill basic needs that must be met
for educational experiences to gain traction. Students
need a foundation of stable housing, consistentnourishment, and necessary school supplies if they’reto truly benefit from learning opportunities. To thisend, we continue to support the 3M Community Fund,which is invested through the Greater Twin Cities
United Way and the Saint Paul & Minnesota
Foundation, to provide culturally specific holistic
support for diverse families in the community
surrounding our headquarters.

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Environmental justice

At 3M, we believe those closest to a community’schallenges are best equipped to design and informthe most equitable solutions. Championing the voices
and perspectives of community members and leaders
helps us offer solutions that are truly communityfocused. Among our most significant partnerships:

In 2023, we defined our environmental justiceambition to “Deliver on our company promise byleveraging our expertise and capabilities alongsidecommunity leaders to help solve some of the mostpressing environmental justice challenges facing our
3M communities.” We have strong, aligned support
from across 3M for our ambition, which follows theEnvironmental Protection Agency’s definition ofenvironmental justice.

• Formed in 2020, the 3M Community Coalition has
evolved into a collaborative of the recipients of our$50 million investment. The coalition helps guide ourinvestment with a focus on racial equity challenges in
St. Paul. For example, its input led to our decision toinvest in students’ basic needs, expand our internal
equity initiatives, and leverage 3M’s assets andcompetencies to advance equity.
• Youthprise, a Twin Cities-based nonprofit, focuseson increasing access to career development
opportunities for Indigenous, low-income, andracially diverse youth in Minnesota. We work with
Youthprise to bring student voices into our STEM
support and programs.
• Globally, each business group at 3M works toaddress inequities related to their markets. The
business groups focus on addressing gaps inhomeownership rates (Consumer), increasing accessto health care for underserved individuals (HealthCare), improving school zone safety (Transportation& Electronics), and diversifying the pipeline forskilled trades workers (Safety & Industrial).
• 3M was a founding member of the Minnesota
Business Coalition for Racial Equity (MBCRE) in
2020, and our involvement continues across multiple
pillars of the program. MBCRE works with thebusiness community across Minnesota to help build
an equitable, inclusive, and prosperous community
for Black residents.

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About report

We made steady progress throughout 2023. We
worked to weave a focus on environmental justiceinto key business processes and policies, as well as todefine environmental justice principles. We acted on
those principles by increasing site engagement withthe local community at three prioritized locations.
Using a proven methodology of “listen, understand,act,” we held listening sessions to understand thecommunity’s needs. We then identified opportunities
to share the insights and collaborate with local
businesses and officials to make meaningful impact.
We also worked to amplify 3M’s leadership byelevating important voices, issues, and solutions
around environmental justice as we collaborate
with peers and stakeholders. In November wehosted 70 participants, including peer companies,
nongovernmental organizations, government
agencies, and community members, at the first
3M Environmental Justice Summit at 3M’s Innovation
Center in St. Paul, Minnesota. This was one of thefirst times a corporation took the lead in drawing
together the private sector, the public sector, and thecommunity to share insight and drive action toward
environmental justice.

“26

Summits like this create that space
where we can come together and share
perspectives across sectors.
— Garfield Bowen, Vice President,
Social & Environmental JusticeEmpowering thenext generation”

3M supports education initiatives that advanceequitable outcomes in STEM for underrepresented
students globally. Since 2021, we’ve supported over2 million unique STEM and skilled trades learning
experiences, putting us well on track to deliver on ourgoal to create 5 million such experiences by the endof the 2025-26 school year. Data from 3M’s Stateof Science Index helps guide our strategic STEM
investments with insights from across the globe.
To deliver on commitments 3M made late in 2022,
in 2023 we hosted a forum to promote cross-sector
collaboration in building a strategy for STEM equity
across the U.S. The commitments were made at
the White House Summit on Equity and Excellencein STEMM (science, technology, engineering,mathematics, and medicine), which kicked off apartnership between The White House Office of
Science and Technology, the American Association
for the Advancement of Science, and the STEMM
Opportunity Alliance. These entities have formed an
Advisory Council to help create a national strategy forincreasing equity in STEMM. Michael Stroik, 3M’s vicepresident of community relations, represents 3M on
the council.

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What we create

Supporting STEM experiences
Science Encouragement Programs – This set ofvolunteer programs connects students with 3M
scientists and engineers with the aim to inspire themto pursue science careers.
• 3M TWIST (Teachers Working in Science andTechnology), a six-week paid summer research
program for teachers• 3M STEP (Science Training Encouragement
Program), pairing diverse St. Paul public high school
juniors and seniors with a 3M mentor and offering
hands-on experience in a 3M lab over the summer• 3M Visiting Wizards, in partnership with the
Bakken Museum, where volunteers provide sciencedemonstrations and hands-on experiments toK–12 students• 3M Tech Talks, a program connecting students,
especially women and minorities, with 3M rolemodels from a variety of technical job positions,degree levels, and backgrounds
Since 2022 we’ve increased program expectations anddue diligence by standardizing our processes to makethe programs more robust and replicable. Both 3M
Visiting Wizards and 3M Tech Talks, traditionally basedin Minnesota, have expanded globally.

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National Society of Black Engineers (NSBE) –We support NSBE’s SEEK program, a hands-on
summer engineering experience for Black students ingrades 3 to 5. NSBE also has a virtual experience thatreaches participants around the world.
3M Young Scientist Challenge – The premier U.S.
science competition for students in grades 5 to 8, this
one-of-a-kind competition seeks to spark curiosity instudents and empower them to solve real-world
problems that help improve lives. The winner receives
a $25,000 scholarship and the annual title of“America’s Top Young Scientist.”

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27

STEM programs around the world – Our global
teams actively foster diversity and equity in STEM
careers through programs including:• FIRST® Robotics – This program helps young
people discover and develop a passion for STEM
through team sponsorship with the support of 3M
volunteers, FIRST® LEGO® League, and FIRST®
Robotics competition teams. 3M also makes
significant product donations to support highperforming robots in the competitions.
• Local STEM initiatives – 3M sites in countries
around the world build partnerships for STEM
education with schools and nonprofit organizationsin their local community.

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How we work

What we create

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About report Watch
our award-winning docuseries“Skilled” to see how 3M is elevating
the skilled trades

3M™ Skills Development Center – In fall of 2023 we
opened a new 15,000-square-foot automotive training
facility in St. Paul, Minnesota. Dedicated to educating
and upskilling technicians on the most up-to-dateautomotive collision repair and refinishing processes,
the center offers intensive hands-on training totechnicians of all experience levels. The center also
helps us raise awareness in the community of theopportunities offered by the skilled trades. It’s just one
more way 3M invests to meet the need for qualified
workers in the skilled trades.

Opening doors to the skilled trades
Community training resources – As manufacturing
evolves and companies like 3M invest in facilities ofthe future, it’s essential to help our local technicaland high schools access appropriate technologies
and training. To keep the workforce pipeline flowing,
we invest in programs like the 3M Manufacturing
and Academic Partnership. This program connects
students to careers in manufacturing through grantsthat support a robust mechatronics curriculum whileproviding hands-on education and 3M employees asguest educators. While it began in local 3M operating
communities in the U.S., the program has recently
expanded to Poland.

St. Paul Public Schools career pathway – Incollaboration with the Minnesota State College andUniversity system and St. Paul Public Schools, 3M has
helped ease the way toward a rewarding career inthe skilled trades for St. Paul Public School students.
A new program now gives students college or
certification credits — and sometimes certifications —for skilled trades classes. With the growing need forskilled trades in manufacturing, this helps build out
3M’s hiring pipeline and gives more students a path toa well-paying job.
National Coalition of Certification Centers (NC3) –3M and NC3 awarded 50 $1,000 scholarships tostudents who participated in the NC3 National Career
and Technical Education Letter of Intent Signing Day.

Communities | 3M 2024 Global Impact Report28

Inspiring employees tochange the world
3M Impact
Our portfolio of skills-based volunteer programs allows
employees to use their business skills, experience,and energy to make a difference in local and global
communities while also developing critical professional
skills like empathy, problem-solving, and interpersonalcommunications. Focused on working with social
enterprises and nonprofit organizations that are
addressing the world’s toughest challenges, weinvest in volunteer programs that promote a circular
economy, fight against climate change, and create amore positive world through science to inspire andempower our employees to drive change. In 2023,
we provided 26,100 work hours of skills-based
volunteerism by 3M employees.
Programs include:• 3M Impact Global – Employees are sent tocommunities around the world to work on-site withlocal nonprofit organizations and social enterprises
for two weeks.
• 3M Impact Local – Employees work with anonprofit organization or social enterprise in theirown community.
• 3M Impact Small Business Hackathon – Using a
hackathon approach, employees provide quick-hit
solutions for small minority-owned businesses in
the Twin Cities.
• 3M Impact Diverse Supplier – This partnership
between 3Mgives and 3M Sourcing offers 3M
Impact in support of diverse suppliers.
For example, in 2023 four 3M volunteers worked witha local charity organization in the U.K. through the 3M
Impact Local program. The volunteers applied theirdiverse set of technical skills to the development ofan action plan to reduce the organization’s carbon
footprint and improve operational efficiency.

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What we create

Because the organization is a hub for other charitablegroups, the project’s impact has been amplified
through the sharing of learnings and outcomes — andit’s forged a lasting connection between 3M and the
local community.

Big hearts, matchedWith the 3M Volunteer Match program, 3M donates
money to eligible nonprofit organizations when aU.S.-based 3M employee or retiree volunteers inour community. In 2023, 3M offered a $20 volunteer
match for each hour of service, up to $500. Since
2000, 3M has donated $13.1 million in 3M Volunteer
Match dollars, and in 2023 Volunteer Match grants

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supported 1,280 unique schools and nonprofit
organizations throughout the U.S. In addition, we
support 3M employees serving on nonprofit boards of
directors with our 3M Board Service Match program.

Giving that starts at home
3M amplifies employees’ philanthropic impact throughrelevant matching gift programs. In the United States,
3M matching gift programs match employee gifts
and volunteer time. In 2023, employees contributed$3.8 million in donations and pledges. When combinedwith 3M’s match, this totaled more than $7.7 million
in donations to help solve our communities’ greatest
needs, supporting more than 3,810 organizations.

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29

Product donations
We work to provide 3M products to a multitude
of nonprofit organizations. A large part of this effort
involves donating excess inventory to leverage
products in meaningful ways. For example, ourstrategic partnership with the Kids in Need Foundation
helped to provide 3M products to under-resourced
K–12 teachers and students across the U.S. In 2023,
3M donated $29.8 million in products globally.

Humanitarian aid
3M works with strategic community partners toprovide financial support and product donations
to communities in times of need, such as during
geopolitical events or natural disasters. Whenpossible, we supply products before crises happen.
For example, in 2023 we donated $7.1 million in
product to strengthen our partner Direct Relief’s
strategic emergency stockpile and crisis response
efforts. This paid off when 3M products were on
one of the first shipments to Maui in the immediate
aftermath of the Lahaina wildfires.

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Diversity, equity, and inclusion | 3M 2024 Global Impact Report30

Diversity, equity, and inclusion
Our commitment
Fostering an inclusive environment for our global
workforce is a core part of 3M’s strategy. We recognizethat different countries and cultures have different
definitions of diversity. 3M aims to reflect the diversityof our customers, suppliers, and community partners.
In addition, we’re committed to advancing equity
across our organization at all levels and to creating an
inclusive culture where all feel welcome.

Our impact
We advance meaningful actions toward a more
equitable future for our employees around the world,
including training, development, and recruitment
efforts focused on underrepresented populations.
We foster an inclusive culture that provides fair andequal opportunities for everyone. And we continue ourefforts toward building a diverse global workforce.

As a science-based company with a purpose to
reimagine what’s possible, it’s our imperative to
become the most inclusive enterprise we can be.
Inclusion leads to engagement, engagement fosters
creativity, creativity sparks innovation, and innovation
produces growth.
In addition to the content below, learn more about ourefforts, including progress toward our diversity, equity,and inclusion goals, at 3M’s latest Diversity, Equity &Inclusion (DEI) Report.

Diversity, equity, andinclusion governanceTo foster a workplace that reflects the 3M Respectful
Work Environment Principle, we follow U.S. Equal
Employment Opportunity (EEO) policies, which
prohibit all forms of discrimination or harassment
against applicants, employees, vendors, contractors,
or customers on the basis of race, color, creed,
religion, sex, national origin, age, disability, veteranstatus, pregnancy, genetic information, sexual
orientation, marital status, citizenship status, status
with regard to public assistance, gender identity/
expression, or any other reason prohibited by law.

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Diversity, equity, and inclusion | 3M 2024 Global Impact Report

31

To advance our social justice and impact agenda, wecreated a holistic cross-functional team to support
our goals and commitments to progress equity in our
workplaces, business practices, and communities
globally. We also support our values with an internal
CEO Inclusion Council, chaired by CEO Mike Roman,to advance diversity, equity, and inclusion initiatives.
On a regular basis, 3M’s chief human resources officer,
an executive vice president role, reports to the Board’sCompensation and Talent Committee on strategies
for talent sourcing, diversity, and retention, as well
as talent development, internal pay equity, and equal
employment opportunities.

A diverse and inclusive
workplace
We know that people with different experiences,
racial and ethnic backgrounds, ages, gender identities,
sexual orientations, abilities, personalities, styles, andways of thinking help us better understand the needsof 3M customers, suppliers, and community partners
around the world.

Our diverse workforce
We’re building on our foundation by taking steps toadvance the representation of underrepresented
groups at 3M. We continue to work toward bringing
the demographics of 3M’s workforce in line withbroader workforce availability.
To measure progress against our goal to double thepipeline of diverse talent in management globallyby 2030, we use 3M’s global Diversity Index, whichmeasures the percentage of 3M management thatis diverse across a wide spectrum of dimensions,
including gender, nationality, race/ethnicity, disability,
U.S. military veterans, and LGBTQI+. Since 2015, we’ve
improved our global Diversity Index by 12.5 points,
moving from 32.6% to 45.1% as we progress toward our2030 goal of 65.2% — or double our 2015 percentage.

In addition, we’ve made good progress on our goal
to double the representation of underrepresented
employees in the U.S. Since 2020, we’ve improved
our U.S. representation of underrepresented groups
from entry-level through management, moving from
8.13% to 8.98%. At the same time, we’ve improved our
U.S. representation of underrepresented groups inmanagement positions, moving from 5.55% to 6.33%.

To help us monitor our progress and provide
transparency, we share an internal quarterly scorecardof our progress on the global Diversity Index andhiring metrics, as well as data on supplier diversity andcommunity investments.

We continue to advance our efforts in hiring, retaining,and developing talent. Indeed, nurturing a talentpipeline is critical to achieving and maintaining our
representation goals. To strengthen that pipeline, 3M
has several programs and partnerships that provide
valuable research, work, and professional development
opportunities. Many of these programs are forunderserved STEM students in higher education.
Learn more about these programs in the Innovation
management section.

Equity and inclusion initiatives

Learn more about 3M’s diverse workforce at ourDiversity, Equity & Inclusion (DEI) Report.

At 3M, we believe in fair treatment, access, andopportunity for all individuals, and we’re committed
to advocating for human rights and removing barriers
to equity.
LGBTQI+ community – In support of LGBTQI+ people,
3M has signed the Human Rights Campaign’s BusinessCoalition for the Equality Act, as well as a national
Business Statement Opposing Anti-LGBTQ State
Legislation organized by the Human Rights Campaign
and the Freedom for All Americans Education Fund.
We also continue to support the United Nations LGBTI
Standards of Conduct for Business.

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How we work

What we create

Employee Resource Networks – To advance a cultureof inclusion, we sponsor employee-led Employee
Resource Networks (ERNs) that help execute ourvision. ERNs may be organized around a racial identity,
military status, or other affiliation.
For example, our Diverse Abilities Network aims to
make a difference in the 3M community by supporting
people with disabilities and those who care for them.
In 2023, this ERN expanded its global reach to all 3M
operational areas. In addition, 3M earned a top scoreof 100 in the annual Disability Equality Index® (DEI®)
benchmarking tool for the sixth year in a row. The
DEI®, a joint initiative with the American Associationof People with Disabilities, “helps companies build
a roadmap of measurable, tangible actions towarddisability inclusion and equality.” Companies with ascore of 80 or above make the list of “Best Places toWork for Disability Inclusion.”
For another example of how our ERNs advancediversity, equity, and inclusion at 3M, read how ourPride ERN celebrated Pride Month in 2023.

Pay equity
3M’s global pay philosophy, principles, and consistent
implementation result in fair and equitable pay forour employees. We analyze pay equity by comparing
employees in the same job category, job grade, andlocation, a process that’s produced excellent results.
In 2023, we continued to have 100% gender pay equity
globally and 100% pay equity for racial/ethnic groups
in the U.S. Learn more in the Compensation section.
In 2023, 3M started including pay range andbenefits information for all internal and external
postings for jobs located in the U.S. In doing so, we
joined companies across the country that are at theforefront of advancing pay equity through proactive
and transparent practices. It’s one more way we’rereinventing our impact for people inside and outside
our walls.

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Diversity, equity, and inclusion | 3M 2024 Global Impact Report

32

3M earned a top score of 100 in the annual
Disability Equality Index® (DEI®) benchmarking
tool for the sixth year in a row

Who w
we areHowHo we workWhat
we create
W

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3M 2024 Global Impact Report

About reportHow
we work
Corporate governance34

Enterprise risk

38

Corporate Code of Conduct

40

Human rights

45

Compensation

50

Employee programs

52

Environmental, health,and safety management

57

Circular materials

64

Climate70

Suppliers

79

33

Who we are

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What we create

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Corporate governance | 3M 2024 Global Impact Report

34

Corporate governanceOur commitment
3M believes that good corporate governancepractices serve the long-term interests ofshareholders, strengthen the Board and management,
and further enhance the trust 3M has earned fromthe public over more than a century of operating with
uncompromising integrity and doing business theright way.

Our impact
Our corporate governance principles govern how 3M
does business daily, enabling us to outperform andlead the way to sustainable growth.

Our corporate governance principles define the roles,
rights, and responsibilities of different groups within
3M, as well as of our Board of Directors.

Governance oversight
3M’s Board of Directors comprises a diverse groupof experienced leaders that possess deep expertisein areas important to 3M. Shareholders, who haveseveral options to nominate individuals to serve as 3M
directors, choose those directors annually. The Board
consists entirely of independent directors and 3M’sCEO. 3M’s Board serves as elected representativesof the shareholders, acts as an adviser and counselor
to the CEO and senior management, and oversees
management performance on behalf of shareholders.
The Board also oversees 3M’s strategic and businessplanning process; has general oversight responsibilities
for our overall environmental, social and governance(ESG) and human resources strategies, goals, andresults, including sustainability, environmental
stewardship, and diversity, equity, and inclusion; andreviews and assesses management’s approach toaddressing significant risks facing the company.
3M’s Board of Directors has adopted Corporate
Governance Guidelines that provide a framework
for the effective governance of the company. The
guidelines address matters such as the respective roles
and responsibilities of the Board and management,
the Board’s leadership structure, the responsibilities ofthe lead independent director, director independence,
Board membership criteria, Board committees,
succession planning, and the annual Board andcommittee evaluation process.

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Corporate governance | 3M 2024 Global Impact Report

About report

3M’s Proxy Statement provides annual updates on
governance topics, including:

Sustainability governance• Qualifications, experiences, and diversity of our
Board members

Group

Function

Board of Directors• Receives regular sustainability updates at Board meetings• Director independence• Board and committee leadership structure, Board
refreshment, and Board committee composition andresponsibilities• Reviews sustainability-related risks as part of 3M’s enterprise risk program
Science, Technology & Sustainability
Committee of the Board of Directors• Provides primary oversight of 3M’s sustainability and stewardship
activities, including environmental and product stewardship efforts andlegal and regulatory compliance, among others• Reviews 3M’s sustainability policies and programs to identify and analyze
significant sustainability, materials-vulnerability, and geopolitical issues
that may impact 3M’s overall business strategy, global business continuity,and financial results• Shareholder outreach and engagement• Board oversight activities, including with respect tostrategy, risk management, management succession
planning, human capital (including diversity, equity,and inclusion), and ESG (including sustainability)

Environmental Responsibility andSustainability Committee• Provides leadership, oversight, and strategy to encourage and ensuresustainability opportunities are recognized• Executive compensation, including as it relates toenvironmental and social goals• Develops and monitors adherence with strong sustainability-related policies
and procedures

More information on 3M’s corporate governance canbe found at:• Includes 3M’s CEO, President & CFO, EVP R&D & CTO, Group President
Enterprise Operations, EVP & Chief Counsel Enterprise Risk Management,
EVP & Chief Legal Affairs Officer, SVP & Chief Sustainability Officer, SVP
Environmental Stewardship, and SVP Global Chemical Operations• Corporate Officers• Board of Directors

Chief Sustainability Officer• Certificate of Incorporation and Bylaws• Committee Charters• Corporate Governance Guidelines• Board of Directors Code of Conduct• Director Independence Guidelines• Annual Reports & Proxy Statements• Investor Relations• Leads 3M’s sustainability activities• Reports to the Environmental Responsibility and Sustainability Committee
and other internal and external groups• Committee Composition• Governance Documents

35

Sustainability leaders in businessgroups, areas, and enterprisewide• Drives Strategic Sustainability Framework priorities and initiatives
consistent with the scope of their role
• Leads customer relationships to solve shared global challenges

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What we create

Through engagement with our Board of Directors,
executive leadership team, and business units,
we’re working across 3M’s Strategic Sustainability
Framework to advance progress toward oursustainability goals. Learn more in our 2024 Proxy
Statement, Board’s role in sustainability.

Public policy engagement
As a concerned member of our communities, 3M
actively participates in public policy and legislative
advocacy, or “lobbying.” We believe that transparency
with respect to the consideration, process, andoversight of our engagement with lawmakers isimportant to our shareholders, and we continually
make efforts to give our shareholders useful
information about our public policy engagement.
See details in our 2024 Proxy Statement, ourLobbying and Political Activities Principle,
and our Lobbying and Political Activities
Governance document.

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Approach to risk management
and tax governanceAt the highest level, responsibility for taxes resides
with 3M’s Global Tax Department, based in ourheadquarters in the United States. The senior vicepresident for tax reports to 3M’s executive vicepresident and chief financial and transformation
officer and is a member of 3M’s Finance Committee.
The Tax Operating Committee, under the leadershipand direction of the senior vice president for tax,
has oversight over the material tax matters of 3M’s
worldwide business and supply chain.
3M assures the appropriateness of our accounting
and tax records on an ongoing basis to enable us tomeet our compliance obligations. In countries where
we operate, we document and confirm with therespective authorities. Where required, 3M assures
public disclosures are published according to
the regulations.

3M’s approach to taxation
3M is committed to complying with all applicable
tax laws, rules, regulations, and reporting anddisclosure requirements through the implementationof standardized, simplified, cost-effective, andautomated compliance processes. This means paying
the right amount of tax in the right place at the righttime and involves disclosing all relevant facts andcircumstances to the tax authorities and claiming
reliefs, incentives, and exemptions in line with and in
the spirit of the applicable tax legislation. In addition,
3M’s tax strategy is consistent with the principles set
forth in 3M’s Code of Conduct.

Corporate governance | 3M 2024 Global Impact Report36

Day-to-day management of 3M’s taxes is overseen by
the tax management responsible for the respective
region and area of taxation. Processes relating tovarious taxes are allocated to the relevant process
owners responsible for executing tax compliance
controls. Appropriate training is carried out for staff
who manage or process matters with tax implications.
Transactions between 3M companies are
conducted on an arms-length basis in accordancewith appropriate transfer pricing rules. This assures
3M’s profits are taxed where economic activities are
performed. Where there are any areas of uncertainty,
3M engages its external professional advisers toprovide specialist advice as and when needed.

Reporting tax concerns
As with all instances of unethical or unlawful
behavior, we encourage our employees to ask
questions or report concerns about tax matters tomanagement, 3M’s Ethics & Compliance Department,
3M legal counsel, 3MEthics.com, their assigned
human resources manager, 3M’s Corporate Audit
Department, or the Audit Committee of the Boardof Directors.
Learn more about reporting concerns about
unethical or unlawful behavior in the Corporate Codeof Conduct section.

$

3M’s attitude to tax planning
3M engages in tax planning that’s aligned with its
commercial business activities or supply chain needs
and in compliance with tax rules and regulations.
3M may engage in tax planning or other activities
potentially perceived as tax planning. We do not
engage in artificial tax arrangements that lackeconomic substance, one of the main purposes ofwhich would be to obtain a tax advantage. We may,
however, evaluate potential economic options
resulting from business transactions with considerationof tax efficiency.

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Corporate governance | 3M 2024 Global Impact Report

37

Risk management in relation to taxation
Our approach to tax risk follows principles similar
to those that apply to our management of legal,
compliance, and other business risks. Our internalframework supports compliance with tax laws andregulations to assure we identify, assess, and mitigate
tax risks, including consideration of both internal andexternal stakeholders.

Approach toward engagementwith tax authorities
We strive to have an open, honest, and collaborative
working relationship with tax authorities. 3M assuresthat specific tax authorities are kept aware ofsignificant transactions and changes in the businessand seeks to discuss at an early stage any tax issues
that arise.
When submitting tax computations and returns tocountry tax authorities, 3M discloses all relevantfacts and identifies any transactions or issues that we
consider to have potential for uncertain tax treatment.
We recognize there could be areas of differing legal
interpretations between 3M and tax authorities, andwhere appropriate we’ll engage in proactive discussion
to conclude matters as quickly as possible.
Any inadvertent errors in the submission of tax returns
and tax computations are fully disclosed as soon asreasonably practicable after they have been identified.

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About reportEnterprise risk | 3M 2024 Global Impact Report38Enterprise risk
Our commitment
To ensure 3M’s long-term success, we’re committed
to identifying and preparing for material opportunities
and threats impacting our ability to deliver on
stakeholder expectations.

Our impact
3M’s general auditor conducts an annual reviewof the major risks facing the company and works
with executives to assess those risks and develop
appropriate mitigation plans. We keep a continual
eye on ensuring business continuity through global
economic and geopolitical challenges. In 2023,
we prioritized health and safety, cybersecurity,environmental stewardship, and the strength of our
new product pipeline and corporate reputation.

3M believes that good corporate governancepractices serve the long-term interests of our
stakeholders, strengthen 3M’s Board of Directors
and management, and further enhance the publictrust we’ve earned from more than a century ofoperating with unwavering integrity.

!

Risk oversight
The concept of risk appetite and tolerance is an
essential component of our strategic planning.
The Board delegates primary responsibility forthe oversight of risks facing the company to the
Audit Committee of the Board of Directors.
The Audit Committee Charter states that thecommittee will discuss policies and procedures withrespect to risk assessment and risk management,
the company’s major risk exposures, and the steps
management has taken to mitigate and monitor
such exposures.
The Audit Committee has direct oversight of the workof two senior vice president positions — the general
auditor and the chief ethics & compliance officer —that both report to the chair of the Audit Committee.
The general auditor, Corporate Audit, is responsible forleading the formal risk assessment and management
process within the company and annually reports theresults to the full Board.

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Consulting with the company’s senior management
and the Board, the general auditor annually leads theassessment of the major risks facing the company andworks with the executives responsible for managing
each risk to develop appropriate mitigation andmonitoring plans. The general auditor periodicallyreviews with the Audit Committee its findings andresults from this work.
3M’s 2023 Annual Report on Form 10-K, Item 1A
summarizes risk factors applicable to the company.
In addition, 3M’s 2024 Proxy Statement provides
details on Board oversight committees and members.
See our 2023 Annual Report and 2024
Proxy Statement.

1:1 risk management meetings
In 2023, the general auditor met individually witheach independent 3M Board member and eachmember of the executive-level Corporate Operating
Committee (COC) to discuss risk management ingeneral, as well as specific risk-related topics facing
the company. These meetings provided the COC andBoard members the opportunity to share what risk
issues were top of mind for them and which should
be reviewed and addressed by management withoversight by the Board.

3M’s Enterprise Risk
Management initiative
Launched in 2001, our Enterprise Risk Management(ERM) initiative helps ensure adequate recognitionand ownership of the most significant potential risks
to the company. ERM uses a process that proactively
identifies and communicates enterprise risks within thecompany, including:• Confirming that appropriate plans and oversight
exist for material risks• Providing for ongoing risk review and assessment

Enterprise risk | 3M 2024 Global Impact Report

39• Aiding in generating awareness and engagement ofgeneral risk matters throughout the company
Within the ERM process, we interview risk owners
familiar with environmental, economic, and businessaspects within the company and ask them to complete
a thorough assessment for their respective risk(s).
Together with subject matter experts and senior
management, we map the outcomes to demonstrate
the relative impact, likelihood, and velocity (speed of
onset) of each risk. This shows us our highest-risk areas
and where to focus our internal efforts.
In addition, we continually review external resourcesand data to help identify risk. We share the resultsof these various exercises with the COC and thecompany’s full Board of Directors.
To learn how we manage risk at the site level,
see the Environmental, health, and safety management
section.

Monitoring emerging risks
3M places particular emphasis on protecting ourcompany against emerging risks in an ever-changing
world. For example, within the ERM process wecontinue to focus on climate strategy and its impact on
our operations and product portfolio, including actions
we can take to reduce greenhouse gas emissions.
We also continually cast an eye on the state ofgeopolitics and take any steps needed to protect
the enterprise.
We continue to actively manage risk related toongoing, emerging, and potential litigation. See our2023 Annual Report on Form 10-K, Item 8 - Note
18: Commitments and Contingencies for more
information, including around:• Environmental Matters and Litigation(fluorochemistries, or PFAS)• Combat Arms Earplugs

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Corporate Code of Conduct | 3M 2024 Global Impact Report

40

Corporate Code of Conduct
Our commitment

We have one Code of Conduct that applies toour 85,000 employees. Available in 21 languages,
our Code of Conduct sets clear expectations for
employees, relevant stakeholders, and business
partners. It summarizes 3M’s compliance principles
and raises awareness about how to do business theright way, at all times, and at every site.

The Code of Conduct positions 3M for long-term
growth and binds us together as 3M employees —across business groups and across geographies. Great
companies are built on trust — from their customers,
shareholders, employees, and communities. We’ve
earned that trust and a reputation for integrity
over many decades, and no one at 3M is free tocompromise it.

We hold all 3M employees, including supervisors,
managers, and other leaders, responsible forknowing and following the ethical, legal, and policy
requirements that apply to their job and for reporting
any suspected violations of law or the Code of
Conduct. We expect leaders to create an inclusive
workplace environment that encourages asking
questions and raising concerns.

Our impact

Global compliance program

We continually work to update our training programand engage with senior leaders, middle management,
and employees around the Code of Conduct. In 2023,
we held an Ethics & Compliance Day event to further
build employee engagement around our commitment
to unwavering integrity. We continue to enhance
our data science platforms and various metrics
dashboards.

Be 3M

3M’s Code of Conduct defines the
expectations for how we work:

3M’s Ethics & Compliance Department manages andadministers our global compliance program, which isled by our chief ethics & compliance officer, a senior
vice president role. The department is staffed withcompliance professionals around the world.

Be Good

Be Honest

Be Loyal

Be Accurate

Be Fair
Be RespectfulWho we are

How we work

What we create

The compliance program is designed to meet the U.S.
Federal Sentencing Guidelines. As a result, it meets
similar global standards and the requirements of othercountries’ anti-bribery laws.
The program consists of:• A global code of conduct based on a core set ofbusiness conduct principles• Awareness campaigns through education, training,and communication• Periodic evaluations, audits, risk assessments, andprocedures to measure and assess the complianceprogram’s effectiveness• A 24-hour global helpline and website through which
employees, customers, vendors, and other external
parties can report concerns and ask questions(anonymously in most countries)• Risk-based due diligence on business partners,
potential acquisitions, equity investments, andcandidates for hiring and promoting• Investigation expertise• Incentives and discipline to address compliancesuccesses and failures

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Corporate Code of Conduct | 3M 2024 Global Impact Report

Governance structure
The chief ethics & compliance officer reports directly
to the Audit Committee of the 3M Board of Directors.
The Audit Committee helps the Board oversee 3M’s
legal and regulatory compliance efforts. This direct
reporting line assures the independence of the Ethics& Compliance Department, which is responsible foroverseeing and administering strategic, systemic, andoperational components of 3M’s compliance program.
Several senior executives sit on the 3M BusinessConduct Committee, which is chaired by 3M’s chief
ethics & compliance officer, senior vice president. This
internal committee oversees 3M’s efforts to ensure
we have an effective world-class compliance program— one that’s agile and anticipates changes in bothinternal business strategy and the external landscape.
Similar business conduct committees exist at country,
regional, and area levels to prioritize and operationalize
compliance activities.
The chief ethics & compliance officer provides
quarterly updates on compliance activities to the
Audit Committee of the Board of Directors and the3M Business Conduct Committee. The officer also
meets quarterly with certain Corporate Operating
Committee members to share initiatives and priorities
for the quarter and discuss ethics and compliance key
performance indicators.

Online courses are offered in

22 languages

and cover all areas of our compliance program

41

Compliance training
and education
3M offers a comprehensive online compliance training
program to employees worldwide. Employees are
assigned training modules based on their role and areaof responsibility. Most online courses, as well as ourannual Code of Conduct certification, are mandatory
for approximately 50,000 global employees.
Each year we establish a training plan based on anassessment of internal and external factors that help
prioritize topics and timing of deployment. Online
courses are offered in 22 languages. Training modules
cover all areas of our compliance program. Recent
examples include Preventing Bribery & Corruption,
Data Privacy, and Promoting Fair Competition. Eachcourse starts with a series of questions that identify
the employee’s knowledge level. The employee is thenpresented with scenario-based questions tailored tothis level. To successfully complete the course, theemployee must demonstrate proficiency in the topic.
On-demand online Ethics & Compliance training is
also available.
Ethics & Compliance tracks on-time completion rates,and our rate remains strong. We continually analyze
scores and other course data to shape future training
needs. For example, we’ve designed mini-courses
to educate on specific topics. Ethics & Compliancecourses are now available through 3M Learn, 3M’s
corporatewide learning platform — an easy, accessible
one-stop shop for employees.

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In addition to online training, the Ethics & ComplianceDepartment — in close collaboration with 3M Legal
Affairs, local compliance partners, finance, and humanresources — provides frequent tailored in-person
training to businesses, subsidiaries, staff groups,
and third parties. This training may be annual, as
requested, or when needed.

Reporting concerns:“Speak Up”
Upholding 3M’s Code of Conduct is the responsibilityof everyone acting on 3M’s behalf. We encourage our
employees to ask questions and report concerns tomanagement, 3M’s Ethics & Compliance Department,
3M legal counsel, 3MEthics.com, their assigned
human resources manager, 3M Corporate Audit
Department, or the Audit Committee of the Boardof Directors.
Our strong ethical culture requires and empowers
employees to make the right choices every day. At 3M,
we make it clear that speaking up is the right thing to
do. The “Speak Up” poster that features our mostfrequently used languages continues to be widelyused globally.
3MEthics.com is a 24-hour confidential online
reporting system. Reporters can choose to submit
their concern anonymously in most countries. It’s
managed by a third-party vendor and is available to
3M employees and others internally and externally.
The system does not trace phone calls or use caller
identification, nor does it generate or maintain internal
connection logs containing internet protocol (IP)addresses. Web-based reports are made through asecure internet portal that does not trace or showuser screen names. In further support of anonymous
reporting, a feature was implemented to allow areporter to enter their email address (not visible toanyone in the system) to receive communications frominvestigators. This enhancement increases reporters’visibility to case status and activity.

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The Ethics & Compliance Department measures
the health of our “Speak Up” culture by monitoring
the number of calls to our reporting system and theanonymous call rate. We believe a healthy environmentis one in which employees are comfortable raising theirconcerns, and we’re proud that our call rate per 100
employees exceeds industry-published benchmarks.
Our anonymity rate is lower than publishedbenchmarks, indicating a higher level of trust in ourinvestigation process.
The Ethics & Compliance Department is responsible
for reviewing every reported business conduct
concern and deciding which require an investigation.
If an investigation is needed, we assign an appropriate
investigative resource. The results may indicate
a need for focused employee training or process
improvements. In these cases, we work with key
stakeholders to address those needs.
Substantiated violations may result in disciplinary
actions. Discipline may take many forms consistent
with similar past violations, from warnings tosuspensions to termination, and may impact one ormore persons associated with the violation.
The 3M Global Allegations & Disciplinary Actions
graph illustrates business conduct-related reports raisedin 2021, 2022, and 2023 using 3MEthics.com. We use
this data to prioritize resources and focus strategies.
The Ethics & Compliance Department maintains thecorporate investigation case management system andreports metrics from a broad range of 3M functions
that conduct investigations. This provides a complete
view of the frequency and type of concerns reported
globally and reflects 3M’s healthy “Speak Up” culture.

3MEthics.com is a
24-hour confidential
online reporting system

3M’s non-retaliation process
3M prohibits retaliation against anyone who raises abusiness conduct concern in good faith or cooperates
in a company investigation. To monitor this risk, acompliance investigator contacts identified reporters
by phone or email several times after an investigation
to discuss if the person has experienced any formof retaliation.
For anonymous reporters who use 3MEthics.com,
follow-up is handled through 3MEthics.com tomaintain anonymity. If the reporter expresses concernthat they’re a target of retaliation, the investigations
team will start a separate investigation or take otheraction to ensure the reporter is protected. 3M takes astrong position against retaliation, which is reflected in
our Non-Retaliation Policy and within 3M’s Employee
Obligations and Reporting Principle.

Who we are

How we work

What we create

Commitment toanti-corruption
As a participant in the United Nations Global Compact(UNGC), 3M is committed to supporting all its
principles, including Principle 10 on Anti-Corruption.
Our commitment and involvement with the UNGC andour community of peer companies provide us with theopportunity to collaborate and share best practices
related to work against corruption in all its forms.
Additionally, the compliance professionals on our teamregularly participate in, present at, and are membersof organizations and associations working to improve
compliance controls and reduce legal risk.
3M’s Code of Conduct requires compliance withall applicable anti-bribery laws, including the U.S.
Foreign Corrupt Practices Act, the U.K. Bribery Act,
Brazil’s Clean Company Act, and local laws where
3M operates. It applies to 3M employees as well as toour business partners. In addition, 3M’s Anti-Bribery
Principle and anti-bribery policies and procedures havebeen communicated to all employees. Our Avoiding
Bribery and Corruption training is required of most
nonproduction employees, specifically employees inhigher-risk roles, including those in legal, audit, sales,
marketing, export, and global trading.
3M’s commitment to anti-corruption is also reflectedin our management of third-party intermediaries andother business partners. We conduct due diligence
reviews of our third parties based on an assessmentof risk factors, including transaction size, type of
relationship, government interactions, and geography.
Depending on the outcome of the review, we respondto identified risks with specific actions, such as
training, the inclusion of relevant contractual terms,
and other risk-mitigating controls. Once approved,
we have an active monitoring program for third-party
relationships, including risk-based negative media
reviews and proactive audits of third parties. 3M
may end a relationship with a business partner if we

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determine the risk presented is too high and cannot beappropriately mitigated.
To enhance our communications with third parties,
including our expectations of ethical business conductand our commitment to combat global bribery,
we have an online training course available in 22
languages and a brochure available in 12 languages.
Finally, the Ethics & Compliance Department
collaborates with 3M Legal Affairs on due diligenceprocesses related to potential equity investments
and mergers and acquisitions. These processes
help identify risks in the target company before
an acquisition or investment is initiated and help
accelerate our efforts to integrate an acquiredcompany’s employees into 3M’s compliance programand culture. Ultimately, the Ethics & ComplianceDepartment is charged with conducting a risk review
and taking any necessary remediation actions upon theclosing of every acquisition.

Assessments
3M’s Ethics & Compliance Department conducts
compliance and anti-bribery evaluations of various 3M
businesses, business models, and locations each year.
An evaluation includes a review of transactions andsupporting documentation of transfers of value to third
parties, compliance records, and in-depth interviews
with a cross-section of employees. The team aims tointerview at least 10% of nonproduction employees.
Our assessment of compliance culture continues tofocus on “tone in the middle” and “tone at the top.”
Middle managers and supervisors are critical in settinga tone of ethical business conduct for their teams.
Evaluation interviews delve into understanding this andidentifying opportunities for improvement. Evaluations
can be executed in person (on-site) or virtually whilestill engaging employees in meaningful discussions thatallow us to assess program maturity and opportunities
for improvement.

“

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Our commitment to unwavering integrityin all that we do is clear and stems fromthe top of our organization. It has been
the foundation of the company for morethan a century.
— Michael Duran, Senior Vice President andChief Ethics & Compliance Officer

Global Ethics &Compliance event”

In 2023, we held a global Ethics & Compliance Day
event to further build employee engagement aroundthe Code of Conduct and doing business the rightway. The virtual event engaged employees in businessdivisions and corporate functions around the theme“Unlocking the Value of Unwavering Integrity.”
The event featured Chairman and CEO Mike Roman
discussing the importance and value of unwavering
integrity. Tony Brown, 3M Board member and
Audit Committee member, joined our chief ethics& compliance officer, Michael Duran, for a firesidechat, where he shared his perspective as a Board
member on the importance and value of a culture ofcompliance. The event also showcased panels of seniorleaders from across the company speaking about theirexperiences and views on unwavering integrity at 3M.
Ethics & Compliance teams around the globe
promoted and amplified the event, with some local
leaders taking the opportunity to explore the value of
unwavering integrity at 3M with their teams. These
activities resulted in one of our highest employee
participation levels for an Ethics & Compliance event.

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We continue to engage with senior and middle
managers by providing visually engaging and easyto-understand tools that help them communicate
important compliance topics and messages to theirteam. We also publish case studies that anonymize
real-life dilemmas in the work environment, as well
as hotline reporting metrics to provide transparency
around the number of concerns raised at 3M anddisciplinary outcomes.
We leverage our communication vehicles to reach all
intended audiences — whether virtually, in person,or hybrid — in all locations, including labs, corporate
offices, production sites, and warehouses, as well as
to ensure we reach our sales and marketing employees
who interact regularly with 3M business partners.
Every quarter, Ethics & Compliance recognizes 3M
employees around the globe who have gone aboveand beyond to bring the 3M Code of Conduct to lifein the work they do and the decisions they make.
Recipients of the Living the Code Award receive a
letter from our chief ethics & compliance officer.
Recipients also receive points that can be redeemedthrough the 3M corporate employee recognition
platform, Everyday Wins.

Engaging employees
in compliance
In 2023, our engagement communications eachquarter focused on a specific topic aligned with ourcompliance training program. We used data andcollaborated with other departments to develop new
tools for getting information to our audiences more
efficiently, avoiding gaps in time between observation
and remediation.

Data analysis and metrics
The Ethics & Compliance Department continues tomake strides in data science. We leverage enhanced
metrics dashboards to analyze emerging issues
across different employee populations (seniority,
tenure, location, etc.), as well as dashboards for thirdparty due diligence and business courtesies (gifts,
entertainment, meals, etc.). We use metrics to monitor
our evaluations and investigations. As we continue tofunction in a remote environment, the insights fromthis monitoring allow us to maintain the quality ofour processes.

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In 2023, the Ethics & Compliance Department
continued to leverage data analytics to enhance ourrisk assessment process. By combining metrics with
the Corporate Audit Department, we create a data
model that looks at our geographies, businesses, andcertain risk indicators. The results inform our priorities
for audits and evaluations.

Platform enhancements
In 2023, we implemented platform enhancements toimprove efficiency and reduce risk, adapting to an
evolving regulatory environment and aligning withbusiness strategies. In addition, we continued to evolve
our third-party due diligence program by implementing
automation updates, enhancements for efficiency
and compliance with standard processes, and better
documentation of our review and management of risk
associated with second-tier business partners.
The Ethics & Compliance Department manages acentralized global system that automates the process
for preapproving and documenting the offering andreceiving of gifts, entertainment, meals, sponsorships,
and charitable contributions. Through systemenhancements in 2023, we streamlined the end-toend process by clarifying the required information for
appropriate review of requests.
Finally, in 2023 we collaborated with the data privacy
legal team to update our conflict-of-interest reportingand management process, as well as our hotline
reporting platform, to ensure alignment with global
data privacy requirements.

Who we are

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What we create

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Human rights | 3M 2024 Global Impact Report45

Human rights
Our commitment
Respect for human rights is deeply ingrained in 3M’s
culture. Within our own business, our approach to
managing and protecting human rights is guided by
the 3M Code of Conduct, which recognizes the rightof 3M workers to a respectful work environment. We
also expect our suppliers to share our commitment tocomplying with labor and human resource laws andupholding the human rights of workers.

Our Human Rights Policy applies to all 3M employees,
contingent and contract workers, candidates for hire
at 3M, anyone doing business with or on behalf of 3M,
and others acting on 3M’s behalf.

Strong support forhuman rights charters
3M supports several external human rights charters,
including:• United Nations Global Compact• Universal Declaration of Human Rights

Our impact
We implement our human rights program through ourglobal policies, management system, assessments,
audits, training, and metrics tracking. Our audit
process provides us with a global view of our sites andsupply chain.

• European Convention on Human Rights• United Nations Guiding Principles on Business andHuman Rights• International Labor Organization’s Declaration on
Fundamental Principles and Rights at Work• Organisation for Economic Cooperation andDevelopment (OECD) — Guidelines for Multinational
Enterprises, including OECD Due Diligence
Guidance for Responsible Supply Chains of Minerals
from Conflict-Affected and High-Risk Areas• United Nations Convention Against Corruption
Further, the 3M Code of Conduct and its underlying
principles require compliance with all applicable laws
and respect for internationally recognized humanrights in all global operations.

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Human rights in thework environment

and engage in collective bargaining, as permitted
by applicable laws in the countries where 3M
does business.”

3M’s human resources principles, which haveremained consistent for over a century and apply to all
our employees globally, demonstrate our commitment
to upholding human rights in the work environment:

Approximately 26% of 3M employees are either
represented by a collective labor organization or
covered by a labor agreement.1 In some countries,
collective bargaining rights are not protected orrecognized. Nevertheless, 3M assures employees thatthe freedom of association and collective bargaining
aspects of our Human Rights Policy apply to all 3M
employees worldwide.

• We respect the dignity and worth of all individuals• We encourage the initiative of each employee• We challenge individual capabilities• We provide equal opportunity for development

A respectful work environment
We strive for a work environment where people
treat each other with respect and conduct businessactivities in a way that protects health, safety, andthe environment. See 3M’s Respectful Work
Environment Principle.
To support this, we offer a comprehensive suite of
employee benefits, including options for employees towork remotely and flexibly. Learn more about benefits
and our Work Your Way model in the Employee
programs section.

Working hours and wages
Not only does 3M comply with minimum wage
legislation globally, but we aim to exceed the legal
minimum wage. Our compensation reflects ourpractice of establishing competitive salary ranges
based on actual pay data from benchmark peer
companies in manufacturing. See more on wages
in the Compensation section.

Freedom of association and theright to collective bargaining
Our Human Rights Policy’s clause on the freedomof association states that we respect “the ability of
employees to choose whether or not to join unions
1. Percentage accurate as of approximately quarter two / quarter
three of 2023.

In the event of business operations changes, we follow
all applicable local laws and regulations regarding
consultation and notice periods for both represented
and nonrepresented employees.

Modern slavery
Modern slavery encompasses several human rights
issues, including forced labor, bonded labor, childlabor, human trafficking, and slavery-like practices.
Our stance against these practices is robust.

Human rights | 3M 2024 Global Impact Report46

Our Modern Slavery Statement, the 3M Supplier
Responsibility Code, and our labor, employment, andbusiness conduct policies all reflect our commitment
to acting ethically and with integrity in our business
relationships and to implementing systems andcontrols so these practices do not occur within ourorganization or supply chains.

Child labor and minimum hiring age
Our commitment to helping abolish child labor isevident in our Human Rights Policy and Modern
Slavery Statement. Although permissible hiring age
may vary based on local laws, 3M has adopted global
expectations regarding the hiring of minors. Even if
local law permits it, 3M will not hire any employee
or contingent worker below the age of 16 for any
job. If the applicable laws impose a minimum age
requirement higher than 16, we follow that stricter
standard. See our Supplier Responsibility Code fordetails on supplier requirements.

Who we are

How we work

What we create

Forced and compulsory labor
3M complies with all applicable laws and employment
regulations and does not engage or participate
in forced labor, nor do we allow financial burden(withholding wages or imposing fees) to be placed on
workers, recruiters, or suppliers. We expect the sameof all our suppliers.
Across 3M, experts in trade compliance, humanresources, ethics and compliance, and responsible
sourcing monitor human rights risks, trade laws, andrelated regulations. As we become aware of potential
risks from specific regions or countries, we review ourrelationships and businesses to determine if we needto take further action.
See our Human Rights Policy, Modern Slavery
Statement, and Supplier Responsibility Codefor details.

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47

Raising and resolving
workplace concerns
3M works diligently to create a culture where all
employees can work without fear of intimidation,
reprisal, or harassment, as well as an environment
where employees’ questions and concerns are
addressed in a fair and timely manner.
When employees or others have concerns related tohuman rights, labor practices, or environmental orsafety issues, we encourage them to raise questions
or report misconduct, potential misconduct, orconcerning behaviors.
Employees also receive training around channels forreporting and resolving concerns, such as:• Employee’s management• 3M Human Resources

Human trafficking• 3M Legal Affairs

Our approach to human trafficking is simple: We do
not tolerate it. We are committed to using effective
systems and controls to prevent human trafficking
from taking place anywhere within our business or
supply chains. This applies to 3M and its subsidiaries
as well as to our federal contracts and subcontracts
for either commercial or noncommercial items.
Learn more about our approach to human trafficking
in the Suppliers section and in our Supplier
Responsibility Code.

• 3M Global Security• 3M Environmental, Health, and Safety & ProductStewardship• 3M Ethics & Compliance• 3MEthics.com (option for anonymity in mostcountries)• 3M Corporate Audit• 3M Audit Committee of the Board of Directors
Visit Ethics & Compliance for more informationor to report a concern. More information is also in
the Corporate Code of Conduct section.
3M prohibits retaliation against anyone who, ingood faith, asks a question, reports a concern, or
participates in a company investigation. Learn more in
3M’s Employee Obligations and Reporting Principle.

Assessing human rights
In our view, human rights due diligence requires aholistic approach. We assess our own business aswell as those acting on our behalf — in supply roles,
government relationships, acquisitions, mergers, anddivestitures — to identify salient human rights issues
relevant to our business.
These evaluations are integrated into other assessmentand management processes and are based on material
issues regardless of where they’re identified within thevalue chain.

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Human resource assessments
and audits

Potential salient risks and prevention plans
Segment

Potential salient risk1

Prevention plan

3M employees andnon-employees

Not adhering to all applicable laws,
rules, and regulations

Prioritize and address external employment
labor law regulations through 3M's global HR
compliance model

3M employees andnon-employees

Nonconformance with the 3M Codeof Conduct

See the Corporate Code of Conduct section

3M employees andnon-employees

Unsafe working conditions,mistreatment of workers, threats fromother workers

See Workplace Environmental, Health, andSafety Principle

Suppliers

Nonconformance with 3M Supplier
Responsibility Code expectations

See the Suppliers section

Government
relationsNot adhering to all applicable laws,
rules, and regulations

See Lobbying and Political Activities Principle,
Lobbying and Political Activities Governance,
and Doing Business with Government Agencies
and Contractors Principle

Acquisitions,mergers, anddivestitures

Failing to recognize human rights issues
during the acquisition, merger, ordivestiture diligence processes

Prioritize and address human rights issues relative
to risk and compliance; see Human Rights
Policy, Respectful Work Environment Principle,
EHS&PS Acquisitions, Mergers, and Divestitures
Standard, and Workplace Environmental,
Health, and Safety Principle

Local communities

Inequitable opportunities to succeedin science, technology, engineering,and math (STEM) and skilled trades
occupations

Assess community partnerships where we provide
support to underrepresented populations so they
have equal opportunity for success in STEM andskilled trade employment areas

Local communities

Inequitable and disproportionate
consequences of climate change

Renew our focus on environmental justice andwork toward a world where all people have an
equal voice in crafting environmental regulationand no population is disproportionately affected;
see the Communities section

Customers

Failing to produce products that aresafe for their intended uses, compliant
with applicable laws and regulations,and meet 3M expectations

See Product Safety, Quality, and Stewardship
Principle and the Innovation management
section

1. Risks as per our Human Rights Policy (safe and healthy workplace, respectful work environment, workplace security, work hours
and wages, freedom of association, child labor, forced labor, human trafficking, or recruitment fees to obtain employment) and ourCorporate Code of Conduct.

To help protect our employees’ rights, our Employee
Relations Assessment tool enables any 3M location
globally to assess its policies and practices. By using
the tool and tracking data throughout the process,leaders can review practices related to 3M’s Human
Rights Policy, identify strengths and opportunities for
improvement, and develop an action plan to address
any potential gaps.
3M Corporate Audit periodically audits our humanresource practices for employees and non-employees
to ensure compliance with 3M guidelines and external
regulations (for hiring, timekeeping, payroll, etc.).
It also promotes ethical business practices andinvestigates ethics-related concerns.

3M suppliers
Based on our assessment process, we’ve determinedthat in our spheres of influence (our own business andothers acting on 3M’s behalf), the greatest potential
for human rights impact is within our supply chain.
We want our suppliers to share our commitment
to maintaining compliant, responsible, safe, andsustainable operations and practices, including in theirown supply chain and in their operating communities.
In addition to requiring compliance with applicablelabor and human resource laws, we expect our
suppliers to be committed to upholding the humanrights of workers and to treating them with dignity andrespect as understood by the global community. Thisapplies to all workers, including temporary, migrant,
student, contingent, and employees.
For more information on 3M’s supplier expectations
and requirements, visit Supplier Requirements. Learn
more about our risk-based supplier assessment
process in the Suppliers section.

Who we are

How we work

What we create

Government relations
3M is committed to being a responsible company
with unwavering integrity in all dealings with local,
state/provincial, and national governments and with
their prime contractors and subcontractors aroundthe world.
Before entering into any government contract or
any agreement related to a government customer,
3M employees must consult 3M’s Government
Contract Compliance Department or their assigned
legal counsel.
Provisions related to human trafficking and forcedlabor are also included in 3M’s government contract
flowdown requirements for suppliers. In the UnitedStates, the federal government has adopted aregulation (Federal Acquisition Regulation 52.222-50)
prohibiting human trafficking, including slavery,
servitude, forced and compulsory labor, and coercion
to induce a commercial sex act or to procure the same.
We’ve implemented processes to assure compliancewith U.S. Federal Acquisition Regulation 52.222-50,
including a Human Trafficking Prevention Standard.
For more information, see the Doing Business with
Government Agencies and Contractors Principle.

Acquisitions, mergers, and divestitures
3M regularly pursues the sale and purchase of businessinterests. For each business that may be acquiredor divested, human rights issues are prioritized andaddressed relative to risk and compliance during theacquisition integration or divestiture process. Find
additional information in the EHS&PS Acquisitions,
Mergers, and Divestitures Standard andthe Environmental, health, and safety
management section.

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Human rights training
We provide training globally to ensure that 3M
employees, including security employees andcontractors, understand the requirement to comply
with the law, 3M’s Code of Conduct, and supporting
policies, standards, and procedures, including aroundhuman rights.
Employees are assigned training modules based on
their role and area of responsibility. We require most
new employees to complete 3M’s Code of Conduct
and Ethical Decision-Making course, which includes
content on 3M’s Respectful Work Environment
Principle, 3M’s Global Human Rights Policy, and 3M’s
commitment to human rights. It also raises awarenessof our expectation that employees report all suspectedviolations of law or 3M Code of Conduct and thechannels available to do so.
See the Corporate Code of Conduct section for
more information.

Information security
With the rise in corporate cyber incidents andsecurity events worldwide, our internal global security
standards provide the controls required to achieve
information security based on industry standards
and best practices. Roles and responsibilities of
information security employees, contingent andcontracted workers, and suppliers must be defined anddocumented in accordance with the 3M Information
Security Management System and 3M’s Systems
Access Control Standard.
Learn about workplace security in theEnvironmental, health, and safety management section.

3M Supplier Responsibility
Code addresses:

Labor
Environment
Health &safetyEthicsManagement49

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50

Compensation
Our commitment

Director and executive
compensation

3M creates a professional work environment that
promotes innovation and rewards performance.
We rely on our global compensation principles toprovide fair and equitable pay that’s competitive inthe current market.

Working with an independent compensation
consultant, the Nominating and GovernanceCommittee annually reviews the status of the Board of
Directors’ compensation in relation to peer companies
and recommends to the Board any changes incompensation for non-employee directors.

Our impact
We appropriately benchmark compensation of ourglobal sites and use consistent methods to assess
our compensation position in the market. Our totalcompensation for employees includes a variety ofcomponents that support equitable and sustainable
employment and the ability to build a strong
financial future.

The Compensation and Talent Committee regularly
reviews all aspects of executive compensation.
The committee, along with an independentcompensation consultant, assesses the design of
incentive compensation and the risks associated withit, recommending changes when appropriate. The
committee also reviews stakeholder feedback relating
to executive compensation.
For more information on director and executive
compensation, including how our incentive plansincorporate an environmental, social, andgovernance (ESG) modifier, see our 2024 Proxy
Statement, our Nominating and GovernanceCommittee Charter, and our Compensation andTalent Committee Charter.

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Performance,compensation, and culture

Competitive, fair, andequitable compensation

Our culture not only provides a framework for
performance and compensation but more broadly
exemplifies who we are when we’re at our best.
At 3M, we look to embody these culture elements:

Guided by our compensation philosophy and principles
of competitive, fair, and equitable pay, we use aglobal compensation benchmarking process to drive
consistency and transparency in our compensation
practices across regions. Established in 2012, ourprocess has led to excellent pay equity results in every
country where we do business.

• Customer at our core
• Innovating boldly• Powered by inclusion• Winning with agility• Unwavering integrity
Our “Unwavering integrity” element specifically calls
for us to deepen our dedication to sustainability andour global communities.
We aim to advance all our culture elements byproviding employees the opportunity to grow throughchallenging work — and rewarding them for theirefforts. As a pay-for-performance company, 3M
not only provides a competitive base salary but also
compensates eligible employees for their contributions
to the company’s growth, profitability, and culture.
This additional compensation may be:• Short-term cash incentives

We start by gathering data from multiple surveys,
analyzing average pay for males and females andcomparing the two (determining any raw pay gap). We
then compare pay for males and females in each job
and job grade. Finally, we compare by location andassess any disparity. Through consistent use of thisprocess over the past decade, we’ve achieved 100%
gender pay equity in our global regions.
We conduct the same process in the U.S. for minorities
aggregated as a group versus non-minorities, withthe same result — 100% pay equity for racial/ethnic
groups in the U.S.
As we work to achieve and maintain our goal of 100%
pay equity globally, we leverage an annual salaryadjustment process that continually supports andstrengthens our pay equity results.

• Long-term equity incentives in the form of annual
restricted stock units (RSUs), stock options, stock
appreciation rights (SARs), and/or performancebased awards
The proportion of total rewards aligned with incentive
pay increases with job grade and reflects the job
grade’s influence on both short- and long-term
company results.
For more information on 3M’s compensation andbenefits, visit Working at 3M: Benefits.

Our “Unwavering integrity” element
specifically calls for us to deepen our
dedication to sustainability and to ourglobal communities

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52

Employee programs
Our commitment
3M is committed to developing employees andbuilding a purpose-driven culture. Throughout theorganization, we reinforce behaviors that foster an
inclusive workplace, and we provide competitive
benefits and recognition programs to support
employees throughout their career.

Our impact
We invest in our people’s success by fostering a cultureof continual learning to help employees develop theskills of tomorrow. We empower our employees tobring innovation into their work and focus on making
an impact in the world.

At 3M, we lead with culture. We know that engaged
employees are more productive and committed, moresatisfied with their work, and more likely to stay longer.
Working at 3M provides a range of development
opportunities few other companies can offer. It's
possible to go from the lab to a marketing role or fromsales to business development — all the way up to
the C-suite.

A learning-focused culture
In a rapidly evolving market, we understand that
we need to prepare our employees with the skillsof tomorrow so we can stay relevant, innovate, andgrow. At 3M, we use a model of extensive learningthat balances three modes of learning: formal(courses, performance reviews, conferences), informal(mentoring, workshops, podcasts), and social (blogs,
videos, social media).
Through 3M Learn, our integrated learning anddevelopment platform, employees can access andexplore personalized learning content and curated
resources. 3M Learn contains tens of thousandsof learning resources in more than 30 languages.
Content is organized and aligned to directly support
our organizational priorities, and employees receive
recommended content based on their role. 3M Learn
reaches our entire global workforce.

Who we are

How we work

What we create

In 2023, employees across the organization werefocused on preparing for the spinoff of 3M’s HealthCare business. With that as a key priority, employees
still completed nearly 775,000 online learning
experiences for an average of over 4,500 uniquecourses each month. As the pace of business continues
to accelerate, 3M Learn provides flexible learning
opportunities with curated content to develop ourentire workforce with culture-related skills, core or
power skills, critical and emerging leadership skills,
and business-specific functional and technical skills.
In addition, employees can access expert-led selfpaced courses aligned to their own personal learningneeds. We regularly track engagement, consumption,and satisfaction of our learning programs.

Mentorships
We understand the important role that relationshipbased development can play in helping employees
navigate our culture and environment, take advantage
of opportunities, and thrive in their career. That’s
why we encourage mentoring at every level in theorganization. The nature of the relationship canbe formal or informal, functional or cause-based.
No matter what, when employees learn from eachother and share their experiences, they acceleratecollaboration and professional growth.

Technical development and learning
3M’s Tech Forum is a self-directed and self-organizedcatalyst for interaction, growth, and development
among our technical community. Members benefit
from sharing research and exchanging ideas on any
number of topics, whether related to their role at 3M
or not. Tech Forum comprises dozens of topic-specificchapters across the globe, including for sustainability
and climate.

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About report

Inclusive, innovative culture
Inclusion advocacy
We build inclusive behaviors and create culturalagility through inclusion events and activities as wellas training and leadership development programs.
3M Learn offers modules on inclusive behaviors
skills-building, including REAL Allyship training.
We also provide training content to our hiring
managers and others on implicit bias and how toapproach it. For example, 3M’s Global Recruitment
Standard establishes a common frameworkthat reflects good practices free from bias anddiscrimination. This standard guides our recruitment
process for all full-time equivalent positions, fromdefining the hiring need to onboarding. It provides
consistency and transparency in the process for all
locations, helping 3M hire top diverse candidates.
To learn more about 3M’s racial inclusion advocacy,
visit 3M’s Diversity, Equity & Inclusion (DEI) Report

Internships
3M offers a variety of U.S. internship opportunities
at undergraduate and graduate levels in key roles
including engineering, research and development,
legal, sales, finance, technologies, and more. 3M takes
an adaptive approach by offering in-person, hybrid,and virtual internship formats. In 2023, 3M offered
more than 100 internships in the United States.

Employees completed almost
online learning
experiences

775K

Employee programs | 3M 2024 Global Impact Report53Who we are

How we work

What we create

Setting new employees up for success
We invest in onboarding new employees so they haveaccess to the tools, resources, and networks they needto succeed. Our onboarding process begins when acandidate accepts a job offer and continues throughtheir first year on the job. Our updated onboarding
experience accelerates new employees’ integration
into our culture by helping align their personal purpose
with 3M’s purpose.

15% Culture
For over 70 years, 3M’s unique 15% Culture has
encouraged our people to set aside 15% of their work
time to pursue and cultivate ideas that excite them.
Whether the time is used to experiment with a newtechnology, form a special interest group around a
fresh idea, or improve a process, our 15% Culture
gives employees in all areas the space to reimagine
what’s possible.

Leadership development
Leadership development is a competitive advantage
for 3M, which we maintain by leveraging newtechnologies and delivery methods. We offer many
development opportunities and programs throughout
a leader’s career, spanning every geographic area and3M business. Programs include a range of self-paced
online offerings that cover core skill developmentaligned to business priorities and 3M’s culture. They
also focus on the future by embedding inclusive
leadership strategies, promoting development throughcorporate social responsibility, and offering mentoring
opportunities.

Leadership development is acompetitive advantage for 3M

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About report

Global executive and leadershipcoaching
We partner with external coaches to support 3M
leaders around the world. Options include one-on-one
time with a coach to help leaders navigate challenges,
as well as on-demand coaching to help apply newlearnings or work through a change. Coaches
also work with teams on staying close to evolving
stakeholder expectations.

Performance management
Our approach to performance management, called
Performance Everyday, empowers employees tothink about performance beyond midyear and yearend through frequent, transparent conversations.
Performance Everyday creates a continual feedback
culture through one-on-one discussions between
managers and employees to improve performance,
discuss development, adjust priorities, and learn
from feedback.
3M strives to have 100% of regular nonproduction
employees complete the entire performance review
process. In 2023, all eligible employees were rated,
and these employees and their supervisors received
tasks to complete the year-end process in theperformance system.

Learning from listening
For more than 50 years, 3M has conducted surveys togather employee observations, attitudes, and opinions,
including an annual engagement survey that seeks
input from global employees. In 2023, the response
rate for the engagement survey was 53%.

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54

The employee engagement survey provides a broad
perspective across the enterprise and serves as abaseline for regularly assessing employee engagement
and other factors critical to high performance.
Feedback from the survey around our learning andtraining resources drove the development of ourcentralized 3M Learn platform.
Group leaders must review their group’s results,
present them to their employees, and execute an
action plan to address identified issues. The processincludes supports that make it easier to bring about
successful change, such as accountability checks andtools for acting on the results.
Outside of the employee engagement survey, we
deploy other relevant surveys, often focusing on
major transformation initiatives such as advancing
our company culture or reinventing performance
management.
In addition to the main survey system, we have andcontinue to use an innovative crowdsourcing platformthat enables more direct input by employees throughopen-ended suggestions that can be themed andranked. This is a cycle of continual improvement: We
measure, assess, and adapt year after year to ensure
our surveys support sustainable corporate success.

Employee footprint andstaying power
Employee headcount as of December 31, 2023,
was approximately 85,000. See additional
information in our metric tables and the
Employee demographics tab of ESG metrics,
which also includes more detailed analysis. Visit
our Diversity, Equity & Inclusion (DEI) Reportfor diversity-related demographics.

Who we are

How we work

What we create

3M experienced a decrease in our global employeeinitiated turnover rate in 2023. We continue to focus
on steps to attract, retain, engage, and develop our
employees, including providing support for well-being,flexibility, and growth, creating a culture of belonging,
and assuring competitive pay and benefits.
3M follows all applicable local laws and regulations
regarding notice periods in the event of business
operations changes.
3M’s Human Resources Department benefits fromusing one global system to track HR information.
At every 3M site around the globe, we have instantaccess to this information through our global
reporting tool.

Highly competitive pay,
rewards, and services
The more an employee contributes to 3M’s
success, the more they contribute to their own
success. We offer competitive base pay and,depending on the position, variable incentive paylinked to company and individual performance.
Learn more in the Compensation section andat Working at 3M: Your pay.

Benefits to support our employees
3M offers many resources to enhance employees’
lives, including:• Medical, dental, and vision plan options• Savings and retirement plans• 3M employee stock purchase plan
• 3M Healthy Living Program for wellness resourcesand discounts

Site spotlights

Employee programs | 3M 2024 Global Impact Report

About report

All regular full-time employees in the United States
are eligible, as well as regular part-time employees
who work at least 20 hours a week. Depending on thebenefit, employees’ domestic partners and children
may also be eligible. Some programs and benefits
may differ in other countries due to local laws
and regulations.
Learn more at Working at 3M: Benefits.

Everyday Wins
A global point-based recognition tool, Everyday Wins
makes it easy and convenient to recognize fellow 3M
employees when they embody our culture or go aboveand beyond. Our entire workforce, both production
and nonproduction employees, can give and receive
recognition points in real time on the platform.

3M supports employees
in both succeeding at
work and thriving asa family. All eligible
U.S. employees who
have newborn or newly
adopted children are
eligible for up to 20
weeks (10 weeks paid
and 10 weeks unpaid)of parental leave. In
2023, 1,220 (rounded tothree significant figures)
U.S.-eligible employees
participated, including
373 women and 844 men.

In 2023, the equivalent of more than $30 million in
points was awarded by and sent to employees. Points
can be redeemed for merchandise or gift cards or
donated to charitable organizations.

U.S. military leave
3M strives to be a premier employer for the militarycommunity, with paid leave benefits that reflect ourcommitment to veterans. 3M offers up to four weeks
of paid military leave for military training each calendar
year to support eligible 3M employees in the U.S.
National Guard or Reserve units. Eligible employees
on leave for annual encampment or training may beentitled to differential pay for the difference between
their 3M pay and their military pay.

Employees taking leave

U.S. parental leave(Usage of parental leave)

2023

2022

1,220

1,240

55

31%
69%

30%
70%

Employees returning from leave1(Parental leave retention)

1,280

1,270

■ Female ■ Male
1. Numbers for "Employees returning from leave" may include those who started leave in the previous year and returned in the indicated year.

32%
68%

31%
69%

Who we are

How we work

What we create

Work Your Way and flexibility
COVID-19 showed us that a more flexible way ofworking is essential for 3M’s continued growth andemployee well-being. The result was Work Your Way,a trust-based work model that enables well-being
and productivity in ways that drive our business andperformance goals.
Guided by our culture and focus on performance,
Work Your Way emphasizes four key pillars:• Founded in trust – Employees are empowered towork in ways that support their role and preference• Built on virtual first – Virtual collaboration throughthe use of technology is the standard• Meet with purpose – Employees are encouraged tocome together for moments that matter — virtuallyor in person• Based on impact – Contribution to the organizationand embodiment of our culture is valued above
location
For nonproduction employees, Work Your Way
offers three broad options depending on local laws,
regulations, work agreements, or other conditions:mainly on-site, hybrid, or remote (near or distant). Thisapproach also empowers employees to structure their
day in a way that balances maximum productivity withpersonal preferences. Allowing our employees to makechoices that benefit them, their work, their global teammembers, and their friends and family makes 3M morecompetitive and agile.

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While flexibility looks different for production
employees because of the nature of their
responsibilities, our objective to help support
well-being remains, and we continue to explore
opportunities to offer flexibility for all. Many of ourglobal production facilities provide opportunities
for flexibility, including shift swapping, adjustable
start/end times, part-time models, job rotations,
flexible break times, and flexibility around vacations,
volunteering, school events, etc., with some options
varying by site and geography.
3M takes pride in how our employees have been able
to adapt, innovate, and produce results while working
their way. We continue to support flexible work
arrangements, even as other companies try to apply
one-size-fits-all approaches to where and when people
work. It’s just another way we innovate and experiment
to attract and retain a high-quality workforce.

Employee programs | 3M 2024 Global Impact Report56

Who we are

How we work

What we create

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EHS management | 3M 2024 Global Impact Report

57

Environmental, health,and safety management
Our commitment
We’re committed to fostering environmental,
health, and safety (EHS) stewardship throughout
our operations and across our products. Our highest
priority is the safety of our employees, our customers,
our operating communities, and the public.

Our impact
We evaluate potential risks to people and theenvironment and take action to implement
standards that help reduce these risks.

3M is at the forefront of the global effort tobring science and innovation to workplace safety.
We continually develop and implement global
EHS policies, management systems, and key
performance metrics to drive improvement ineach of our business groups.

Global EHS team
3M’s global EHS team provides direct on-site
support to our operations through alignment with ourEnterprise Supply Chain organization. This team helps
identify and manage EHS risks, evaluate compliancewith regulatory requirements and 3M policies andstandards, identify opportunities for improvement, andshare best practices internally and externally.
In addition, we maintain a global Environmental,
Health, and Safety and Product Stewardship (EHS&PS)
governance organization that aligns into our R&D
organization. This team establishes standards,
provides deep subject matter expertise, and conducts
our EHS&PS compliance assurance process. It also
works with 3M’s Government Affairs organization
to advocate for EHS regulations and help inform thedevelopment of proposed regulations.

Who we are

How we work

What we create

We recognize that success comes throughcollaboration with all organizations throughout 3M,
and we work across departments and functions toachieve EHS and operational priorities. Sites areultimately accountable for our EHS performance,with the EHS team serving as coaching and technicalexperts available to any organization, at every level,
within 3M. In 2023, 100% of 3M manufacturing sites
worldwide had active cross-functional EHS teams.

Staff professional development
As part of our commitment to maintain high-quality
EHS professional development of our teams, theglobal EHS team hosts topic-specific meetings andworkshops where we share our knowledge and learn
from our EHS cohorts. To maintain our expertise andhelp us stay up-to-date on the most current science,

Site spotlights

About report

we provide scholarships for professional certification
training courses, cover recertification dues, and more.

Engaging employees in EHS culture
EHS Culture Activation program – This program is avehicle for engaging our employees as we understandand reduce risks, adhere to safety practices, drive
continual improvement, and create a safe environment
for raising concerns. A key metric is leadershipengagement with site employees.
In 2023, we used this proven culture initiative in a
global effort to drive two priorities:• Clarify EHS accountability, leadership, andemployee engagement expectations across all
our operations

EHS management | 3M 2024 Global Impact Report58• Assure our site managers’ role in EHS excellence
is consistently understood through new online
training modules
To this end, we held five regionally focused
instructor-led culture activation sessions and threevirtual sessions to give direction to site leadershipteams on floor walks, work permits, and developmentof EHS plans.
Global site leader EHS conference – In 2023
we held a first-of-its-kind global EHS conference
for site leaders. Site managers and EHS leaders
attended together to learn how to “Drive Responsible
Operations and Create Meaningful Change.”
Participants gained clarity on how to contribute toresponsible operations at 3M through clear signals anduncompromising standards, authentic engagement,
and relevant resources and tools. Instead of using thestandard model of one global conference, we localized
the conference across eight separate weeklong
cohorts all over the world. By the end of the year,
leaders from manufacturing sites, distribution centers,
and R&D operations had attended, as well as theirsenior operational and EHS leadership — nearly 400
leaders in all.
EHS awards – Our quarterly CEO Environment,
Health, and Safety Award recognizes sites that
display excellence in employee safety, compliance,
spill prevention, employee well-being, and advancing
EHS culture. Other EHS awards include the 3M EHS
Achievement Award for innovation and leadership, the3M Noise Control Award, the 3M Applied Ergonomics
Innovation Award, and the 3M Pollution Prevention
Pays (3P) program.

Who we are

How we work

What we create

EHS capital investments
We continue to leverage new system features that
integrate EHS risk into our capital expenditure process:• Engineers can flag EHS-related risks in capitalrequests within our capital expenditure process(Global Engineering Tools)• Users of our risk assessment and incident
management system (EHS 360) can flag
capital needs• Users of our Compliance and Auditing Management
and Metric Systems (CAMMS) can flag capital needs
By leveraging key functions across these threesystems, we’re able to prioritize risk when approving
capital through the governance process.
For detailed expenditures on capital projects forenvironmental purposes, see our Annual Report on
Form 10-K, Item 1. Business – Government Regulationand Environmental Law Compliance.

EHS policies, standards,
and principles
3M’s executive leadership approves 3M’s EHS policies
and other commitments.
• Environmental Policy, created in 1975, establishedthe framework for environmental management andconservation of resources, emphasizing preventionof pollution at the source.
• Chemicals Management Policy reflects our role insupporting our global community through effective
and responsible chemicals management.
• Safety and Health Policy applies to 3M operations
everywhere, including new acquisitions.
• Workplace EHS Principle describes our EHS
commitments, including how we contribute to thehealth, safety, and well-being of our communities.

Site spotlights

About report• Employee Obligations and Reporting Principle
describes our reporting requirement for suspected
legal or ethical violations.
• EHS Management Standard defines EHS
requirements that apply to manufacturing, supply
chain, R&D operations, and service centers. This
standard is the basis for our self-assessment andaudit protocols.
• EHS Management of Change Standard is an
expanded global standard that helps us track andmanage change so as not to adversely impact
EHS factors.
• Medical Record Standard defines the rules thatmust be followed to protect workers’ medical
information. The standard covers access, collection,
storage, security, transfer of records, record
retention, and record destruction. This standard
helps ensure that 3M medical information is handled
in a manner consistent with the 3M Data Privacy
Principle and all applicable legal requirements.
• EHS&PS Acquisitions, Mergers and Divestitures
Standard helps ensure that potential EHS&PS issues
are identified, evaluated, prioritized, addressed, andcommunicated for each real estate transaction andfor each business that may be acquired or divested.

Environmental management
We continue to advance our global management
framework, which provides structure and consistency
for implementing our programs and helps us beproactive rather than reactive in our environmental
focus. We have extensive global systems in place toidentify, track, and manage relevant information on
corporatewide EHS management and performance,
including a full range of environmental compliance andoperational performance metrics.

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59

Environmental site assessments
and enhancements
Outside of 3M’s global management framework, we’ve
completed over 240 environmental site assessments inan effort to detect potential historical liabilities. These
assessments help us identify sensitive biodiverse
areas, such as rivers, creeks, and wetlands, on or near
3M properties. The environmental site assessments
include a site visit and a search of public databases.
Our employees also participate in efforts to support
biodiversity in nearby environments. Whether
providing homes for bees and bats or clearing out
non-native plants, this work to help protect local
wildlife and ecology reflects our larger organizational
commitment to improving our environmental
stewardship.
Learn more about biodiversity impacts in the
Suppliers section.

Who we are

How we work

What we create

Applying ISO 14001
The ISO 14001 environmental management systems
standard is an internationally recognized external
approach to managing the immediate and long-term
environmental impacts of an organization’s products,
services, and processes.
To help sites comply with the current ISO 14001
standard, 3M provides ISO 14001 training modules
in our global learning system. We offer web-based
courses on general awareness, internal auditors,
leadership management, and more.

3M’s 2025 PFAS
manufacturing and productportfolio exit
Per- and polyfluoroalkyl substances (PFAS) can referto a broad category of thousands of compoundswith distinct and widely varying properties andcharacteristics. They are used in everyday applications
to promote durability, water resistance, and manyother qualities. 3M has shared information about ouruse of PFAS in our products on our website.
3M announced it will exit PFAS manufacturing and will
work to discontinue the use of PFAS across its productportfolio by the end of 2025. We have already reduced
our use of PFAS over the past three years throughongoing research and development, and we willcontinue to innovate new solutions for customers.

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About report

Employee health andmedical services
Culture of health
We encourage employees to take advantage of ourhealth and well-being programs, resources, andservices. Our programs and services vary globally
based on availability and need. Examples include freevaccinations, healthy cafeteria options, on-site fitness
centers and medical care, telehealth, adoption andfoster care support, and the flexible Work Your Way
program. Learn more about Work Your Way in the
Employee programs section.

Preventive approach
Along with the 3M Healthy Living Program, weoffer preventive programs including hypertension
management, cardiovascular risk reduction, stressmanagement, physical fitness, smoking cessation,
nutrition consultation, and cancer prevention. Clinicalservices for illnesses and injuries are offered at 3M
sites worldwide.

CPR & AED training
3M supports volunteer first responder teams byproviding CPR/AED (automated external defibrillator)
training to employees. Our corporate headquarters
and many of our global distribution centers, R&D labs,
and manufacturing sites are staffed with AED-trained
personnel and supplied with AEDs.

International travel health
We help prepare 3M employees for international
business travel through comprehensive travel healthconsultations that include a personal health history
review, immunizations, appropriate travel medications,and travel health education. We assist all employees
who may require medical treatment while travelingoutside their home country.

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60

Workplace safety
To help protect our most valuable asset — our people— we offer a variety of safety programs and tools at
3M sites around the world. We also offer programs andservices for employees working remotely.

Ergonomics
3M’s Ergonomics Risk Reduction Process is acomprehensive global program that identifies andassesses ergonomic risk in industrial and office
workspaces.
In 2019, we required all manufacturing sites tocomplete an ergonomic footprint assessment andestablish yearly reduction targets. In 2023, we
eliminated over 920 high exposures, exceeding ourinternal target. Online office ergonomics training,
available 24/7 on 3M’s intranet, encourages
employees working remotely or at a 3M location to
improve their workspace.

Radiation protection
To help protect 3M employees, our customers,
and the public, our Global Radiation Protectiongroup provides hazard evaluations and training forboth radiation source users and site radiation safety
officers. This includes ionizing and non-ionizing
radiation sources used in both manufacturing and R&D.
Periodic program audits evaluate sites’ performance inmanaging hazards during routine use and maintenanceof radiation sources, security of radiation sources,
training of personnel, and regulatory compliance.
As we work to align our U.S. and non-U.S. radiation
safety programs, we’re using a module within EHS 360
called RadPro to help us maintain a global inventory ofradiation devices and progress toward a truly global
standard.

Who we are

How we work

What we create

Process safety
3M is committed to rigorously managing the risks
associated with hazardous processes, such as thosethat could result in catastrophic fires, explosions, andthe sudden release of toxic materials.
We use a variety of assessment and management
tools:• Process hazard analyses assess the efficacy of
existing safeguards.
• Layers of Protection Analysis focuses attention on
independent protection layers during evaluation ofsafety-critical devices and systems.
• Mechanical integrity programs help our
manufacturing sites manage critical processequipment and ensure they’re operated andmaintained as effectively and safely as possible.
• Facility siting assessments help us identify andmitigate “maximum credible event” scenarios that
could impact workers at some sites.
In addition, our Combustible Particulate Solids
Standard contains global principles and practices
for managing hazards through the design, operation,and maintenance of facilities that handle and store
combustible dust. In 2023, we began deploying new
software to help our global facilities conduct uniform
risk assessments for process hazards and dust hazards.

Chemical and noise exposure
Our exposure assessment and management programs
follow the comprehensive approach outlined by theAmerican Industrial Hygiene Association. In alignment
with our commitment to follow the science aroundexposure risk, we adhere to the American Conferenceof Governmental Industrial Hygienists’ chemical andnoise exposure limits unless more stringent local
requirements apply.

Site spotlights

In 2023,

91%

About reportof our processes involving
potential workplace
exposure to chemicals or
noise were fully assessed

Following our EHS Management Standard, we’ve also
conducted proactive assessments of dermal exposure,engineered nanoparticles, hazard communication,
personal protective equipment, respirator protection,and ventilation. These assessments help us understand
if we need to make any changes to our exposure
management programs.

Medical surveillance
We monitor our employees based on their potential
exposure to chemical and physical hazards in theworkplace. We screen for early signs of occupational
illnesses to protect workers from potential further
exposure, and we provide medical management.
We look for trends in the health data of working
populations to ensure that potential hazards arewell controlled. While many of these programs
are mandated by government requirements, weestablished others to meet additional 3M standards.

Epidemiology program
3M epidemiologists provide research and consultation
to business units and corporate functions regarding
health-related questions around potential occupational
exposures. They also evaluate published human healthand epidemiology research related to chemicals andproducts used or produced by 3M.

Psychosocial hazards
A growing body of research identifies psychosocial
hazards as significantly impacting people in today’s
workplace. Psychosocial hazards are factors in thedesign or management of work (for example, high job
demands, poor supervisor support, role ambiguity)

EHS management | 3M 2024 Global Impact Report61that increase the risk of work-related stress and canlead to psychological or physical harm.
With the potential to affect every employee — theirhealth and well-being as well as their productivity —these hazards can contribute to high absentee rates,
increased injury rates, disability rates, and unplanned
early retirement. Our corporate occupational medicine
team, in partnership with other key 3M stakeholders,leads an ongoing process to identify and mitigate
these hazards.

EHS site self-assessments
and audits
3M’s EHS Management Standard defines EHS
requirements that apply to all 3M sites and is designed
to bring more consistency to EHS self-assessments
and EHS audit protocols. Data from the assessments is
validated through audits, site visits by subject matter
experts, and other data systems.

Self-assessments
As part of our EHS Management Standard, we
expect our operations, including new acquisitions,
to complete a self-assessment at least once a year.
This self-assessment has multiple categories that
address various areas and standards related to theenvironment, health, and safety, as well as theirrespective training requirements.

AuditsAs a global manufacturer, 3M aims to have a worldclass EHS and product stewardship audit program. We
verify regulatory compliance and alignment with the
EHS Management Standard, conducting EHS-related
audits on a standard schedule based on site-specific
EHS complexities. Our multifaceted strategy for
implementing our EHS Management Standard andglobal auditing of EHS compliance for our operations
is key to understanding and proactively resolving any
potential gaps.

Who we are

How we work

What we create

Key objectives of audits include:• Preemptively discover and correct potential
noncompliance with 3M and government
EHS requirements• Identify and manage EHS risks• Promote an EHS culture of self-discovery andcontinual improvement• Share exemplary practices among all 3M sites
and operations• Proactively roll out solutions to all applicable sites,
not just the site with an identified issue
3M uses a variety of tools and resources forcompliance auditing, including:• Internally developed compliance protocols createdby subject matter experts in regulatory programsand 3M processes• Internal EHS compliance experts from around thecompany who conduct regular formal evaluations toreview EHS requirements and identify opportunities
for process improvements• External EHS consultants, as needed, to provide
additional expertise and third-party verification• One comprehensive holistic system of record foraudit processes, enabling complete and robust
documentation of audits• Findings with assignments of responsibility,
due dates for closure, tracking to completion,and verification• Data visualization software to communicate audit
progress enterprisewide
All EHS auditors are required to take a certification test
covering the most important aspects of the 3M EHS
Auditor Standard and Guideline. 3M EHS professionals
are assigned to an audit team or lead auditor to provide
support on the auditing process and/or a specificsubject during the audit.

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3M’s Corporate Audit Department periodically audits
our EHS auditing program. These audits fully address
all in-scope sites and the verification of EHS audit
findings, and they help us improve the audit program.
On a regular basis, the EHS&PS executive committee
reviews audit findings and the 3M Science, Technology& Sustainability Committee of the Board of Directors
is updated on the overall status of the audit program.
This helps ensure teams have the necessary resources
to close out high-risk priority findings.

Compliance analysis, documentation,and verification
In an effort to create more consistency in managementof EHS requirements at 3M sites, we use an electronicsystem — Compliance and Auditing Management
and Metric Systems (CAMMS) — for 3M’s EHS
Management Standard self-assessments and audits.
CAMMS allows 3M to conduct and track selfassessments and audits in the context of applicableregulatory requirements and company policies andstandards. In addition, CAMMS uses a risk assessment
tool to prioritize resources for implementing corrective
actions.

EHS incident management
Since 2010, all 3M sites globally have been required tointernally report, investigate, and assign action items
for actual and potential incidents involving employees
and contractors through one dedicated system,
EHS 360. Actual and potential incidents include but
are not limited to injury or illness, fire or explosion,
environmental exceedances, spills, agency notices,and fines. EHS 360 has led to continual improvements
relating to the awareness of responsibilities,
understanding of the holistic system, and moreconsistent reporting requirements for 3M’s global
operations.

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To ensure consistent reporting and metrics globally,
3M, like many multinational companies, follows the
U.S. Occupational Safety and Health Administration(OSHA) recordkeeping rules and formulas to recordand measure injury and illness rates worldwide. At allsites within our operational control, 3M employees
and contingent employees are covered by our injury
and illness recordkeeping rules. See incident rate datain our metric tables and the Employee health & safety
tab of ESG metrics, which also includes more detailed
analysis.
Live dashboards report EHS data at the site, division,business group, and corporate levels. Dashboards arereviewed by executive management for performanceon selected indicators, enabling us to monitor andidentify successes, risks, and opportunities for
performance improvements and footprint
reductions worldwide.

Who we are

How we work

What we create

Significant Injuries and Events (SIEs)
Over the last five years, we’ve conducted over
96,000 internal risk assessments, resulting in theidentification and reduction of risk associated withmore than 24,500 activities — including nearly 7,560
associated with higher-risk activities that havegreater potential to result in an SIE.
SIE is broadly defined by impairment, disability,
and other considerations. It also includes significant
non-injury events such as fires, spills, agency fines,
common illnesses, and communicable disease
outbreaks. We track SIEs not only for 3M employees
but also contractors and contingent workers.
Every week, any SIEs and potential SIEs identified
in our global operations are reviewed by executive
management and EHS. Certain SIEs prompt broadbased executive communication to site leaders about
the incident and shareable insights that can help us
improve our EHS performance metrics aroundthe world. We continue to clarify expectations for
identifying potential SIEs, investigating incidents, andreducing risk.

Incident management forcontractors and visitors
We require all visitors, vendors, contingent workers,
and contractors at 3M sites to follow all applicable
3M workplace EHS requirements.
For example, contractors must complete aprequalification process before they perform workon 3M premises. This process includes reviewing thecontractor’s employee injury/illness rates, experiencemodification rates, employee training records, andsafety committee activities. Contractor performance
evaluations include EHS reviews. Preconstruction
safety reviews address potential hazards and controls
related to the work.

Site spotlights

About report

Each 3M site has a contractor coordinator who
is the main 3M contact for working with contractors
on EHS issues. We ask contractors to submit noticeof worker hours and any EHS incidents experienced
while working under a 3M contract. Any contractor
incidents are reported in the 3M EHS 360 incident
management system.

Business resilience
Each manufacturing site, distribution center, andadministrative site has a business resilience plan thatcovers EHS, security, IT continuity, business continuity,and medical response. While we hope to never use
them, it’s critically important to have current plansin place.

Workplace and employee security
3M Global Security has invested in security
intelligence monitoring systems, resources, and othertools, including geolocations, to help gather risk
intelligence and provide threat mitigation to protect
3M’s people, property, assets, and operations. As
threats are identified, risk mitigation and investigation
managers provide security expertise and guidance tobusinesses and sites.
3M’s Global Security Operations Center (GSOC)
monitors risks and intelligence sources worldwide. It
has indicators for early detection of escalations suchas riots, protests, weather events, crime, etc., andsupports local operations in severe situations. The
GSOC also facilitates travel safety and security andcoordinates emergency care and support for workers.
3M sites are accessible with badge access andprotected by other physical security mechanisms.
Uniformed security personnel assist workers andvisitors in both emergency and nonemergency
situations, such as incidents, loss or theft, andsuspicious items or behaviors.

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Site-level risk assessment
We look carefully at each 3M site and new acquisitionand perform a risk assessment that includes potential
impact to the environment, the community, and 3M
employees. Each site is ultimately ranked based on therisk it poses to the company, and we take necessary
steps to minimize potential risks. We especially focus
on bringing acquisitions into alignment with our
protocols, standards, and training.

Incident and crisis management
Local incident management teams use their businessresilience plan to help prevent and prepare for,respond to, and recover from incidents, emergencies,
and serious, severe, or crisis situations. We prepare
all plans in accordance with standard practices,management approval, and regular audits orassessments, and we evaluate their effectivenesswith periodic scenario exercises.
3M’s GSOC can access local business resilience plans,
which helps guide notification and communication
processes. When a significant EHS event or security
threat arises, a message informs workers and provides
a response mechanism. 3M’s Corporate Crisis Action
Team provides global leadership, coordination, anddirection in crisis situations.

Business continuity
In 2023, we advanced the development of anenterprisewide business continuity program for
3M. Along with our incident and crisis management
protocols, the business continuity program has been
critical in guiding us through the Russia-Ukraine
war and natural and other disasters affecting our
supply chain.

Who we are

How we work

What we create

Site spotlights

About report

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64

Circular materials
Our commitment
We’re committed to advancing a global circular
economy by designing solutions that do more with lessmaterial. We believe it’s our responsibility to design
circularity into 3M products and packaging while alsoenhancing the circularity of water and waste in ourown operations.

Our impact
We carefully manage waste and water, reducing
where possible and reusing and recycling as
alternative options. We continue to develop
products and packaging that are reusable,
renewable, recyclable, or made with morerecycled material. We continually design witha focus on durability.

The global economy is at a crossroads. Corporations
have an opportunity to embrace new circular businessmodels — ones that are regenerative and replenish
rather than deplete natural resources. Organizations
could measure success on the ability to accomplish
more with fewer resources — selecting renewable
and recycled materials and packaging, keeping
products and materials in use, and designing out
waste and pollution. We see the circular economy asan opportunity to inspire leadership, innovation, anddisruptive change across all industries, meeting theneeds of current and future generations.

Reusable, renewable,
and recycled materials
Plastic stewardship
Plastic pollution is a pressing global challenge, andthe production of fossil-based plastics negatively
impacts the global climate through the release ofgreenhouse gas emissions. Compounding the issue isthe management of plastic waste. The UN Environment
Programme reports that, globally, less than 10% of allplastic waste ever produced has been recycled.1
3M uses plastics and has a responsibility to address
this challenge. As we work toward gaining abetter understanding of our total plastic footprint
and anticipate potential future regulations, we’rereinventing our impact by innovating new product andpackaging solutions that use less virgin fossil-based
plastic and increase the use of recycled or bio-based
plastic where appropriate.
1. UN Environment Programme: https://www.unep.org/
interactive/beat-plastic-pollution/

Who we are

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What we create

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65

Since 2021, we’ve achieved a 69.8-million-pound
reduction in the use of virgin fossil-based plastic in our
packaging and products toward our goal of reducing
by 125 million pounds by the end of 2025. We’ve
incorporated recycled and bio-based materials andreduced plastic use in products and packaging such as
tapes and dispensers, sponges, workspace solutions,insulation, optical films, floor pads, sorbents, and more.
The materials and infrastructure that support a global
transition away from petroleum-based plastics are
rapidly transforming, and there’s palpable momentum
for change. We have a clear line of sight on our pathforward and have created a measurement system totrack our progress toward our plastics goal.

Reusable, renewable, and recycledmaterials in our products
We strive to design products with recycled or
renewable materials, using only one material whenpossible, to facilitate recycling. For example:• Our Post-it® 100% Recycled Paper Super Sticky
Notes are made with 100% recycled paper in a zerowaste-to-landfill site, and the product and packaging
are both recyclable.
• Our Scotch™ Cushion Lock™ Protective Wrapis an alternative to plastic bubble wrap that’s bothrecyclable and made from 100% recycled paper.
• Scotch-Brite® Greener Clean™ products are madewith recycled content and plant-based materials
while maintaining superior scrub performance. All
products come in recyclable packaging.

Since 2021 we’ve reduced our useof virgin fossil-based plastic by

69.8M lbs.

Keeping materials in play
To help keep materials in play, we design products
for durability, offer repair options when possible, andcreate products that can refurbish structural surfaces,
delaying the need for replacement.
• With more than 400,000 electronic devices in thefield, 3M’s Health Care Service Group (HCSG) aims
to keep them working instead of in landfills. The
HCSG provides service and support for more than
50 different 3M health care products, with repair
locations in 19 countries.
• 3M DI-NOC Architectural Finishes cancontribute to LEED credits by maintaining existing
walls, doors, frames, and built-ins with its innovativearchitectural finishes that keep them in use longer.
™

™

Reusable, renewable, and recycledmaterials in our communities
Surplus material from one business may be theraw material for another. When we expand outside
our own value chain, the opportunities can beendless. We continue our companywide strategy
on reuse, reduction, and internal recycling as wellas collaboration with our own technical community,channel partners, and civic and conservation leadersin our communities.
• In 2023, we renewed our membership with the Ellen
MacArthur Foundation to accelerate the movement
toward using recycled and renewable raw materials
in our product and package designs.

Who we are

How we work

What we create• From 2022 to 2023, 3M partnered with Closed
Loop Partners’ Center for the Circular Economy
and relevant stakeholders to conduct a 20-monthstudy of food grade polypropylene. The study
qualified and quantified the polypropylene resin
stream flowing through a material recovery facility tohelp in evaluating the feasibility of new end markets.
• We continue to engage with The Recycling
Partnership as a corporate partner and founding
member of the Recycling Inclusion Fund. In 2023,
our $150,000 contribution enabled it to develop andstart implementing training for recycling program
leaders across the U.S. The training focuses on
equitable outreach, inclusion, and working withmulticultural audiences.
• 3M, in partnership with GlobalGiving, collaborates
with Plastic Bank to support ethical collection ofplastic waste in Brazil. 2023 saw the completion ofa two-year collaboration that helped stop 801,680
pounds of plastic — the equivalent of over 18 million
500 ml plastic bottles — from entering the ocean.
Participating community members exchange theplastic for income and benefits like health insurance,
grocery vouchers, and school supplies, while thecollected material gets reused in products andpackaging.
• 3M was one of the first of over 200 global businesses,
financial institutions, and nongovernmentalorganizations that have endorsed the BusinessCoalition for a Global Plastics Treaty, a common
vision that will guide policy engagements withgovernments in an effort to end plastic pollution andaccelerate progress toward a circular economy.
• We’re a member of the Association of Plastic
Recyclers, which promotes the advancement anddevelopment of the plastics recycling industry
by providing leadership for sustained long-term
industry growth.

Site spotlights

About report

Packaging
Today’s complex global supply chain, along with 3M’s
product diversity and markets, creates a landscapethat does not lend itself to a one-solution-fits-all
approach for product packaging. Our Packaging
Sustainability Roadmap considers the evolving needsof this landscape and our responsibility to address
them. Top priorities include:• Product protection – Design every package
to optimally protect the product from point of
manufacture to point of use.
• Efficient packaging – Minimize the amount ofmaterial used. Optimize cube utilization at all packlevels. Eliminate all unnecessary packaging.
• Circular packaging – Design packaging to bereusable, recyclable, and/or made with renewable
resources. Maximize recycled content.
The roadmap places a special focus on circular
package design. Our packaging engineers use a toolkit
that defines circularity terms and highlights whichpackaging materials to select for specific outcomes,
such as designing for reusability and recyclability,
increasing recycled content, or transitioning to
renewable materials. The toolkit includes a
Packaging Recyclability Guide, which references
global industrial aids and presents them in an easy-touse format that simplifies selection of recyclable
materials.
In 2023, our package engineers continued to use
the toolkit and guide to help them make key design
decisions that reduce or eliminate packaging where
possible and improve our packaging circularity. These
efforts resulted in a weight reduction of 198 metrictons of packaging material and the elimination of
104 metric tons of virgin fossil-based plastic.

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Packaging reduction• In the totes we use to ship 3M electrical tapethroughout Latin America, we replaced plywood
with a lighter, easily recycled corrugated material.
This removed 85.1 metric tons of wood from use andreduced overall shipping weight by 57 metric tons.
• Going a step further in our Asia-Pacific region, we
removed the plywood top entirely from the crates
used to ship 3M optical products. This eliminated25.3 metric tons of wood and lowered total shipping
weight.
• Also in our Asia-Pacific region, we removed theplastic pail entirely from our road-marking productline, replacing it with a corrugated box. Thiseliminated 27.4 metric tons of plastic. In addition, we
doubled the amount of product in a shipping box,
reducing the amount of corrugated material neededby 22.6 metric tons.

Packaging recyclability• A redesign of our Command™ Picture Hanging
Strips in our North American market replaced theplastic blister packs with paperboard cartons
made from 100% recycled fibers with 35%–60%
post-consumer recycled content. This eliminatedover 43.5 metric tons of plastic while improving
packaging recyclability.

Who we are

How we work

What we create• Similarly, in our European market we replaced theplastic blisters in our Scotch™ Gel Glue packaging
with paperboard packages made with a minimum
40%–60% post-consumer recycled content,removing over 12.6 metric tons of plastic. We
also replaced the plastic blisters in our Scotch™
Felt Protector Pads with a unique cross-shaped
paperboard sleeve, eliminating 1 metric ton ofplastic. Both packages are now more recyclable.
• In a continuation of our work to improve thecircularity of our Meguiar’s product packaging —which has special requirements to ensure safe
containment — in 2023 we converted 58.6 metrictons of plastic bottles from nonrecyclable PVC tolighter PET or HDPE made with 25%–30% postconsumer recycled content. This increased bottle
recyclability while removing 22.9 metric tons ofvirgin plastic from use.

Recycled content in packaging• In addition to using recycled content in our new
Meguiar’s bottles, we converted plastic bags holding
3M electronics parts from virgin LDPE to 50%
post-consumer recycled LDPE in our Asia-Pacificregion. This reduced our use of virgin plastic by 11.1
metric tons.

Packaging collaborations
Sustainable Packaging Coalition® – 3M is an active
member of this collaborative led by an independent
nonprofit that believes in the power of industry to
make packaging more sustainable.
How2Recycle® labels – This program was designed
by GreenBlue’s Sustainable Packaging Coalition toprovide consumers with clear on-package recycling
instructions. Since we became a member in 2018,
we’ve expanded the use of How2Recycle® labels
within the 3M Consumer Business Group to over
4,000 packages.

Site spotlights

About report

Sharing knowledge – Our packaging team iscommitted to sharing its knowledge with the external
community through industry panels, academic
lectures, and other activities. For example, in 2023
we brought our 3M Canada president, along withmembers of our sustainability team, to the City of
London, Ontario, to tour its material recovery facility
and see firsthand how curbside blue-box materials are
sorted and processed. The team discussed challenges
and opportunities with municipal senior staff andthe city’s contractor, including how to improve therecyclability of our packaging and products andreduce contamination.

 2023, our packaging reduction effortsIn
resulted in a decrease of198

metric tons of material

Waste management
While reducing waste is the first choice for waste
management, reusing, recycling, and composting canalso fuel the circular economy by getting more outof our materials and giving them another life. As oursites identify opportunities to divert material streams,
such as by reusing byproducts in our operations, we
continue to carefully manage waste.1 Our contracts
with our waste management vendors confirm that ourmaterial is handled appropriately.
Our 3M Waste Management Standard applies to all
3M sites and provides a framework for managing all
waste types from the time of generation until reused,recycled, treated, or disposed. The standard sets abaseline for several core waste program elements
and encourages waste minimization and recycling
whenever possible.
1. Byproduct is all output that’s not saleable product. It may be boundfor landfill, incineration, waste-to-energy, or reuse/recycle streams.

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Reducing waste in our operations
Within each geographic area, we regularly review
results against goals and tracking metrics. Specialized
teams work on a variety of programs. These may
range from basic office recycling to more complex
projects such as capturing byproducts generated bya manufacturing line for reuse in another operation.
Through an evaluation process, we review material
reduction benefits and risks.
3M corporate systems measure progress toward waste
reduction goals for our sites with total output greaterthan 4.54 metric tons per year (10,000 pounds),
representing 97% of transfer value of shipments(TVOS), or the total value of all shipped unfinished andfinished goods. We use the results and raw data toidentify, quantify, and prioritize projects. We continue
to move toward automated and real-time tracking for abetter understanding of how to direct our efforts.
Those efforts have yielded significant results. Since
2005 we’ve decreased our waste, indexed to net
sales, by 32%. See more data in our metric tables.
One 3M site contributing to this progress is our factoryin Cordova, Illinois. From mid-2022 to mid-2023, the site
successfully implemented three different manufacturing
technology improvements. These efforts enabled a
30% yield improvement while eliminating 90% of waste
generated — waste that would otherwise have required
hazardous waste disposal.
We’ve also reduced waste by repurposing a byproductof our roofing granules. The product we created,
3M™ Natural Pozzolans, can be used as a partial
cement replacement to help lower the CO2 emissionsof concrete. For every ton of natural pozzolans used,
CO2 emissions can be reduced by an estimated 0.75
tons. Natural pozzolans also count toward LEED credits
for the use of recycled materials.

Who we are

How we work

What we create

Zero landfill sites
In addition to pursuing our waste reduction goal,
we plan to increase the repurposing, reusing, andrecycling of byproducts to divert them from landfill
disposal.
At 3M, we consider a manufacturing site to be zero
landfill when no byproduct has been sent directly to alandfill in a full calendar year. Waste, as defined here,
does not include ash generated from 3M material sent
to a waste-to-energy or incineration site controlled
by a third party. The intention of our zero landfill
goal is to drive our sites to increase product andprocess optimization, on-site and offsite recycling,
and composting.
Each site reports its waste data in a corporate
database each quarter. The data from select sites andat the corporate level is validated by a third party. Sites
seeking zero landfill status must complete an internal
assessment to ensure accurate reporting.

Site spotlights

About report

45.9%

of 3M sites have attained
zero landfill status

By the end of 2023, 45.9% of 3M sites had attained
zero landfill status. As we monitor progress toward
this goal, sites listed may fluctuate due to site
closures, acquisitions, consolidations, or sites
missing zero landfill requirements. In 2023, two
new sites, Gagnef and Red Wing, achieved zero
landfill status.

3M Pollution Prevention Pays (3P)
An industry first, 3M’s 3P program, developed in
1975, is based on the belief that preventing pollution
is more environmentally effective and more sociallyacceptable than treatment. In the last 48 years, theprogram has prevented nearly 2.89 million short tonsof pollution, based on aggregated data from the firstyear of each 3P project.

Reducing waste throughproduct design
Our product development teams strive to design
products that are durable, refillable, and made withless material whenever possible, all with an eye on
reducing waste.

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For example, we collaborated with Nordson, anadhesives partner, to create a manufacturing
bonding solution that combines the benefits of
our VHB™ Tapes with the versatility of a liquidadhesive — all while reducing waste and materialuse. The new 3M™ VHB™ Extrudable Tape features
innovative stretch-release technology that makes it
easy to remove with less scrap and waste. Wound ina long, coiled spool, it requires no special packaging.
In addition, the 3M™ On Demand Bonding System —designed to work with the Nordson® ProBond™
System — eliminates liners and container waste.

Water stewardship
Manufacturing relies on water as an importantcomponent and even sometimes as a raw material.
However, current global use of this vital resourceis straining ecosystems. At 3M, we strive to use
technology and expertise to promote a future of“water circularity” — a future where water stressis eliminated, resources are circulated, and natureis regenerated.
Through collaboration and application of 3M
technology, we’re working to improve the availability
and quality of water associated with our operations.
We recognize that reducing water consumption
and improving water quality in our operations areimportant elements of our environmental stewardshipat a local level, and we’re committed to applying ourinnovation and expertise to those ends.

Who we are

How we work

What we create

Conserving water in our operations
3M’s total water usage includes sanitary, process,heating, cooling, remediation, and other sources. Every
year we track and report global water usage data
for manufacturing sites that produce more than 4.54
metric tons (10,000 pounds) of product per year. The
reported data accounts for 97% of TVOS. Advances inour data analytics capabilities are expanding visibility,
accuracy, and opportunity for innovation in ourmonitoring and measurement efforts. Between 2005
and 2023, we decreased our total water usage by
54.1%, indexed to corporatewide net sales.
To achieve our 2025 goal of engaging 100% of waterstressed communities where we manufacture, we’ll
partner with local communities to promote water
recycling and conservation. Ultimately, we aim to help
these communities build and manage their own water
efforts into the future. In alignment with this goal,
3M joined the Water Resilience Coalition leadershipcommittee in 2021. Led by the CEO Water Mandate,
an initiative of the UN Global Compact, coalition
members work toward a positive impact in waterstressed basins. Members also aim to develop andimplement resilient practices across their industry
and to provide leadership and advocacy in the field ofwater resilience.
3M’s 2023 global manufacturing locations were
evaluated using the Aqueduct™ Water Risk Atlasstress-level screening tool, Aqueduct 3.0. Over 150
3M locations were analyzed, with 16 identified as
extremely high water-stressed areas. Manufacturinglocations include those with annual water use equal toor greater than 1,000 cubic meters. The 16 locations
account for 1.38% of 3M’s total water usage.
See water data in our metric tables and theEnvironmental tab of ESG metrics, which
also includes more detailed analysis.

“

Site spotlights

Circular materials | 3M 2024 Global Impact Report

About report

3M is proactively applying ourscience and innovation to improve thewater supply used in our operations
and the communities we serve.
— Mike Roman, Chief Executive Officer

Enhancing water quality
in our communities”• Global water stewardship sets 3M apart.
• Water Resilience Coalition engagement accelerates
solutions through collaboration.
• Global work drives community impact.
3M is focusing on the future as we bring forward
goals and plans that aim to positively impact water
quality in the communities where we live and work.
At select sites, we’re incorporating water treatment
technologies that remove priority constituents1 to
help enhance the quality of water returned to theenvironment. Our science-based approach has helped
both accelerate our pace toward our water quality
goals and made progress more broadly on water
stewardship. For example:

69• As a result of our PFAS exit commitment, we expect
PFAS manufacturing-related discharges to cease.2• We’re investing in technologies and processes
that separate, absorb, and destroy PFAS, thereby
removing it from the environment. We’re piloting
on-site destruction technologies that go beyond
other disposal methods by enabling us to destroy
PFAS without transporting materials to otherlocations.

Engaging in our communities
Engaging globally serves communities locally, and
3M is focused on leading in both spaces. Through ourrole as a leadership committee member of the Water
Resilience Coalition, we are committed to accelerating
solutions to global water challenges and working withothers to do so. We’re sharing knowledge, listening toleaders, and finding opportunities to collaborate on
solutions. From that work, 3M continues engaging in
local communities like Decatur, Alabama, and Little
Rock, Arkansas, to connect with area stakeholders on
issues and solutions related to environmental justice.

• We are on schedule installing state-of-the-sciencewater treatment technologies at some of our largest
water-using locations, and we anticipate completingthat work by the end of 2024.
• We achieved a global reduction of more than 85% in
PFAS discharges at the end of 2023 compared withour 2019 baseline.

1. Constituents include select metals, biochemical oxygen demand(BOD), chemical oxygen demand (COD), cyanide compounds,
fluoride, total nitrogen, oil and grease, fluorochemicals (PFAS),
total dissolved solids (TDS), total suspended solids (TSS), sulfate,
and other materials.
2. We remain committed to site remediation, advancing water
treatment technologies at sites where we have historicallymanufactured PFAS, and are doing so in partnership with leading
scientists, community advisers, and the appropriate authorities.

Who we are

How we work

What we create

Site spotlights

About report

Climate | 3M 2024 Global Impact Report70

ClimateOur commitment
3M is committed to innovate to accelerate global
climate solutions and decarbonize industry. From thebottom to the top of our organization, we’re dedicatedto following our related principles and policies andpursuing our related goals and risk-mitigation efforts.

Our impact

3M has long been a leader in addressing bothchallenges and opportunities presented by climatechange and energy conservation. Both for our own
operations and those of our customers, we continually
support the development of technologies and productsthat help reduce emissions and combat the effects ofclimate change.
In late 2023, we had a robust presence at the United
Nations Framework Convention on Climate Change(UNFCCC COP28), where we engaged with andlearned from our peers, strengthened collaborations
with government, nonprofit, and corporate partners,
and leaned into our five strategic focus areas:• Responding with urgency

We take industry-leading actions to measure andreduce our greenhouse gas (GHG) emissions, and
we offer our customers a wide range of innovative
products that help them improve energy efficiency
and reduce their own GHG emissions. We work
collaboratively with governments and global partners
to advance our impact in meeting this important
global challenge.

• Leadership and collaboration• Progress through science and technology• Action via solutions• Bringing people with us

Who we are

How we work

What we create

Following global standards
We set our GHG emission reduction targets using
the World Resources Institute (WRI)/World BusinessCouncil for Sustainable Development (WBCSD)
GHG Protocol Corporate Accounting and ReportingStandard, basing our target on the findings of theIntergovernmental Panel on Climate Change (IPCC)
Special Report on Global Warming of 1.5 °C.1 This
report finds that limiting global warming to 1.5 °C(2.7 °F) above preindustrial temperatures would require“deep emissions reductions” and “rapid, far-reaching
and unprecedented changes in all aspects of society.”
Achieving this goal also would “reduce challenging
impacts on ecosystems, human health, and well-being.”
Since the release of the 2018 IPCC report, we’ve
continued to follow and adopt the latest science,
including additional modeling data on global warming
potential and changing atmospheric CO2 levels. As
new information is published and shared, we continue
to refine our understanding of a variety of climate
issues and reposition our climate strategy.

Approach to disclosuresand policy
3M supports the Task Force on Climate-Related
Financial Disclosures (TCFD) recommendations forhelping businesses disclose climate-related financial
information. We recognize the need for corporations
to increase their focus and transparency around
financial risks related to climate change. In addition,
we continue to advance the speed and accuracy of ourreporting for topics like GHG emissions to help gather
timely feedback and inform our decision-making.
Our climate risk process includes disclosures
recommended by TCFD.

1. Special Report on Global Warming of 1.5 ºC (Report). Incheon,
South Korea: Intergovernmental Panel on Climate Change (IPCC).
7 October 2018.

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3M endorses voluntary approaches to GHG emissions
management. Any mandatory GHG emission
reductions should be developed through international
negotiations and follow these policy principles:• Apply broadly to countries or groups of countries
and GHG emission sources• Be guided by science-based decision-making• Utilize a consistent market-based approach• Encourage investment and protect intellectual
property to facilitate technology breakthroughs• Include provisions for carbon emissions trading and/or alternative investment and compliance programs• Provide full credit for early reductions in GHG
emissions• Balance multiple country-level priorities, including
energy reliability and independence, national
security, and economic growth and employment• Include provisions that promote the efficient
allocation of emission reductions and ensure all
sectors contribute to reduction targets, with theeffect of allowing fair competition and avoiding
market distortions within industrial sectors or
across national boundaries

Collaborating on climate
Climate change is a global challenge, and we must
collaborate with partners around the world to makemeaningful progress.
• We participate in the Better Climate, Better Plants,
and Low Carbon Pilot programs as a partner of the
DOE’s Better Buildings Initiative, which drives
leadership in energy innovation.
• We’re a member of RE100, a global renewableenergy leadership initiative led by The Climate
Group in partnership with CDP (formerly the Carbon
Disclosure Project). RE100 brings together influential
businesses committed to sourcing 100% renewableelectricity for their worldwide operations by 2050.

Climate | 3M 2024 Global Impact Report71• 3M is one of more than 20 global companies
investing in the TPG Rise Climate Fund, amultibillion-dollar climate impact investing fund that
deploys mission-driven capital at scale. TPG Rise
Climate Fund focuses on clean energy, enabling
solutions, decarbonized transport, greening
industrials, and agricultural and natural solutions. It
gives us expanded access to opportunities to invest
in climate technology companies and support ourenvironmental goals for carbon neutrality and water
use and quality.
• 2023 was 3M’s fourth year of our five-year
partnership with Clean Air Asia, an international
nongovernmental organization focused on air
quality solutions for New Delhi, India, and Manila,
Philippines.
• 3M is in the middle of a three-year partnershipwith UNFCCC to advance the Paris Agreement
and UN SDGs. This collaboration helps us highlighttechnology and solutions that inspire forward
movement on climate commitments. As part of ourcollaboration, our senior vice president and chiefsustainability officer, as well as other sustainability
team members, sat on several panels, co-hosted
roundtables, and otherwise engaged at COP28.
• We continue to participate in the Global Alliancefor Sustainable Energy, which we founded alongwith our customer Enel Green Power and 15 otherorganizations.

Mitigating climate risk
Severe weather and long-term climate trends could
affect 3M’s operations and supply chain. See the TCFD
recommendations table at the end of this section fora detailed breakdown of our climate risk process.

Who we are

How we work

What we create

Reducing GHG emissions
As a science-based company, 3M makes thegreatest impact by leveraging science, technology,
and collaboration to deliver reduced emissions forour operations and our customers. We’ve assessed ourcurrent footprint, facility pathways, product portfolio,
and key levers and technological advances. With thisextensive work, we’ve identified the “math with a path”
for key sustainability goals and are actively managing
them to achieve their respective milestones. Only
limited gaps remain. To close them, we’re focusing on
emerging technologies and collaborative solutions, aswell as product and portfolio improvements, rather
than carbon credits.
Currently 3M reduces GHG emissions throughmethods such as:• Improving efficiency across our facilities,
including our manufacturing equipment andprocesses

Site spotlights

Direct (scope 1) and indirect(scope 2) GHG emissions
3M has reduced scope 1 GHG emissions by 86.0%
since 2002, providing a direct and immediate
reduction of our carbon emissions. During this sametime frame, we achieved an 80.1% reduction in absolute
scope 1 and 2 location-based GHG emissions.

Scope 1 and 2 total (metric tons CO2e)
3M scope 1 and 2 emissions vs. IPCC 1.5ºC pathway since 2019

20,000,000
18,000,000
16,000,000• Reducing energy demand

14,000,000• Increasing use of renewable electricity globally

12,000,000• Managing our product portfolio

10,000,000

In rare instances, we may use carbon credits forregulatory compliance or specific business cases.
In 2023, we published an internal 3M Carbon Credit
Standard to provide rigor and clarity on when, why,
and how business teams may use carbon credits.
Last year we also tested the efficacy, speed, andaccuracy of an automated product carbon footprint
tool. The tool uses data science to analyze emissions
from cradle to gate, enabling us to understand thecarbon footprint for each of our 55,000-plus products,

72

In 2015, we set a goal to have our scope 1 and scope
2 GHG emissions be at least 50% below our 2002
baseline by 2025. In 2021 we updated this goal toachieve 100% carbon neutrality in our operations by
2050, with interim targets of 50% reduction by 2030
and 80% reduction by 2040 from a 2019 baseline.
Our goal is in alignment with the IPCC 1.5 °C pathways(see IPCC SR15 Figure SPM.3B). In pursuit of this goal,
we’ve reduced scope 1 GHG emissions by 42.0% andachieved a 43.2% reduction in absolute scope 1 and 2
market-based GHG emissions since 2019. See moredata in our metric tables.

identify future opportunities, issue Environmental
Product Declarations for much more of our eligible
portfolio, and support customers in measuring theirscope 3 emissions.

• Upgrading technologies• Working across our supply chain to reduce
emissions

Climate | 3M 2024 Global Impact Report

About report

0%

20%

40%

8,000,000

60%

6,000,000
4,000,000

80%

2,000,000
0
2002

2012

2013

2014

2015

2002: Calculating GHG inventories using
IPCC TAR
2004: 3M joins EPA Climate Leaders with
reduction target (30% from 2002 by 2007)
2007: 3M achieves GHG goal under EPA Climate
Leaders program (53% reduction)
2010: Work with EPA on methods to calculate
GHG emissions for EPA–MRR 40 CFR 98

2016

2017

Set goal to ensure
GHG emissions are atleast 50% below our2002 baseline while
growing our businessby 2025

2018

2019

2020

3M joins RE100,
co-author IPCC
National GHG Inventory
Guidelines, global
headquarters becomespowered by wind

2021

2022

2023

Accelerate existing goal:
Reduce scope 1 and 2
market-based GHG emissions
by at least 50% by 2030, 80% by
2040, and achieve carbon
neutrality in our operations by
2050
3M joins DOE Low Carbon Pilot,
Global Energy Alliance

2030

2040

2050

Scope 1 and scope 2(location-based)
Scope 1 and scope 2(market-based)
3M GHG reduction goal
IPCC 1.5C pathway100%

Who we are

How we work

What we create

Reducing scope 2 emissions
Our approach to managing our energy footprint
includes evaluating and continually improving theimpact of our products, manufacturing processes,
equipment, and sites (including upgrading andmodernizing infrastructure). 3M’s Corporate Energy
Policy guides us in this work.
Since 2015, we’ve increased our energy efficiency,
indexed to net sales, by 16.4%. See energy data in
our metric tables and the Environmental tab of ESG
metrics, which also includes more detailed analysis.
Renewable energy sources – In 2019, we beganconverting our sites around the world to be poweredby 100% renewable energy. As of the end of 2023, wehave 59 sites (all our manufacturing sites, plus othersites 30,000 square feet or larger) that are powered by
100% renewable electricity, comprising 56.2% of ourelectricity use. We continue to seek alternative energy
sources at all 3M sites, including solar, wind, andprojects like utilized excess steam.
While we act to convert our operations to renewableelectricity sources, we also support the global
renewable energy sector by offering our customers
solutions that help improve the reliability andefficiency of renewable electricity.

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Sourcing in our communities – We recognize our
responsibility to be mindful of potential negative
impacts on our communities as we work to improve
our climate impact, including as we source renewableenergy for our sites. We’ve learned and adapted tousing a variety of methods to meet the unique needsof each situation, such as directly sourcing renewableenergy through contractual agreements rather thaninstalling new infrastructure to generate it. Where
possible, this approach allows us to stay on the gridand collaborate with local utilities, relying on theirexpertise to help keep energy rates stable for othercommunity members. In some areas of the world,
specifically parts of Asia, that lack the infrastructure
for renewable energy sourcing, we’ll continue topursue other ways to reach our goals. Learn more
about our environmental justice efforts in theCommunities section.
External energy recognition – In 2023, 3M wasrecognized by the Association of Energy Engineers for:• Young Energy Professional of the Year to Tanmay
Soni, senior energy manager, Canada• Energy Project of the Year to Lithium-Ion Batteries
for Powered Industrial Vehicles, Canada

Scope 3 GHG emissions
3M has been developing our scope 3 GHG emission
inventory since the WRI and the WBCSD publishedthe GHG Protocol Corporate Value Chain (Scope 3)

What are scopes?
Scope 1 – Direct emissions produced by an organization’s activity. For example, making a widget.
Scope 2 – Indirect emissions from an organization’s activity. For example, purchasing energy to light thewidget factory.
Scope 3 – Indirect emissions from related activity up and down the value chain. For example, the emissions
produced by a customer when using the widget.

Climate | 3M 2024 Global Impact Report73

Accounting and Reporting Standard in September
2011. Even before its release, 3M participated in thepilot of the standard, which includes requirements forcalculating GHG emissions for 15 separate categories
of emission sources, both upstream and downstreamof our operations.
According to the GHG Protocol Scope 3 Calculation
Guidance, a company that produces intermediate
products with many potential downstream applications— each with a potentially different GHG emission
profile — cannot reasonably estimate the downstream
emissions associated with the various end uses ofthese products. The methodology does not exist to
calculate full scope 3 emissions for a company ascomplex as 3M, with 55,000-plus heavily diversified
products across a variety of industries and potential
end-use cases.

Who we are

How we work

What we create

In the belief that every problem has a solution, in
2019 we developed methodologies to calculate ouremissions for scope 3 categories 9–12.
We continue to raise awareness with customers andsuppliers about our need for more scope 3 emission
tracking. Additionally, as we collaborate with themto meet their business needs and achieve theirsustainability goals, we work to help them reduce
their scope 1 and 2 emissions. Since we’re always
innovating, replicating successful processes acrossnearly 51,200 suppliers and countless global end
users is an ongoing task. However, we understand its
importance and urgency, and we’re constantly striving
to be faster and more effective. See more data in our
metric tables.
Category 4 success: air to ocean – In 2023, ourongoing efforts yielded a significant emission
reduction — more than 20% — in category 4, upstream
transportation and distribution. By switching a portionof our shipping from air to ocean — something we hadthought nearly impossible — we’re making notable
progress in reducing our scope 3 emissions.
It started with dry ice. For our test shipment wetracked the energy needed for temperature control —and while it was slightly higher than for air shipping,
the increase was dwarfed by the higher energy
consumption of airfreight itself. After this positive
outcome, we took a closer look at how we ship all our
products.
Understanding that change was possible, we educatedstaff about the carbon impact of airfreight, often the
go-to since it’s easier and faster. We then establishedcriteria for default shipping modes that resulted inconverting 30% — so far — of our standard shippingfrom air to ocean. We also instituted an approval
process for one-time mode changes. Data on rejected
requests shows it’s working as intended, allowing
switches based only on real need.

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About report“

Reducing our scope 3 category 4 emissions
by more than 20% is a big step toward
reinventing 3M’s impact as we help solve
one of the most pressing global challengesof our time.
—
 J ohn Bauer, Senior Vice President,
Global Logistics & Distribution”

Also in transportation, in 2023 we began the processof implementing a performance scorecard for ourlargest global transportation vendors. This will be a
critical tool in assessing our total global transportation
emissions and identifying opportunities for reduction.
In the first quarter of 2024 we’ll run a pilot of thescorecard using vendors’ own calculations at asummary level. This is just the beginning of an initiativethat will involve efficiency tracking and targets, alltoward our long-term goal of carbon reduction in ourvalue chain.

Managing air quality
3M aims to improve air quality globally while deliveringon our customers’ needs and expectations for highperforming products. The manufacture of some ofthese products inherently releases volatile organic
compounds (VOCs), including through the use ofsolvent-based materials. Therefore, many of our sites
are required to rigorously track VOC emissions. Even
where not required, we voluntarily track VOC usage
and significant source emissions to identify the best
opportunities for our reduction efforts.
We track and report emissions based on raw material
usage, engineering estimates, published emission
factors, continuous emission monitoring systems,
and stack test data. For many 3M manufacturing
processes, various pollutants such as nitrogen oxides(NOx), sulfur dioxide (SO2), carbon monoxide (CO),74

hazardous air pollutants (HAPs), persistent organic
pollutants (POPs), and particulate matter (PM) areemitted as products of combustion. These pollutants,
which are listed on many environmental permits for
specific site operations, are tracked and reported
externally where required by federal, state, or local
regulations for individual sites. 3M internally tracks
all fuel usage and calculates the combustion emission
rates using accepted emission factors.
We’ve standardized methodologies for quantifying
global air emissions, allowing us to compile a global
database and aggregate process- and site-level data.
This will equip us to perform enterprisewide analyses
and detect new opportunities for potential emission
reductions.

Main VOC by source type
3M’s VOC emissions are primarily attributed to coatinglines. Reactors and mixing are also significant sourcesof VOC emissions.

VOC by site
Forty-one percent of our sites report VOC emissions
greater than zero. Of those, 88% emit between 0 and
100 metric tons per year, and 23% emit between 0 and
1 metric ton per year. See more data in our metrictables.

Implementing and maintaining
pollution control
3M has made significant progress in reducing
air emissions — at the source by reformulating
to eliminate emissions and by improving process
efficiencies. Where we can’t reduce emissions, weinstall and maintain air emission control equipment
as required by federal, state, and local regulations.
We evaluate all equipment options, select the mostenvironmentally effective and cost-efficient, andproperly operate the equipment. Technologies
include thermal oxidization, solvent recovery, carbon
adsorption, biofiltration, electrostatic precipitators,
baghouses, scrubbers, and cyclones.

Who we are

How we work

What we create

Ozone-depleting substances
3M has established requirements for how ouroperations manage their refrigeration appliances
containing ozone-depleting substances (ODS) andhydrofluorocarbons in the context of applicableinternational protocols, local regulations, and current
and future economic impacts. When applicable,
these requirements include abiding by the Montreal
Protocol, the first worldwide agreement designed toprotect human health and the environment from theeffects of the depletion of the stratospheric ozone
layer. The agreement targets specific ODSs for control
practices, reductions, or total phaseouts, and it
provides a phaseout schedule.

3M innovation impacting
climate technology
Fueling clean hydrogen production
A sustainable fuel source, green hydrogen is producedwith renewable energy and doesn’t release operational
carbon emissions. Blue hydrogen, produced withnatural gas, allows for the capture and storage of apercentage of its carbon emissions. Together, green
and blue hydrogen (clean hydrogen) is a potential
solution for sectors facing challenges in decarbonizing,such as steel and long-haul transport.
At 3M, we’re innovating technologies that create
cost efficiencies at both ends of the clean hydrogenproduction process. The first is a catalyst technologythat reduces the amount of iridium required for waterelectrolysis, the primary means of green hydrogenproduction. Iridium is a rare precious metal, andreducing the amount needed has the potential to yield
substantial cost savings for customers.
Once hydrogen is produced, it must be transported
and stored. That’s where 3M’s glass bubbles come in.
1. Hydrogen Insights 2023. https://hydrogencouncil.com/en/hydrogen-insights-2023/

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This efficient form of cryogenic insulation provides
superior protection, reducing the amount of boil-off
from heat. Ultimately, more hydrogen gets delivered
to the end customer.
Given that more than 95% of current hydrogenproduction is driven by fossil fuels, we see an excellent
opportunity in the field of clean hydrogen — a market
that currently produces less than 1 million metric tons
each year, but is expected to be producing close to
38 million metric tons per year by 2030.1
Visit 3M Forward to learn about more climatefocused 3M technologies. Learn more about 3M
glass bubbles at Tiny glass bubbles. Big thermal
insulation. Plus, read how our glass bubbles are
helping NASA launch into space.

Climate | 3M 2024 Global Impact Report

75

Bringing innovation to market
Our focus on science continues to drive innovation
with external partners. A case in point is ourcollaboration with Svante, a Canada-based carbon
capture and removal provider. In 2024 Svante will
layer a nanoengineered material called Sorbentson-a-Roll into its carbon removal filters for use indirect-air-capture field trials. This has the potential tocapture millions of tons of carbon from diverse directair-capture facilities globally — and it’s all enabledby 3M’s capacity to produce advanced filtration
technology at scale.

Who we are

How we work

What we create

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Climate | 3M 2024 Global Impact Report

76

Task Force on Climate-Related Financial Disclosures recommendations
Climate risk process
Governance

The highest level of climate risk governance is the responsibility of the 3M Science, Technology & Sustainability Committee of the Board of Directors. The
committee’s roles and responsibilities include reviewing the company’s policies and programs on sustainability and assisting the Board in identifying andanalyzing significant emerging science and technology, disruptive innovations, sustainability, materials vulnerability, and geopolitical issues that may impact
the company’s overall business strategy, global business continuity, and financial results.
Consulting with the company’s senior management and the Board, the general auditor annually leads the assessment of the major risks facing the company
and works with the executives responsible for managing each risk to develop appropriate mitigation and monitoring plans. Climate change risk is assigned tothe 3M Science, Technology & Sustainability Committee.
For the purpose of discussing climate-related risks, “substantive financial impact” means an event or circumstance that would individually or in the aggregate
have a material adverse effect on the consolidated financial condition or operations of 3M and its subsidiaries and affiliates taken as a whole.

Integration into
enterprise risk

3M derives approximately 54% of its revenues from outside the United States. Our company’s results are impacted by the effects of, and changes in,worldwide economic, political, regulatory, international trade, and other external conditions.
Climate change, as well as related environmental and social regulations, may negatively impact 3M or its customers and suppliers in terms of availability andcost of natural resources, sources and supply of energy, product demand and manufacturing, and the health and well-being of individuals and communities inwhich we operate.
Additional details on our enterprise risk assessments can be found in the Enterprise risk section and in our Annual Report on Form 10-K, Item 1A.

Time frames

Short-term, 0–1 years

Board oversight

3M’s Science, Technology & Sustainability Committee of the Board of Directors is responsible for providing the general oversight of the scientific andtechnological aspects of 3M Company’s businesses and the Company’s sustainability and stewardship activities.

Frequency on Board’s
agenda3M’s Science, Technology & Sustainability Committee of the Board of Directors meets with the frequency, and at intervals, it determines necessary to carryout its duties and responsibilities, but in any case, not less than three times a year.

Corporate officer’s
oversight

In addition to the members of the 3M’s Science, Technology & Sustainability Committee of the Board of Directors, the 3M CEO has the highest level of direct
responsibility for assessing and managing climate-related issues. The CEO carries on the company’s history of proactive leadership in addressing both thechallenges and the opportunities presented by climate change and energy conservation. Learn about executive pay in relation to our climate goals in 3M’s
2024 Proxy Statement.
3M’s executive-level Corporate Environmental Responsibility and Sustainability Committee (ERSC) provides leadership, oversight, and strategy toencourage and assure sustainability opportunities are recognized. It develops and monitors adherence with sustainability-related policies and procedures.
This committee includes 3M’s CEO, President & CFO, EVP R&D & CTO, Group President Enterprise Operations, EVP & Chief Counsel Enterprise Risk
Management, EVP & Chief Legal Affairs Officer, SVP & Chief Sustainability Officer, SVP Environmental Stewardship, and SVP Global Chemical Operations.

Identification andassessment

Managing risk requires integrating a multidisciplinary, companywide risk identification, assessment, and management process. See the Enterprise risk
section for details on the identification and assessment of the major risks facing the company.
Climate risk prioritization associated with physical impacts such as floods, drought, water scarcity, and shifting precipitation patterns is conducted annuallyfor 3M’s global manufacturing through the World Resources Institute’s (WRI) Aqueduct™ Water Risk Atlas stress-level screening tool, Aqueduct 3.0. Baseline
and three future scenario analyses include “optimistic” with emissions peaking and declining by 2040 with emissions constrained to stabilize at ~650
ppm CO2 and temperatures to 1.1–2.6 °C by 2100; “business as usual” representing a world with stable economic development and rising global carbon
emissions with CO2 concentrations reaching ~1370 ppm by 2100 and global mean temperatures increasing by 2.6–4.8 °C relative to 1986–2005 levels; and“pessimistic” with steady rising global carbon emissions with CO2 concentrations reaching ~1370 ppm by 2100 and global mean temperatures increasing by
2.6–4.8 °C relative to 1986–2005 levels.
Based on our analysis of physical risks to individual 3M manufacturing sites, none are deemed to create overall enterprise risk due, in part, to the diversity of
3M’s global capabilities and our business continuity planning efforts.

Medium-term, 1–5 years

Long-term, 5+ years

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Climate risk process
Frequency ofmonitoring

3M continually evaluates aspects of risk. The general auditor, Corporate Audit, is responsible for leading the formal risk assessment and management
process within the company and annually reports the results to the full Board.
3M will assess climate-related risks as a part of our analysis of physical risk to our manufacturing as climate modeling advances and as acquisitions ordivestitures require. 3M’s business continuity and crisis management planning help manage risks facing the company’s physical operations, supply chains,
and workforce. Programs are reviewed at least annually.
In addition to our Board of Directors’ Committees, climate risk is reviewed throughout the year within our executive-level Corporate Environmental
Responsibility and Sustainability Committee (ERSC) and our Science for Climate Leadership Team.

Transition risk

Regulatory

3M continually evaluates aspects of regulatory risk during regular business interactions, including new product development andcontinuous business improvement. 3M’s manufacturing operations are affected by national, state, and local environmental laws
and regulations around the world. 3M has made, and plans to continue making, necessary expenditures for compliance withapplicable laws and regulations. 3M is also involved in remediation actions relating to environmental matters from past operations
at certain sites.

Transition risk

Technology

3M’s four business groups bring together common or related 3M technologies, enhancing the development of innovative products
and services and providing for efficient sharing of business resources. Our global operations bring together a combination of our 51
unique Technology Platforms to produce over 55,000 products, which are sold in nearly every country. Risks related to technology
are identified and mitigated through our New Technology Introduction (NTI) framework, New Product Introduction (NPI) process,and continuous improvement program.
This product diversity enables 3M to identify unique solutions to help solve our customers’ challenges. In 2023, 3M invested$1.8 billion in research and development to build upon our existing technologies to find innovative solutions to our customers’
challenges. This unique combination of diversity and investment enables 3M to remain on the cutting edge of science while
supporting our customers’ future needs as the climate changes. In addition, since 2019 we require each new product entering our
NPI process to have a Sustainability Value Commitment demonstrating how it drives impact for the greater good.

Transition risk

Legal

The Company is subject to risks related to international, federal, state, and local treaties, laws, and regulations, including those
involving product liability; antitrust; intellectual property; environmental, health, and safety; tax; the U.S. Foreign Corrupt Practices
Act and other anti-bribery laws; international import and export requirements and trade sanctions compliance; regulations of the
U.S. Food and Drug Administration (FDA) and similar foreign agencies; U.S. federal healthcare program-related laws and regulations
including the False Claims Act, anti-kickback laws, and the Sunshine Act; and other matters. The Company is also subject tocompliance risks related to legal or regulatory requirements, contract requirements, policies and practices, or other matters that
require or encourage the Company and its suppliers, vendors, or channel parties, to conduct business in a certain way.
For a more detailed review of this topic, see the discussion in Item 8, Note 18: “Commitments and Contingencies” in 3M’s Annual
Report on Form 10-K.

Transition risk

MarketResults are impacted by the effects of, and changes in, worldwide economic, political, regulatory, international trade, geopolitical,
and other external conditions. 3M derives approximately 54% of its revenues from outside the United States, and, accordingly, 3M’soperations and the execution of its business strategies and plans are subject to global competition and economic and geopoliticalrisks that are beyond its control, such as, among other things, disruptions in financial markets; economic downturns; military
conflicts; public health emergencies such as COVID-19; political changes and trends such as protectionism; economic nationalism
resulting in government actions impacting international trade agreements or imposing trade restrictions such as tariffs andretaliatory counter measures; and government deficit reduction and other austerity measures in locations or industries in which 3M
operates.

Transition risk

Reputation

Our customers rely on 3M to work together to help solve the world’s greatest challenges, all with the aim of transforming
businesses and improving lives. We are defined by more than just what we make — we are defined by how we do business:always striving to make the right choices for our company and our customers and protecting our reputation in all we
do in accordance with our Code of Conduct.

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What we create

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Climate | 3M 2024 Global Impact Report78

Climate risk process
Physical risks

Acute and chronic

Every year, local incident management teams at every 3M site and international subsidiary must review and update their businessresilience plan to reflect current conditions. They also perform a tabletop incident response exercise. 3M Corporate Audit andGlobal Security monitor site compliance with the crisis management plan. Learn more about incident and crisis management in
the EHS management section.

Supply chain risk

Upstream

3M depends on various components, compounds, raw materials, and energy (including oil and natural gas and their derivatives)supplied by others for the manufacturing of 3M products. Supplier relationships have been and could be interrupted in the future
due to supplier material shortage, climate impacts, natural or other disasters, and other disruptive events such as military conflicts,
or be terminated. Risks from upstream suppliers are identified at the product level through the New Product Introduction (NPI) andcontinuous improvement processes at 3M. An on-site assessment of a supplier may be conducted by 3M or a third party, and any
deficiencies are ultimately corrected through a Supplier Responsibility Code Corrective Action Preventive Action (CAPA) process.
3M mitigates supply chain risks through a variety of management practices, including multisourcing raw materials, prequalifying
potential outsource manufacturers, and maintaining appropriate stocks of raw materials and contingency plans with key suppliers toassure supply to 3M in the event of supply disruption.

Product risk

Downstream

Risks from downstream product use are identified at the product level through the life cycle management (LCM) process at 3M,
which evaluates the planned use and disposal of 3M products and identifies hazards and risks associated with the use and disposalof 3M products. Mitigation of these risks is highly diverse and product-specific.

Financial risks

At 3M, we continually evaluate our approach to opportunity and risk. We believe the concept of risk appetite and tolerance is an essential component ofstrategic planning. The general auditor, Corporate Audit, is responsible for leading the formal risk assessment and management process within the company
and annually reports the results to the full Board.
3M has operations across the globe, with regionalized supply chains that enable more localized and diversified production of our products. This helps
reduce our risk from local climate impacts on our operations. 3M’s four business groups bring together common or related 3M technologies, enhancing thedevelopment of innovative products and services and providing for efficient sharing of business resources. Our operations bring together a combination of
our 51 unique Technology Platforms to produce over 55,000 products, which are sold in nearly every country.
We believe this governance of risks by Board committees, who share information with the full Board, is appropriate for a diversified technology andmanufacturing company like 3M. 3M’s Annual Report on Form 10-K, Item 1A outlines risk factors applicable to the company.

Financial
opportunities

Financial opportunities include products and services, and resource efficiency. Access to dependable energy supplies and energy efficiency directly affects
all businesses and communities. Energy usage and climate concerns require systemic change. 3M is a science-based, diversified technology company
providing innovative solutions to address these and other physical climate opportunities.

Metrics

We have established key sustainability metrics to measure and manage climate risk that go beyond compliance to thinking holistically about our operations
and products. We report on historical periods to allow for trend analysis with a clear description of the methodologies we use to calculate or estimate
limitations and assumptions.

Principles

Goals

Commit to taking measurable action toward defined objectives to make a positive climate impact in alignment with IPCC findings.

Principles

Relevance

Clearly define boundaries.

Principles

Completeness

Strive to calculate and report data coverage to 100% of inventory for scope 1 and scope 2 GHG emissions.
Advance our methodology on calculating scope 3 emissions and evaluate actions we can take to improve them.

Principles

Consistency

Base our data on approved methodologies and enhance our disclosures as we improve upon those methodologies.

Principles

Accuracy

Develop corporate systems and auditing procedures.

Principles

Transparency

Report on emissions and activities in a way that is relevant to stakeholders.

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Suppliers
Our commitment
3M expects our suppliers to hold the same bar weset for ourselves around environmental and social
governance, including for employment, diversity,community-building, and risk mitigation. We expect
our suppliers to be transparent about their related
practices and to work with us to transform our sharedvalue chain. We’re committed to responsible sourcing
and the conservation of natural resources, and we
recognize our responsibility to source from suppliers
that share those values.

Our impact
We understand that our sustainability impact extends
beyond our own operations. We participate in acomplex global supply chain, purchasing raw materials,
products, and services from companies all over theworld. And our suppliers have their own suppliers.
Through our policies, processes, and programs, we
continually work with suppliers to minimize negative
effects on the community, environment, and natural
resources while protecting the health and safety ofworkers and the public.

3M’s supply chain consists of nearly 51,200 suppliersin over 280 subcategories in 103 countries andregions. See supplier locations and spend in the
Suppliers tab of ESG metrics. As stated in our suppliercontracts and purchase order terms and conditions,
we expect suppliers to fully comply with all applicablelaws, including human rights and environmental
laws. Learn more at 3M Supplier Direct.

Policies and processesaligned with our values
Forced labor and human trafficking
3M’s Modern Slavery Statement communicates ourcommitment to acting ethically and with integrity inall our business relationships and to using robust
policies and effective systems and controls to prevent
human rights issues in our organization and in our
supply chains.
Our commitment is also demonstrated in our
membership in the United Nations Global Compact,
in 3M’s Code of Conduct, and in cooperative efforts
to abolish human rights atrocities, especially humantrafficking, forced labor, modern slavery, and related
crimes. For example, 3M Brazil is a signatory to the
National Pact to Eradicate Slave Labor and is anassociate of InPACTO — the National Pact Institute for
the Eradication of Slave Labor — a trade associationcommitted to the goals of the National Pact andfocused exclusively on collaborative efforts amongits members.

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Due Diligence Management System

3M Supplier Responsibility Code

3M follows the Organisation for Economic
Co-operation and Development due diligenceframework for our responsible sourcing programs.
Our Due Diligence Management System guides our
improvement efforts:

Our Supplier Responsibility Code (SRC), available
in 15 languages, establishes our expectations for
suppliers anywhere in the world and for any suppliedmaterial or service. The SRC is based on our corporate
values for sustainable and responsible operations andaligns with the Ten Principles of the United Nations
Global Compact, which we participate in. The SRC isalso consistent with the Responsible Business Alliance(RBA) Code of Conduct 7.0, effective January 1, 2021.

ValuesEstablish strong policies andmanagement systems

Transparency
Identify and assess
risks in the supply chain

Transformation
Design and implement a strategy
to respond to identified risks

Verification
Audit supply chain due diligence

ReportReport on supply chain due
diligence activities

Our supplier vetting process includes reviewing
SRC expectations and reinforcing that we expect
suppliers’ programs and practices, as well as thoseof their subcontractors, to follow SRC standards. We
disqualify new or existing suppliers that are not willingor able to meet our SRC.
SRC training is available online to help new
employees or others understand 3M’s SRC
expectations, processes, and supporting tools. The
training covers our supplier expectations regarding
labor and human rights, EHS, ethics, and management
systems requirements and is continually updated.
3M’s Business Partners website provides training
materials for suppliers to expand their knowledge on
topics such as Ethical Business Conduct, 3M Code of
Conduct Acknowledgement, and Human Trafficking
Prevention.

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The SRC outlines our social and environmental
expectations in the areas of:• Labor – Requirements align with the 3M Human
Rights Policy and include important concepts likefreely chosen employment, restrictions on working
age, and appropriate working hours and wages.
These expectations help our suppliers understandthat their actions need to reflect our values onhuman rights as well as the values underlying
the International Labour Organization and relevant
local and national laws. Learn more in the Humanrights section and in 3M’s Modern Slavery
Statement.
• Health and safety – We expect our suppliers to careas much about the health and safety of their workers
and communities as 3M does and to use proper
procedures and controls to protect them.
• Environment – Our suppliers are expected to beenvironmentally responsible in their operations byidentifying environmental impacts and minimizing
effects on the community, environment, andnatural resources.
• Ethics – Our expectations align with the 3M Codeof Conduct and hold our suppliers to the samehigh standards. Suppliers must prohibit any formof bribery and corruption and prevent conflicts ofinterest. The SRC outlines supplier expectations
relating to grievance mechanisms. Anyone who hasa concern involving 3M can use 3MEthics.com as
an alternative way to report it, with an option foranonymity in most countries.
• Management systems – We expect our suppliers tooperationalize their alignment with the SRC, as well
as all legal requirements, and to commit to continual
improvement.
In addition to following the SRC themselves, we
expect our suppliers to establish aligned policies
and programs and to enforce them with their own
suppliers, pushing our high sustainability standards
up our supply chains.

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Supplier risk assessment andsupply chain transparency
We are constantly managing changes in supply
markets, such as through opportunities to achieve
value and, where necessary, to mitigate risk and securesupply. In 2023, we continued to navigate and adapt tochanges in the global supply chain.
We conduct risk prioritization assessments each year
to determine where to focus within each geographicalarea. We also focus our efforts on categories where
social and environmental risks are the greatest. Beyond
risk, we aim to leverage our supply chains as we
advance a global circular economy by designingsolutions that do more with less material.

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Implementation and governanceRisk assessment process

3M’s global Responsible Sourcing team, part of
the Strategic Sourcing and Packaging Solutionsorganization, implements our supplier risk assessment
and auditing program. Oversight is provided by
Strategic Sourcing leadership and a cross-functional
executive committee consisting of leaders from
3M Enterprise Supply Chain. The Due Diligence
Management System results are provided to thecross-functional executive committee at least twice ayear, while the supplier risk assessment and auditing
program’s status and results are provided toStrategic Sourcing leadership and various businessgroup partners.

Although it applies to all suppliers, our supply
chain risk assessment process prioritizes higherrisk suppliers. The process begins with a selfassessment questionnaire that helps us understandsupplier programs and determine if they meet our
expectations. The self-assessment questionnaire
focuses on our SRC requirements. 3M may conduct a
virtual or on-site assessment. We’ve integrated thirdparty ESG audit approaches, such as RBA’s Validated
Audit Program and others as applicable, into ourverification process for suppliers in higher-risk
categories. In 2023, we piloted third-party on-site
SRC audits at six locations. Results were positive, andwe’re exploring further use of third-party audits as we
refine our assessment process.

We also have a robust governance framework thatguides our sustainability and EHS activities, withprimary Board-level oversight by the 3M Board’s
Science, Technology & Sustainability Committee.

We address any deficiencies through an SRC
Corrective Action Preventive Action (CAPA) process.
Follow-up on the CAPA may include additional
audits. If a supplier is unable or unwilling to resolve
any gaps or findings, the CAPA process moves to
the Responsible Sourcing Supplier Issue Escalation
process. If the supplier is still unwilling to work on thegaps or can’t resolve them in a reasonable amount oftime, a cross-functional team considers alternative
actions to elevate and resolve the situation.
Since 2008, 3M has conducted over 8,600
on-site or self-assessments of prioritized suppliersin higher-risk countries. In 2023, we completed
285 assessments — about 6% of our higher-risk
suppliers — in 31 countries, covering every
geographic area of the world. See previous two
years’ assessments data in our metric tables.

Completed285
assessments

31

incountries

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Higher-risk supply chains
On top of our global SRC expectations, certain areas
require additional and specific formal expectations
to drive more sustainable, responsible practices. This
includes our use of certain minerals with the potential
to be sourced from conflict-affected and high-riskareas, our use of timber-based forest products andother renewable materials, and all new suppliers inhigher-risk countries in Asia-Pacific, Latin America,
Europe, the Middle East, and Africa.

Responsible mineral sourcing
3M deplores the violence and inhumane treatment thathas occurred in the Democratic Republic of Congo,
adjoining countries, and other conflict-affected andhigh-risk regions as defined by global regulatory
bodies. We’re committed to prioritizing the responsible
sourcing of minerals in our raw material supply
network, and we use third-party risk assessments to
help us achieve this. See our Responsible Minerals
Policy for more details.
Since we started it, 3M’s Responsible Minerals
Sourcing program has gone through continual
improvements based on insights from past campaigns
and external benchmarking. Beyond 3TG (tin, tantalum,
tungsten, and gold), 3M’s Responsible Minerals
Sourcing program includes cobalt and mica sourcing tosupport industry expectations, 3M values, and humanrights policies. 3M expects our suppliers — and their
suppliers — to adopt a similar policy and due diligence
management system.
In addition, we’re an active member of the Responsible
Minerals Initiative (RMI), which develops tools andprovides insight into emerging risks and assessments
in raw materials supply chains. RMI conducts focus
groups on due diligence and brings industry together
to share ideas and best practices. Our membershipgives us access to these valuable resources.

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When we identify a nonconformant smelter, we conduct
a robust due diligence process that may include
contacting the smelter to educate them and encouragethem to participate in the Responsible Minerals
Assurance Process (RMAP) audit. We also engage with
our direct suppliers that work with the smelter, asking
them to conduct their own due diligence and remove
the smelter if necessary. Ultimately, we want all our
suppliers to conform with RMAP.
Learn more in 3M’s Form SD and 3M’s Conflict Minerals
Report, which we’ll publish with the Securities andExchange Commission in May of 2024, at Responsible
Minerals.

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To support our policy, we partner with Earthworm
Foundation, a global nonprofit working with companies,
farmers, nongovernmental organizations, andgovernments to create solutions that serve people
and regenerate nature.
We work with our suppliers around the world tomap our global forest product supply chain down
to the forest source. Using third-party software, wecollect and analyze supply chain traceability and Due
Diligence Management System information from our
suppliers.

Forest product sourcing
3M prioritizes timber-based forest products for
additional formal expectations because of potential
risks around deforestation and habitat loss, Indigenous
peoples’ rights, and unsafe labor practices. As a global
paper purchaser and sustainability leader, we canpositively influence practices throughout the forest
products supply chain. Our 3M Forest Products
Sourcing Policy sets standards of excellence for our
suppliers through all tiers of supply.
We expect all forest products from our suppliers tocontain materials that are legally harvested, sourced,
transported, and exported from their country of origin.
In addition, we expect all suppliers to work to ensurethat virgin-wood fiber supplied to 3M is traceable, isharvested in a way that maintains or enhances highconservation values, and is free of deforestation.

In 2023, we contributed funding to an international development organization’s project toaddress the root causes of child labor in artisanal and small-scale cobalt mining. Our supportof the project’s adolescent apprenticeship program has helped reduce child labor in mining.

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We use several tools and processes to evaluate
supplier performance and measure supply chain policy
conformance, which may include:• Supply chain mapping through mills to the forest• Desktop risk assessments and grievance tracking• Forest Products Sourcing Policy supplierconformance evaluations• Responsibly sourced measurement process• Field visits to build relationships and engage indeeper landscape learning• Field assessments to review operations, sourcing,and opportunities to improve
Highlights of our collaborations include:• Indigenous Protected and Conserved Area,
Canada – Along with our partner Earthworm
Foundation, we’re supporting the Tsay Keh Dene
(TKD) First Nation in British Columbia to protect highconservation value forests in their territory. As someof the world’s last remaining intact forests, they
serve as sources of sustenance, culture, and history
for the TKD, as well as critical species habitat andcarbon storage.
• Centre of Social Excellence (CSE) Brazil –Since 2019, 3M has supported capacity-building
work around conflict prevention, including theimplementation of Free, Prior and Informed
Consent (FPIC) within Brazil’s forestry sector. CSE
Brazil has engaged with major forestry companies
by organizing hands-on practical trainings that
introduce the concept of FPIC and its step-by-step
implementation.
See more details of our supply chain traceability andlocations of our field assessments and transformation
projects in the Suppliers tab of ESG metrics.

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While implementing our Forest Products Sourcing
Policy, we’ve seen several notable improvements inour suppliers’ responsible forest product sourcing
practices, including:• Significant increases in supply chain traceability andtransparency at every level• Increased engagement with upstream supply chain• Adoption of new or enhancement of existing forest
product policies, including adding FPIC
• Invitations to 3M to collaborate on challenges
around responsible sourcing and creating apath forward
Learn more about supplier assessments and ourcollaborative efforts in our Forest Product Sourcing
Policy Progress Reports at Sustainable Forestry.

Renewable materials sourcing
3M also conducts due diligence on other renewablematerials that have the potential for higher
environmental and social risks. We’ve worked with
Earthworm Foundation to conduct a comprehensive
renewable materials risk assessment, which has led
us to expand our policies and prioritize additional
renewable materials.

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Supplier diversity
As an organization committed to diversity, equity, andinclusion, 3M prioritizes working with diverse suppliers
and small businesses across our sourcing organization.
We aim to meet and exceed our own expanded internal
diversity goals as well as those of the U.S. federal
government, which requires certain levels of spend
with small and diverse businesses. We engage a thirdparty provider to conduct data collection and manage
the certification process, which helps us track andmanage our supplier diversity information and has led
to more complete and accurate data.
Through our GAME Changer program, we offer
growth, advocacy, mentoring, and education support
to diverse suppliers. The program aims to help small,diverse businesses face specific challenges and growtheir business.
To learn more, including about diverse classifications,
our spend goals, and partnerships, visit Supplier
Diversity.

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What we create

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What
we createInnovation management

85

Customer-inspired innovation

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Innovation management
Our commitment
3M uses and combines our technologies in uniqueways across the company, creating new products
and new lines of business. As we do this, we strive
to ensure all 3M projects entering the new productcommercialization process have a Sustainability
Value Commitment (SVC) that demonstrates how the
product drives impact for the greater good.

Our impact
3M science drives our business forward. As weadvance, we leverage our Technology Platform of
Sustainable Design, which features our capability to
weave sustainability into the design of our products,
processes, and packaging. Ultimately, we deliverscience-based solutions and innovative growth
platforms that help move us, our customers, andthe world toward a more sustainable future.

The challenges we must tackle for a sustainable future
are daunting. They are broad. They are interrelated.
And they are solvable — with the help of science.
At 3M, we’re applying our passion for science andcollaborating across the enterprise to find innovative
solutions that help us reimagine what’s possible.

A culture of innovation
William L. McKnight founded a company built on
innovation. The McKnight Principles set the course
for the company’s unique 15% Culture, which allows
employees to spend 15% of their time on projects
they choose. For over six decades, this has inspired
creativity, risk-taking, and collaboration.
Our 15% Culture encourages innovation to flourish
through uncommon connections as our scientists makeinteresting links among our many technologies. Indeed,our 51 Technology Platforms are shared and combined
across businesses to invent products for a variety ofindustries. The projects and ideas that result may
eventually become successful 3M products such as
the 3M™ Emphaze™ AEX Hybrid Purifier, which helps
remove impurities and DNA from cell cultures as
scientists develop new protein-based therapies
and drugs.

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3M Technology Platforms

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comes from 3M’s Corporate Research Lab (CRL).
CRL makes strategic investments across its technology
portfolio in new and emerging technologies, enablinghigh-growth markets and positioning 3M to create
sustainable value for our customers. For example,
CRL’s investments in climate technology allow us tooffer emerging solutions in carbon emission mitigation
and automotive electrification.
We also have Technology Working Groups (TWGs) tohelp drive the advancement of our core and emerging
technologies across 3M and deeper into divisions.
For example, our Sustainable Material TWG works toaccelerate the development of tools, technologies,
and capabilities that drive the delivery of disruptive
sustainable products. With executive champions andlaboratory leadership, TWGs are one of our mosteffective ways to align our R&D efforts across theenterprise.

Global team collaboration

Research & development

At 3M, we collaborate with each other acrossbusinesses, across technologies, and across oceans
and continents. Case in point: 3M Tech Forum isa self-directed and self-organized catalyst for the
thousands of people in 3M’s technical community.
It allows 3M researchers to compare notes withcolleagues around the world, collaborate around thecompany’s 51 Technology Platforms, and develop
new ideas that fuel our innovation pipeline. Activity
takes place throughout the year, including at anannual global event, a spring symposium, recognition
programs, and many chapter events.

We continue to invest in scientific research andproduct development in collaboration with ourcustomers. In 2023 we invested $1.8 billion, or 5.6% of
our sales, into R&D. 3M has earned more than 133,500
patents over the years, a testament to the strength of
our innovation engine. And a quarter of our intellectual
property sits in manufacturing — giving us acompetitive advantage across all of our businesses.
In 3M’s integrated innovation model, the applicationof science and engineering creates new technologies,
and the application of the technologies creates new
products. The technology foundation for this model

In addition, 3M’s cross-functional Tech Council,
made up of executive R&D leadership, R&D technicalsupport, corporate scientists, and liaisons from otherfunctions (marketing, engineering, etc.), stewards
the community, culture, and capabilities of 3M
R&D. Members work to enhance our culture ofinnovation and collaboration, increase the impact ofcommercialization, maximize overall R&D impact,
and create fundamental strength in digital capabilities
across 3M.
Read how our R&D capabilities led to new solutions
for the auto industry using 3M Glass Bubbles.

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How we work

What we create

3M corporate venturing
As a global company with a leadership position in manyindustries, we work to advance 3M’s innovation andgrowth through both internal and external venturing.
Founded in 2008, our venture capital arm, 3M
Ventures, aims to advance 3M innovation by creating
growth options in areas of strategic interest by making
minority equity investments. 3M Ventures focuses onopportunities where we’re uniquely positioned to add
value and accelerate growth, as well as where we gain
access to new technologies or capabilities that help us
better meet our customers’ needs.
In addition, our internal business-building teamworks to advance collaborations with our portfolio
companies while also incubating new opportunities
within 3M. An example of our business building isthe development of 3M™ Nanostructured Supported
Iridium Catalyst. 3M applied our materials scienceand manufacturing expertise to produce a unique
catalyst powder, which makes the production ofgreen hydrogen more cost-effective and efficient.
This catalyst can enable green hydrogen production
technology to scale, offering a clean hydrogen source
for sectors that are hard to decarbonize, such as steel
and long-haul transport.

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Imbedding sustainability
into innovation
We develop new-to-the-world processes primarily in
3M’s Corporate Research Lab. The development is
captured in our New Technology Introduction (NTI)
framework:

Innovation management | 3M 2024 Global Impact Report87

An SVC describes how a product integrates
environmental or social considerations to pursue
the commitments of our Strategic Sustainability
Framework. Examples include:• Reusability, recyclability, and use of recycledmaterials• Reduction of waste and energy and water use• Third-party eco-label or certification

Explore• Responsible sourcing

Identify the business opportunity• Social equity

Qualify
Identify differentiated productconcepts to meet customer needs

DeployDevelop the technical solution

At each stage of our NTI framework, sustainability isa key deliverable. We evaluate the new technology’s
potential impact through the lens of raw materials,
water, energy and climate, and health and safety.
Meanwhile, our New Product Introduction (NPI)
process provides the robust framework to develop
products from idea to launch. A key deliverable of
NPI is the Sustainability Value Commitment (SVC) for
each new product.

An SVC can also stem from a core purpose theproduct addresses, such as an environmental orsocial challenge like improving air quality, reducing
greenhouse gas emissions, advancing racial equity
and inclusion, or improving patient and worker
safety in health care and industrial settings. Since
2019, 100% of our projects entering the new productcommercialization process have included an SVC as
required by our SVC sustainability goal.
In 2023, we conducted an internal annual SVC
quality audit of all active projects tracked in our new
product commercialization process. Our audit reveals
where and when product development teams mightneed additional training or tools. It also allows us torecognize when product developers have similar
challenges — such as finding and implementing
cost-effective solvent-free technologies, recyclable
packaging, or other sustainable raw materials — andconnect them with each other. Our SVCs are also
reviewed through our third-party assurance process.

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Assessing the sustainabilityof our products
For select 3M products, we conduct Life Cycle
Assessments (LCAs), Environmental ProductDeclarations (EPDs), product carbon footprints, andscreening assessments, which help 3M divisions better
understand the potential impacts of their productdevelopment decisions. With all of these resources,
we’re able to make more informed sustainable
design decisions, substantiate environmental
marketing claims, and supply upstream product-levelsustainability data — all helping us better serve ourcustomers.
3M’s LCAs and EPDs conform to ISO 14025, ISO
14040 and ISO 14044 standards. We used The
International EPD® System’s process certification tocreate EPDs for construction products and contractedwith SGS Italy to complete a third-party audit. Our
EPDs for construction products can be found in the
EPD Library, including for the following products:• 3M™ Stamark™ High Performance Tape Series
380ESD• 3M™ Sun Control Window Film Prestige 70
Exterior Series• 3M™ Aura™ Particulate Respirator

Our product innovation
takes the long view
At 3M, we believe it’s our responsibility tocreate products with demonstrated environmental
performance across their entire life cycle, including
product reuse and repurposing. We work with our
suppliers and business partners to support thesesame objectives in their operations.

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Life cycle management
Life cycle management (LCM) is our approach toensuring that environmental, health, safety, andassociated regulatory considerations are integrated
into all 3M products through our NPI process.
During NPI, our business teams provide LCM
deliverables including:• EHS evaluation of product characteristics andraw material composition, including the need foralternatives• Assessments in human health and environmental
toxicology (including potential for persistence or
bioaccumulation), electrical and mechanical safety,
and other disciplines as appropriate• Conformance to regulatory and customer EHS
requirements• Hazard communication documents
Similarly, we evaluate LCM impacts from productmodifications (changes to raw materials, suppliers,
product composition, regulations, new end uses, etc.)
through our corporate Product Change Management
process. If needed, we update subject matter
expert assessments and LCM documentation andcommunicate the updates to all importing countries.
Our integrated centralized LCM system helps us
continually improve our efficiency as we work toensure our products are safe and compliant wherever
they’re sold. The LCM system simplifies our workflows
for product regulatory and safety assessments andfeatures outcome-based key performance indicators
to help us better measure our processes.

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Our product stewardshipframework
The 3M product stewardship framework incorporates
a robust life cycle approach to identify risk, assurecompliance, and manage the EHS profile of every
product. Product safety, quality, and stewardship must
always be primary considerations during the design,
manufacturing, marketing, and sale of 3M products,
as outlined in our Product Safety, Quality, andStewardship Principle.
3M employees must know and follow all applicablelaws, regulations, and 3M policies, standards, andprocedures, and must report and respond to concerns.
3M management is responsible for addressing any
reported concerns. Our chemical segment is verified
to the global Responsible Care® standard by thirdparty audit.
Our Science, Technology & Sustainability Committeeof the Board of Directors oversees the twin demandsof developing products to meet the ever-changing
needs of our customers while ensuring those productscause no harm to people or to our planet. Our global
Product Stewardship Network helps carry out the
responsibility of regulatory management and LCM forour products.

Product safety, quality, and stewardshipmust always be primary considerations
during the design, manufacturing,marketing, and sale of 3M products

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Through 3M’s Environmental, Health, and Safety
and Product Stewardship (EHS&PS) organization, we
have roughly 380 product stewards embedded within
our businesses and countries of operation. Thesestewards act as champions of product EHS, regulatorycompliance, and sustainability. They help ensure our
products meet or exceed the requirements of 3M
policies, governmental regulations, and our customers.
In addition, a broad spectrum of functions within
businesses, areas, and corporate staff groups share
responsibility for product stewardship. For example,
our Product Safety corporate staff group assesses 3M
products for the potential to cause adverse health,safety, or environmental impacts. Toxicologists,scientists, and engineers in this group evaluate andcommunicate health-related information and conduct
testing in our hardgoods product safety labs, Strategic
Toxicology Laboratory, or externally. They aim toensure our products are safe for human health and theenvironment and are consistent with our Chemicals
Management Policy and our Product Safety, Quality,
and Stewardship Principle.
3M is committed to defining, documenting, tracking,investigating, correcting, and communicating productstewardship incidents. Our Product Stewardship(PS) Significant Event Standard outlines transparent,
consistent governance processes surrounding
significant events and aligns with the Product Safety,
Compliance, and Stewardship Policy. PS significant
events are reported monthly to executive leadership.

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About report• System audits – These audits evaluate, among
other elements, product hazard and risk assessment,chemical control, life cycle management, andconsumer product safety. Our intent is to ensure thatbusinesses are meeting corporate standards and toshare best practices globally.
• Compliance audits – Our internal compliance
audit program helps us comply with regulations
such as the U.S. Toxic Substances Control Act(TSCA). Compliance audits involve internal andthird-party auditors. All sites underwent third-party
compliance audits between 2020 and 2022
and are on a minimum two- to four-year audit
schedule based on site complexity.
• Post-market monitoring – Part of our approachto product safety management is post-market
monitoring of our products. We offer productapplication support, monitor social media platforms,
and undergo other rigorous quality processes.

~380
product stewards
embedded within
our businesses
and countriesof operation

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Maintaining our expertise
3M values the ongoing professional development,
education, and training of our product stewardshipprofessionals. In addition to supporting attendance ata wide variety of external classes and conferences, weoffer internal education and communication covering
regulatory updates, policies and standards, toxicology,
systems and business processes, and a productstewardship orientation.
Training and development activities in 2023 included:• A virtual global product stewardship conference
that covered timely topics in product development,
relevant global issues and requirements, andresources to align our approach and build a strong
community• New certification of 11 employees through the U.S.
TSCA formal certification program, for a total of 114
individuals certified• 70 live programs and 120 new on-demand sessions
for the Product Stewardship Network’s educational
catalog, resulting in over 11,000 training instancesand over 500 available on-demand recordings
In 2023, we also developed and implemented tools
and systems to enable robust evaluation and response
to both existing and emerging global product laws
and regulations. This approach provides standard
governance to support our business model andenable compliance.

Internal audit processes and monitoring

External advocacy

3M is committed to continually improving our chemical
management processes and procedures as we seek
to innovate responsibly in the best interest of ourcommunities and the environment. We have been at
the forefront of product stewardship audits, beginningwith self-assessments in regions outside the UnitedStates in 2007 and incorporating global audits in 2014.

We actively advocate for product stewardship byserving as committee members, working groupmembers, and speakers or presenters at variousorganizations, including the American ChemistryCouncil, GC3 (Green Chemistry & Commerce
Council), the Coalition for Chemical Innovation,and the International Consumer Product Health and
Safety Organization.

• Self-audits – We have a self-auditing program to
identify internal leading indicators.

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Recognition foroutstanding results
3M’s Circle of Technical Excellence & Innovation –This prestigious internal recognition program honors
individuals and teams whose achievements set thestandard for 3M technical excellence and innovation.
The Carlton Society – 2023 marked the 60th
anniversary of 3M’s highest recognition of lifetime
achievement for scientists who have madeextraordinary contributions. The annual awards
ceremony is an opportunity to stay connected with theinnovators and breakthrough achievements that built
and grew 3M. New inductees represent the technicalaccomplishments that are at the heart of 3M’s growthand success.

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Diversity supports innovation
At the heart of innovation is a collaboration of different
backgrounds, experiences, and perspectives only
made possible through diverse teams. When we reflect
the diversity of our customers, suppliers, and channel
partners, we can better innovate to serve their needs.
This is one of many important reasons we continue toset goals and work toward diversifying our workforce
at every level.
We also work to expand opportunities for underserved
students by providing higher education and work
experience programs in science, technology,
engineering, and mathematics (STEM) fields:• 3M RISE (Raising Influence in Science andEngineering) Conference – 3M hosted a threeday virtual event intended to introduce emerging
underrepresented science and engineering graduate
students to the wide range of rewarding careers inresearch and development at 3M. Participants heard
from leading 3M researchers, managers, and talent
recruiters about our technologies as well as ourhiring process and career opportunities.
• R&D internships – The R&D internship program
allows innovative undergraduate and graduate
students — majoring in a broad range of scienceand engineering fields from an accredited institution— the opportunity to work with senior scientists on
projects that have real-world applicability.

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What we create• GEM (Graduate Degrees for Minorities inEngineering) Consortium – The mission of the
U.S.-based National GEM Consortium is to enhancethe value of the nation’s human capital by increasing
the participation of underrepresented groups(Black/African Americans, Native Americans, andHispanics/Latinos) at the master’s and doctorallevels in engineering and science. 3M is one of
GEM’s corporate partners, funding fellowships andinternships at 3M. Cordell Hardy, Ph.D., senior vicepresident of Global R&D Operations, serves on the
GEM Board of Directors.
 earn about 3M’s initiatives to expand STEM
L
opportunities for underserved K–12 students
in the Communities section.

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Guiding policies and standards
Our customers depend on 3M’s products to advance,enhance, and improve their companies, homes, andlives. It’s imperative that every item we sell meets
quality standards and is safe for its intended use.
We’re governed by policies and standards that allow
us to move forward with integrity, confidence, and thecommon foundation of 3M’s Code of Conduct.
Chemicals Management Policy – Updated in
2023, this policy reflects our role in supporting ourglobal community through effective and responsible
chemicals management. The policy has led us
to identify chemicals whose use in products andmanufacturing processes is subject to restrictions,prohibition, or specific management actions.

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Human Subject Research Policy – This policy
addresses the protection of the rights, safety, andwelfare of people who participate in 3M-supported
research. All supported research involving humansubjects must follow all applicable national, regional,
and local ethical and legal rules and regulations.
In addition to being governed by this policy, we do not
conduct or engage in any human stem cell research at
3M or through third parties.
Alternatives to animal testing – At the present
time, science has not advanced to the point where
non-animal tests can entirely replace animal testing.
3M is an advocate for the use, wherever practical, of
alternative (non-animal) test methods to help develop
safe products. We engage with governments, lobbyinggroups, and industry partners to help advance theappropriate use of non-animal methods. We havebuilt our internal capabilities for alternative methods,
such as computational toxicology and in vitro testing.
When animal testing is required, we follow our Animal
Welfare in Testing and Research Policy.
Hazard communication efforts – Each businessmust use processes that evaluate potential hazards of
3M products and communicate, in local languages,
relevant information to employees, contractors, andcustomers. Communicating the potential hazards
of 3M products supports our core values and isan integral part of keeping stakeholders informed.
In 2023, we produced more than 12,000 hazard
communication assessments and documents.

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92

The ways we communicate these hazards, as well as
product chemical components, include safety data
sheets, product labels, product literature, instructions
for use, transportation classification documentation,and other tools, including our IngredientCommunication website, which provides customers
and consumers with enhanced ingredient informationfor over 400 products. The website provides
transparency into 3M formulations by identifying
intentionally added ingredients and select contaminants.
We employ a staff of AIHA Safety Data Sheet andLabel Authoring registered professionals who havedemonstrated competency in the skills and knowledge
needed to properly prepare and review safety data
sheets and labels to meet the requirements of the
Globally Harmonized System of Classificationand Labeling.
Advertising and Product Representation Policy –3M’s reputation as a responsible company extends
to the products and services we offer and how
we represent them. It’s our policy to represent our
products truthfully, fairly, and accurately in all sales,
advertising, packaging, and promotional efforts. All
product claims must be substantiated and technicallyaccurate, as specified by this policy. Each businessmust maintain appropriate review processes of any
claims or representations about its products. This
includes substantiation of claims through testing
based on sound statistical and scientific principles.
Internal standards for global compliance – We’ve
established internal standards for uniform global
compliance in the manufacture, sale, testing, andpromotion of medical devices, food or drink, food or
drink supplements, food or drink additives, drugs,
and cosmetics for use in or with humans or animals.

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Customer-inspired innovation
Our commitment
We relentlessly innovate and adapt our technologies
to help solve the problems of today and tomorrow
while driving sustainable growth for 3M. Whether
it’s technology, manufacturing, global capabilities,
or our brand, we’re committed to connecting ourfundamental strengths to create value for ourcustomers.

Our impact
In 2023 we invested $1.8 billion, or 5.6% of our sales,
into R&D. And we continue to serve our customers
through a wide range of innovative products that help
them improve energy efficiency and reduce theirgreenhouse gas (GHG) emissions.

At 3M, it’s simple: We are a science-based company,
and we use science to improve lives. As society’s
challenges continue to evolve, so does the focus of
our science — from inventing the world’s first waterresistant coated abrasive in 1921 to helping advance
automotive electrification today.
As we engage with our customers and delve into
their processes, problems, and promises to their own
customers, we bring our technology to them, alongwith a deep domain of expertise. As we work side
by side, we not only meet our customers’ expressedneeds — we’re often able to identify and address
unarticulated needs.

Achieving our — and ourcustomers’ — goals
As we set and expand goals for reducing our own
and our customers’ GHG emissions, reducing ourdependence on fossil-based plastic, and reducing ourglobal water usage, our customers see impacts in theirown goals. For example:• Apple recognized 3M as a supplier committed tousing 100% clean energy to produce their products— another step toward their 2030 goal of 100%carbon neutrality in their supply chain.

Who we are

How we work

What we create• As part of Project Gigaton — Walmart’s initiative
aimed at reducing emissions in their global value
chain by 1 billion metric tons (a gigaton) by 2030 —3M was again recognized as a Giga-Guru supplier.
This designation highlights suppliers that have set
a SMART goal (specific, measurable, achievable,
relevant, and time limited) in at least three of theirpillars, agreed to share it publicly, and have reported
avoiding emissions in the most recent reporting year.
• As part of our collaborative approach with industry
players, 3M joined our customer Enel Green Powerand 15 other global leaders across the renewableenergy value chain to found the Global Alliance for
Sustainable Energy. This initiative comprises focusedworking groups with an aim to decarbonize theglobal energy system in alignment with the 2030
agenda set out in the UN Sustainable Development
Goals (SDGs).

Reducing customer GHG emissions
While 3M has significantly reduced GHG emissions
across our global operations, we can make a bigger
impact by helping our customers reduce their GHG
emissions through the use of our products. In 2015,
we introduced our goal of helping our customers
reduce their GHGs by 250 million tons of CO2
equivalent emissions through the use of 3M products
by 2025. 3M has a process for developing reasonableestimates of emissions avoided by using select3M products.

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Customer-inspired innovation | 3M 2024 Global Impact Report

In 2023 alone, we estimate that our customers avoided
emitting 13.8 million metric tons of CO2 equivalents
through the use of select 3M product platforms. Since
2015, this is a total avoidance of 135 million metrictons of CO2 equivalent emissions for our customers.
This estimation covers only a portion of our productportfolio. See more data in our metric tables.

Our products have helped
customers avoid emitting

135M

metric tons of CO2 equivalents
since 201594

Customer collaboration
For collaboration that results in meaningful
innovation — solving real problems — it’s essential
to be close to our customers. We have several
Innovation and Customer Technical Centers across theglobe where our customers can experience firsthandthe breadth of 3M technologies and products andtheir potential applications.
In addition, we have laboratories and applicationengineering capabilities in numerous countries, where
our scientists work closely with customers on solutions
to their specific problems. At our Design Center at
3M’s headquarters in St. Paul, Minnesota, and in others
across the globe, our 3M design team leverages design
thinking to solve problems across capabilities.
When we can’t be physically present, many of ourapplication engineers have been able to use mixed
reality (MR), augmented reality (AR), and virtual reality(VR) technology to connect with customers even more
powerfully than before.

Who we are

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What we create

Innovation from
customer insights
We develop relationships with our customers bydemonstrating value, and our scientists work directlywith customers to solve their unique challenges.
Our most successful products are infused withcustomer insights throughout the entire productdevelopment process.

Climate change and resource scarcity
As climate risk increases, our customers andconsumers around the world seek more sustainable
homes, businesses, and communities. We work
diligently to address this need.
With our deep understanding of technologies such as
electronic systems and computer vision, we create
solutions that serve the growing global market forelectric vehicles (EVs). Innovation in EVs is essential associety — and the automotive industry — continues
to transition to more climate-friendly, lower-carbonfootprint options. To help with this transition,
our teams advance battery performance with
innovations around thermal management, assembly,
insulation, and more.
As we work toward circular business models, we’recreating renewable consumer solutions like Scotch™
Cushion Lock™ Protective Wrap. This alternative toplastic bubble wrap is not only made with recycled
paper, but after use it can be easily recycled to reenter
the circular economy. Learn more about this andsimilar products in the Circular materials section.
Our focus on alternative energy solutions has led tothe development of a catalyst technology that could
make the production of clean hydrogen more costeffective and efficient. Learn more about it in the
Climate section.

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Shifting demographics andsocial change
Global demographics such as age, race, income, andeducation are continually changing, often with farreaching impacts. 3M understands how customers’
and consumers’ needs are changing, in and out of
the workplace, and applies science to help meetthose needs.
• To improve manufacturing productivity and quality,
we’ve introduced automated technologies like the3M™ Finesse-it™ Robotic Paint Repair System,
which works with third-party vision systems toautomatically identify and repair common paintdefects on automotive production lines. Plus, our
new 3M™ Skills Development Center provides
intensive hands-on training to educate and upskill
automotive technicians.
• In health care facilities, our clinician solutions
portfolio reduces the administrative burden on
providers so they can spend more time with patientsand less on paperwork. For example, 3M™ Fluency
Direct™ translates doctors’ speech into medical
notes, allowing for faster updates to medical
records. And as a cloud-based solution, it provides
energy efficiency as well.

95

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Convergence of the physicaland digital worlds
The world we live in today is marked by a seamless
blending of physical and digital experiences. While theshift to this ecosystem has accelerated over the past
three decades, 3M has a long history of innovating
materials that make technology work.
In the early 2010s, manufacturers of AR and VR
headsets were looking to create the best possible
viewing experience while maintaining a thinner
form factor, including using folded optics. Over the
next decade, 3M scientists engaged regularly withcustomers and explored how our multilayer opticalfilms — expertise and technology we pioneered in
the 1990s — could help make folded optics a viable
solution. 3M now produces folded optics for highresolution VR headsets for multiple customers —resulting in up to a 50% reduction in overall headset
size along with improved image quality and resolution.
Learn more at Optical Solutions.

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Customer-inspired innovation | 3M 2024 Global Impact Report

Educating customers
for health and safety
3M delivers added value to our customers throughcomprehensive training and education for manyindustries and markets, including health care andpersonal safety. We aim to equip our customers not
only with needed products but with knowledge on bestpractices and effective application. This is in line with
our efforts to advance the UN SDGs focused on healthcare, worker safety, and economic growth.
Building on our existing customer education programs,
we’ve created training libraries that customers canaccess anytime and anywhere. Formats include ondemand education, live webinars, in-person events,and education resources.
• We deliver educational content to health care
professionals in health care settings, at professional
conferences, and through digital learning
experiences — all around the world — through3M Health Care Academy.
SM

We also see convergence in solutions designed to
speed the creation of just about everything. For
example, digital automation drives our 3M™ VHB™
Extrudable Tape, which blends robotics and adhesive
science to cut waste and speed manufacturing. Learn
more about how it reduces waste in the Circularmaterials section.

• Our Personal Safety Division provides relevant
training on workplace safety hazards and healthrisks, personal protective equipment, and the proper
use and maintenance of 3M products.
In 2023, the total number of health and safety training
instances was over 3 million, putting us well past our
2025 goal of 5 million instances since 2015. Training
instances are measured as the number of completions
per course per year and include webinars, oure-learning platforms, and in-classroom events. See
more data in our metric tables.

We surpassed our 2025 goal with over

8M

health and safety training
instances since 201596

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About report

97

Site
spotlights
Aycliffe, U.K.

98

Chiba, Japan99

Tilloy, France100Who we are

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Aycliffe, U.K. | 3M 2024 Global Impact Report

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Aycliffe, U.K.
3M Aycliffe is a flagship manufacturing site in the
U.K. with over 270 employees. Since opening in 1966,
it’s become a market leader in the development andglobal supply of disposable and reusable respiratorsand filter materials. 3M Aycliffe’s production levels
increased significantly during the COVID-19 pandemic,
a demonstration of its ability to scale up and down inline with demand.
A customer-focused and technology-based site, 3M
Aycliffe uses several 3M core technologies, including:• Extrusion of high-performance nonwoven material• High-speed manufacturing processes andpackaging lines• Injection molding• Automation

Environmental efforts
3M Aycliffe is certified to ISO 14001 standards andruns on 100% renewable electricity. The site has
installed a digital energy usage system that enables its
production areas to monitor energy usage and identify
high-use machines. Weekly reports allow for frequentevaluation and greater optimization of energy use
throughout the site.

In addition, 3M Aycliffe is currently implementing
projects to increase recycling throughout the site, as
well as to reduce waste in all production areas.

Employee engagement
Safety training is provided for all employees at
3M Aycliffe, as are opportunities and support for
personal development. In 2023, the site refreshed its
Welfare Area with a new patio and furniture, creating
a comfortable, welcoming space for employees toenjoy the outdoors. Coinciding with Stress AwarenessMonth in the U.K., the opening of the revamped spacein April was the perfect way to highlight the stressreducing effects of nature and fresh air.

Giving to the community
3M Aycliffe supports its local community in several
ways, including with volunteer work, fundraising,charitable donations, and social events. Highlights in
2023 included:• STEM support for schools – Engineers from the site
visited a local school and delivered a fun interactive
STEM workshop called “Visiting Wizards Crime Lab.”• Garden beautification – Volunteers from 3M
Aycliffe participated in a community project torevamp the local village hall garden.
• Social and awareness events – 3M Aycliffe
supported various activities to connect thecommunity socially or raise awareness or funds forcauses such as prostate cancer, menopause, andanimal welfare.

Who we are

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Chiba, Japan | 3M 2024 Global Impact Report99

Chiba, Japan
Located in Togane, a city east of Tokyo, 3M Chiba
specializes in products that directly support 3M’s
Consumer Business Group. Its dedicated team of 76
employees produces high-quality printable labels andcards using 3M core technologies such as coating,printing, die-cutting, and auto-packing. 3M Chiba’s
commitment to the business and customer-firstorientation can be seen in its consistent on-time, in-fullshipment rate of over 99%.

Community engagement
As an active member of the local community, 3M
Chiba contributes to the civic and social fabric of
Togane in various ways. In keeping with its regard
for safety, the site is certified as a Togane City Fire
Department Cooperation Plant. Every year, 3M Chiba
provides its parking lot to the department for training.

This offers optimal space for the training program,
helping the fire department stay prepared andcompetitive.
The site opens up an additional parking lot freeof charge to nearby university baseball clubs, agenerosity that creates a connection with youth in
the area, elevates awareness of 3M, and supports thecommunity’s overall activity and well-being.

Sustainability impact
3M Chiba has achieved several milestones in its efforts
to help 3M reach our sustainability goals, including
being certified to ISO 9001 and ISO 14001 standards.
The site also holds Chain of Custody certification fromthe Forest Stewardship Council, a demonstration of
its commitment to responsible sourcing and forest
conservation.
Through its efforts to ensure no byproducts are sent
to landfill,1 including by actively promoting material
recycling of waste and waste heat recovery, 3M Chiba
is one of the zero landfill sites helping 3M surpass our
zero landfill goal.
3M Chiba has further expressed its commitment toenvironmental responsibility by implementing the3M Water Management Standard, which provides
guidance to sites on how to manage wastewater
discharge in accordance with local laws.
Safety is a priority at 3M Chiba, and the site has beena past recipient of a CEO Safety and Health Award forachieving 730 consecutive days without a lost time
injury or illness incident.
1. Byproduct is all output that’s not saleable product. It may be boundfor landfill, incineration, waste-to-energy, or reuse/recycle streams.

On-time, in-fullshipment rate of over99%

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Tilloy, France | 3M 2024 Global Impact Report

Tilloy, France
Nestled in a northern corner of France, 3M
Tilloy serves a number of divisions within 3M’s
Transportation & Electronics and Safety & Industrial
business groups. Established in 1975, the site’scurrent 250 employees use several core technologies
to manufacture products from glass bubbles andpavement markings to structural adhesives, sealants,
and gap fillers.
Many of the products in 3M Tilloy’s portfolio
contribute to a more sustainable world, from glass
bubbles and structural adhesives that help makevehicles lighter, to pavement markings that enhanceroad safety for the public. The site also has active
projects within its boundaries and buildings that
support 3M’s corporatewide sustainability goals andcommitments.

Waste and water
3M Tilloy is ISO 14001-certified and has been azero landfill site for over 10 years through material
recycling, waste-to-energy conversion, and internal
recycling. In addition, the site recycles drums,
pallets, and cleaning solvent. For even more material
reduction, it discontinued using dry ice for packaging
and shipping and is planning to move from rolls tobulk packaging.
In its efforts to lower water usage, 3M Tilloy switched
to different types of cooling towers and water
osmosing units, as well as optimized processes andfixed leakages. This has led to a 35% reduction of its
water-to-production ratio since 2020, a significant
contribution to 3M’s goal to reduce global water usage
by 20% by 2025.

Carbon reduction efforts
Since 2014, 3M Tilloy has been ISO 50001-certified,part of its endeavor to reduce its carbon footprint
and help 3M reach our goal of carbon neutrality.
One initiative involves making more use of direct
shipping and ensuring trucks are fully loaded, which
has reduced the site’s transportation footprint. 3M
Tilloy has also upgraded its freezing rooms, making
improvements that have lowered its CO2 emissions by
320 metric tons per year.

35%

reduction of water-to-production
ratio since 2020

100

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3M Tilloy has been powered by 100% certified
renewable electricity since 2021, leading to an
8% reduction in CO2 emissions at the site. Other
ongoing projects include automated energy monitoring
for better optimization and breakthroughs in the glass
bubble process with the potential to reduce energy
consumption by 30%.

Powered by

Leading to an

100% ▶ 8%
renewable electricity
since 2021

reduction in
CO2 emissions

Workplace safety
Health and safety are paramount at 3M Tilloy. The site
has implemented a number of ergonomic and safety
improvement programs in its continual drive toward
employee well-being.

Work at HeightThis program was designed to counteract safety gaps
in equipment design and improve awareness of 3M’s
standard requirements. Outcomes include equipment
upgrades to improve safety, a reduction in risk severity
for 100% of 55 identified high-risk tasks, and a “workat height” permit requirement for every nonstandard
activity above 2 feet without fall protection.

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Machine guarding
Since 2017 this program has achieved a reduction
in risk severity for 99% of 250 identified high-risk
machine operations, with one remaining to be
mitigated in 2024. 3M Tilloy engaged employees andteams throughout the process to determine the bestsolution for each of the 250 machine risks.

Engagement and giving
3M Tilloy is deeply committed to its local community.
The site participates in numerous charitable andvolunteer activities, which have included collecting
toys for disabled children at Christmas, donating
funds for troubled youth and homeless people,
cancer research, and more. For the site’s most recent
Volunteer Day in September 2023, more than 25% of
employees volunteered 120 collective hours to localorganizations whose missions range from improving
literacy skills to caring for abandoned pets.

Tilloy, France | 3M 2024 Global Impact Report101Who we are

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About reportAboutreportAbout report, scope, and boundaries

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GRI index

107

SASB index

121

Assurance statement

124

Metric tables

128

102

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About report

About report, scope,and boundaries
Report schedule and period

Forward-looking statements

Current issue: March 27, 2024

This Global Impact Report and information on
3M.com/sustainability contains forward-looking
statements about 3M’s financial and nonfinancial
results, estimates, and business prospects that involve
substantial risks and uncertainties. You can identify
forward-looking statements by the use of words suchas “anticipate,” “estimate,” “expect,” “aim,” “project,”“intend,” “plan,” “believe,” “will,” “should,” “could,”“would,” “target,” “forecast,” and other words andterms of similar meaning in connection with any
discussion of future operating, financial performance,or business plans or prospects. In particular, suchstatements may include but are not limited to:(1) statements which may relate to the purpose,
ambitions, aims, commitments, targets, plans, andobjectives of 3M; sustainability goal progress; theambition to improve every life; (2) financial data
or information derived from the Company’s filings
with the U.S. Securities and Exchange Commission;(3) environmental, health, and safety and productstewardship (EHS&PS) data as it relates to theenvironment, safety performance, management
systems, implementation, and regulatory compliance,
including data collection systems at applicable sitesthat track and collect EHS&PS data through thecorporatewide EHS&PS reporting systems; (4) 3M’s
carbon emissions and renewable energy data as it
relates to renewable energy contracts with third
parties and utility-controlled generation or distribution
networks; (5) social data as it relates to employee
metrics, social practices, and community engagement

Next issue: Scheduled for March 2025
Previous issue: March 22, 2023
Before 2010, the Global Impact Report was a fully
integrated website. Therefore, copies before 2010
are not available. This report provides a summary of
the activities in fiscal year 2023 (January 1, 2023, toDecember 31, 2023).

Organizational boundaries
This report covers 3M’s owned manufacturing facilities
and leased facilities worldwide, including joint ventures(if greater than 50% 3M ownership) and partiallyowned subsidiaries (if greater than 50% 3M ownership)
where 3M has full operational control. Acquisitions
are included in data sets once legally owned and fully
integrated into 3M systems. All data included in thereport is global data unless otherwise specified. Any
significant organization changes are identified in the2023 Annual Report and 2024 Proxy Statement.

About report | 3M 2024 Global Impact Report

103

__
__
__

programs derived from various databases from within
the Human Resources and 3Mgives organizations;(6) responsible sourcing of materials and related
responsible sourcing systems and data; (7) acquisitionand investment-related data as integrated into 3M
programs and reporting systems via a prioritizedfunctional integration schedule over time; (8) the
impact of acquisitions, strategic alliances, divestitures,and other unusual events resulting from portfolio
management actions and other evolving businessstrategies, and possible organizational restructuring;and (9) statements about actions of contractors andpartners or our work with them.
Forward-looking statements are based on certain
assumptions and expectations of future events andtrends that are subject to risks and uncertainties.
Actual future results and trends may differ materiallyfrom historical results or those reflected in any suchforward-looking statement depending on a variety offactors and circumstances, some of which are outside
the control of the Company.

Who we are

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What we create

The Company assumes no obligation to update any
forward-looking statements contained in this reportas a result of new information or future events ordevelopments. The term “material” used in this reportrefers to the “material topic” definition of the Global
Reporting Initiative. It is used to refer to relevant topics,
which potentially merit inclusion in the report and thatcan reasonably be considered important for reflecting
the organization’s economic, environmental, and social
impacts, or influencing the decisions of stakeholders.
“Material” for the purposes of this report should not,therefore, be read as equating to any use of the word inother Company reporting or filings with the SEC.
No part of this Global Impact Report or
3M.com/sustainability constitutes, or shall betaken to constitute, an invitation or inducement toinvest in 3M or any other entity and must not be relied
upon in any way in connection with any investment
decisions. A further description of risk factors affecting
3M is located in 3M’s Annual Report on Form 10-K
under “Cautionary Note Concerning Factors That May
Affect Future Results” and “Risk Factors” in Part I,
Items 1 and 1A; and in 3M’s Quarterly Reports (Form10-Q) in Part I, Item 2; and Part II, Item 1A, as updated
by applicable Current Reports on Form 8-K.

Data collection, adjustments,and verification
The data provided in this report through facts andfigures is based on activities during 3M’s fiscal year
2023 and rounded to three significant figures, whereattainable. For some performance indicators, theprevious year’s data are provided to allow forannual comparisons.

Report data collection
Due to the size and geographical extent of ouroperations, it is at times difficult to obtain all data
points. Therefore, to the extent possible, limitations
and assumptions are stated as information in thereport. This report’s data has been reviewed forSite spotlights

About reportaccuracy and completeness, including the reliabilityof the systems used to obtain the data.
Unless noted below, corporate staff have also verified
the implementation of policies and management
systems through audits and self-reporting systems.
• Financial data – Financial information referenced inthis report is collected and reported in accordancewith the applicable requirements for the 2023
Annual Report on Form 10-K.
• Emissions data – Since 2002, the 3M
Environmental, Health, and Safety (EHS) Laboratory
has calculated 3M’s GHG inventory in accordancewith the World Resources Institute (WRI)/World
Business Council for Sustainable Development(WBCSD) GHG Protocol Corporate Accounting
and Reporting Standard. The 3M EHS Laboratory
maintains an accreditation to ANSI/ISO/IEC 17025
through A2LA — a signatory to the International
Laboratory Accreditation Cooperation Mutual
Recognition Arrangement (ILAC MRA). Although
it’s not possible to put 3M’s GHG inventory
methodology on the lab’s scope of accreditation,
our calculation methodology has been improvedby incorporating several quality system elementsfrom the ANSI/ISO/IEC 17025 Standard, including:defined responsibilities and interrelationships of all
key staff; documented key personnel qualifications;control over quality system documents andprocedures; control of records; corrective andpreventive action system; internal audit program;
documented and approved calculation procedures.
An assessment was done in 2023 to calculate
accumulated changes since 2019. The changes
include structural, methodological, and datachanges. The results show a total accumulated
impact of less than a 2% scope 1 and 2 GHG
emission reduction with 2002 or 2019 as thereference year. These changes, as well as others
that result from the spinoff of the Health Carebusiness, will be reported after the spinoff.
When developing methodologies for calculating
our scope 3 emissions, the first step was to compile

About report | 3M 2024 Global Impact Report104

data for our more than 55,000 products, including
quantity sold, product size or mass, and use
applications. Next, working with Anthesis Group,
we analyzed the data to prioritize those with amaterial scope 3 GHG footprint, and we identified
300 unique categories for more analysis. Once wedetermined emission factors for each product use
scenario, we worked to calculate estimated scope
3 emissions for each of the 300 product categories.
Based on the best available science, estimatedscope 3 data uncertainty is ±50%, per the WRI/WBCSD GHG Protocol Corporate Value Chain(Scope 3) Accounting and Reporting Standard, 2011.
• Environmental, health, and safety (EHS) data – The
EHS data in this report is related to the environment,
safety performance, management systems,
implementation, and regulatory compliance. Data
collection systems are in place at applicable sites totrack and collect environmental, health, and safety
data through the corporatewide EHS reporting
systems (e.g., Environmental Targets Database, EHS
360, etc.).
• Social data – The data related to employee metrics,
social practices, and community programs has
been derived from various databases from within
the Human Resources and 3Mgives organizations.
This data has been reviewed and verified by thedepartments responsible for maintaining the internalreporting systems.
• Pay equity data – This data is analyzed by a third
party specialty firm. The third party’s analysis is
not reviewed by Apex Companies, LLC.
• Responsible sourcing systems and data – The
policies and management systems implementationin this area have been reviewed and verified by
the departments responsible for maintaining theinternal reporting systems. Sites acquired by 3M areintegrated into 3M programs and reporting systems
via a prioritized functional integration schedule.
Timeframe for integration varies depending on
subject-matter reporting requirements and site
systems before being acquired; however, on
average, integration ranges from one to three years.

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How we work

What we create

Base year, restatements,and other adjustments
3M’s 2023 Annual Report and Investor Relations
website document any changes to financial data.
Several of 3M’s environmental goals are normalized per
net sales. 3M does not adjust sales data for inflation.
3M generally does not adjust its base-year
environmental metrics data to reflect changes in
3M’s organizational structure. As a result, 3M sets
environmental targets that are normalized or indexed
to production (tons emitted or net sales) to assure theenvironmental progress we report to the public is not
unduly influenced by changes to our organizational
structure. However, in the case of our greenhousegas emission data, 3M follows the World Resources
Institute (WRI) and World Business Council for
Sustainable Development (WBCSD) GHG Protocol.
Whenever feasible, 3M adjusts base year and otheryears’ data if data collection methods change or data
errors are identified. Any significant changes in themeasurement methods and/or data values applied to
key environmental metrics from previous years aredisclosed in the report. Significant changes are definedby this Global Impact Report as changes greater than
5% of the original data point.
Between 2005 and 2010, 3M adopted a holistic
definition of waste to drive the company’s waste
reduction efforts toward more sustainable solutions,such as pollution prevention. 3M’s waste reduction
goal and progress during this period included
recycling. In 2011, 3M returned to a more conventional
definition of waste that considered recycling as neutral(contributing neither toward total waste nor toward
good output).
3M’s sustainability goal to reduce manufacturing waste
by an additional 10%, indexed to sales, by 2025 has abase year of 2015. Starting in 2016, waste disposed
and waste by disposal type do not include waste-toenergy. Total hazardous and total non-hazardous waste
include waste-to-energy.

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During an internal audit, a conversion factor error was
identified. The conversion from the unit the products
were sold in to pounds was incorrect. Total virgin
fossil-based plastic results for 2022 decreased by
19% as compared with the reported totals in the 2023
Global Impact Report published in March 2023. For
this reason, values in the 2024 Global Impact Reportwill not be consistent with previous years’ reports.
In 2021, the reported customer avoided GHG
emissions for years 2016 through 2020 wererevised due to the availability of verified life cycle
assessment data for one of the included productfamilies where previous year cradle-to-gate emission
values were overestimated, resulting in a net increasein avoided emissions for those respective years.

Data verification
Internal verification: 3M has conducted an internalverification of the information provided in this report.
The objectives for our assurance process included:• Accuracy and completeness of data
• Reliability of systems used to measure andrecord data
• Reliability of ratios compiled from underlying data
• Adherence to the GRI Standards• Implementation of internal policies and related
management systems as reported• Presentation of a complete and fair picture in thereport as a whole
Third-party verification: APEX Companies, LLC(“Assurance Provider” or “APEX”) provided
independent third-party assurance for this reportcovering activities from January 1, 2023, to December
31, 2023. APEX provided moderate-level assurancein accordance with AA1000AS-2008, Type 2. APEX’s
assurance letter can be found in the report under
Assurance Statement.

About report | 3M 2024 Global Impact Report

105

Global principles
and guidelines
We continue to review global reporting frameworks
and the evolving efforts of existing reporting
frameworks to streamline reporting requirements.
We’ve reviewed the “World Economic Forum’s
Measuring Stakeholder Capitalism Towards Common
Metrics and Consistent Reporting of Sustainable
Value Creation” white paper released in September
2020. Many of the material issues from the white
paper have already been incorporated into this reportbased on our strategic reporting strategy and otherexisting frameworks.

Global Reporting Initiative
The Global Reporting Initiative (GRI) is a networkbased organization that includes representatives frombusiness, government, labor, third-party advocacy
groups, and academia. The GRI organization has
developed a framework for sustainability reporting.
Following the GRI sustainability framework advances
two important objectives: transparency and the ability
to compare results from one organization with another.
3M has developed this report using GRI Standards.
The GRI index outlines where specific GRI reporting
elements and indicators are addressed in the report orother reporting sources, including the 2023 Annual
Report, 2024 Proxy Statement, and/or other noted
sources on 3M’s Investor Relations website.
Our priority topics are identified in our sustainability
priorities table and GRI index and reflected in oursustainability goals, which align to the three pillarsof our Strategic Sustainability Framework: Science
for Circular, Science for Climate, and Science forCommunity. 3M has reported in accordance with the
GRI Standards for the period from January 1, 2023, toDecember 31, 2023.

Who we are

How we work

What we create

TCFD and CDP
3M supports the Task Force on Climate-Related
Financial Disclosures’ (TCFD) recommendations forhelping businesses disclose climate-related financial
information. We also report annually to the CDP(formerly the Carbon Disclosure Project), the global
disclosure system for organizations managing theirenvironmental impact.

United Nations Global Compact(UNGC) Communication
on Progress (COP), UNGC
Principles, and 2030 SDGs
The UNGC is a strategic policy initiative for businesses
that are committed to aligning their operations andstrategies with 10 universally accepted principles
in the areas of human rights, labor, environment,
and anti-corruption. In 2014, we became a United
Nations Global Compact (UNGC) participant, thereby
committing to align our operations and strategies with
the UNGC Principles on business and human rights.

Site spotlights

About report

Sustainability AccountingStandards Board (SASB)
For our Global Impact reporting strategy, we utilize
multiple tools and frameworks to assure we areobjective, transparent, and globally relevant in our
public reporting process. These include Global
Reporting Initiative (GRI), SASB, and the UN SDGs.
With global corporate operations and sales in nearly
all countries, our strategy is designed to be holistic.
GRI was selected as the primary source referenced
due to the global reach of the standard. For SASB,
our diversity of operations would not be represented
by their current industry standard classifications.
Using our 51 Technology Platforms, our integrated
team of scientists and researchers works withcustomers to create breakthroughs via our Consumer,
Transportation & Electronics, Safety & Industrial, andHealth Care business groups.
In this year’s report, we detail our efforts on our2022 materiality assessment. Before conducting
this assessment, we reviewed and integrated SASB’s
approach to materiality and materiality map to help
prioritize the most important focus areas.

Contact 3M
It is through collaboration and partnerships that
3M can accelerate sustainability in our company toimprove every life. You can contact 3M Sustainability
at Sustainability@mmm.com.

About report | 3M 2024 Global Impact Report106Who we are

How we work

What we create

Site spotlights

About report

GRI index | 3M 2024 Global Impact Report

GRI index

Global Reporting Initiative(GRI) content index
Disclosure
numberDescription

Cross-reference or direct answer

Page

GRI 2

General disclosures 2021

-

-

2-1

Organizational details

Legal name: 3M Company
Headquarters: 3M Center
St. Paul, Minnesota, 55144-1000, United States
Ownership and legal form: Annual Report on Form 10-K

2-2

Entities included in the organization’s sustainability reporting

About report

103

2-3

Reporting period, frequency and contact point

About report103

Sustainability@mmm.com
2-4

Restatements of information

About report

103

2-5

External assurance

Assurance statement

124

2-6

Activities, value chain and other business relationships

3M.comAbout report103

Annual Report on Form 10-K, Item 1
Customer-inspired innovation
Employee programs
Suppliers

93
52
79

107

Who we are

How we work

What we create

Site spotlights

About report

Disclosure
numberDescription

Cross-reference or direct answer

2-7

Employees

ESG metrics, Employee demographics tab

GRI index | 3M 2024 Global Impact ReportPage

3M Diversity, Equity & Inclusion (DEI) Report
Employee programs

52

Annual Report on Form 10-K, Item 1. Business – Resources – Human Capital
Environmental, health, and safety management

57

Metric tables: social performance, employees
2-8Workers who are not employees

ESG metrics, Employee demographics tab
Employee programs
Environmental, health, and safety management

52
57

Metric tables: social performance, employees
2-9

Governance structure and composition

3M Board of Directors
3M Committee Composition
Corporate governance34

Proxy Statement, Proxy highlights and Corporate governance at 3M
2-10

Nomination and selection of the highest governance body

Corporate governance34

Nominating and Governance Committee Charter
2-11

Chair of the highest governance bodyMichael F. Roman
Chief Executive Officer
Corporate governance

2-12

Role of the highest governance body in overseeing themanagement of impacts

34

3M Corporate Governance Guidelines
Corporate governance34

Enterprise risk

38

Leading with purpose

8

Proxy Statement, Board’s role in risk oversight
2-13

Delegating of responsibility for managing impacts

Corporate governance

34

2-14

Role of the highest governance body in sustainability
reportingCorporate governance

34

Leading with purpose

8

Conflicts of interest

3M Company Code of Business Conduct and Ethics for Members of the Boardof Directors

2-15

Corporate Code of Conduct

40

Corporate governance

34

108

Who we are

How we work

What we create

Site spotlights

About report

Disclosure
numberDescription

Cross-reference or direct answer

2-16

Communication of critical concerns

Annual Report on Form 10-K, Item 1A

GRI index | 3M 2024 Global Impact Report

Corporate governance

Page

34

Confidentiality constraints. This information is considered business confidential; criticalconcerns would be taken into consideration during our Enterprise Risk Management
initiative: see the Enterprise risk section for additional information on our mechanism
used to address and resolve critical issues.
2-17

Collective knowledge of highest governance body

Proxy Statement, Director orientation and continuing education
Leading with purpose

2-18

Evaluation of the performance of the highest governancebody

Proxy Statement, Board self-evaluation process

2-19

Remuneration policies

Compensation

8

Nominating and Governance Committee Charter
50

Compensation and Talent Committee Charter
Proxy Statement, Director compensation and Executive compensation
2-20

Process to determine remuneration

Compensation

50

Compensation and Talent Committee Charter
Proxy Statement, Director compensation and Executive compensation
2-21

Annual total compensation ratio

Proxy Statement, Executive compensation – Pay ratio
Not applicable. Disclosure does not cover the specific impacts that make the topic
material. 3M has an established process to assure our commitment to fair and equitablepay. The breakdown to calculate the median percentage increase does not accuratelyreflect our workforce levels and process at 3M to assure equitable remuneration.
Additional details on our process can be found in the Compensation and the Employee
programs sections; Compensation and Talent Committee Charter.

2-22

Statement on sustainable development strategy

2023 Annual Report – Message from our Chief Executive Officer
Proxy Statement, Board committees – Science, Technology & Sustainability Committee

2-23

Policy commitments

Corporate Code of Conduct

40

Environmental, health, and safety management

57

Ethics & Compliance at 3M

2-24

Embedding policy commitments

Human rights

45

Innovation management

85

Leading with purpose

8

Suppliers79

Corporate Code of Conduct

40

Ethics & Compliance at 3M

109

Who we are

How we work

What we create

Site spotlights

About report

GRI index | 3M 2024 Global Impact Report

Disclosure
numberDescription

Cross-reference or direct answer

Page

2-25

Process to remediate negative impacts

Corporate Code of Conduct

40

Leading with purpose

8

Corporate Code of Conduct

40

2-26

Mechanisms for seeking advice and raising concerns

Report a concern or ask a question
2-27

Compliance with laws and regulations

Corporate Code of Conduct

40

Environmental, health, and safety management

57

Significant legal actions for noncompliance with laws and regulations would be discussed
in our Annual Report on Form 10-K, Item 8 – Note 18: Commitments and Contingencies.
2-28

Membership associations

Climate70

Circular materials

64

Innovation management

85

Leading with purpose

8
8

2-29

Approach to stakeholder engagement

Leading with purpose

2-30

Collective bargaining agreements

Human rights

45

GRI 3

Material topics 2021

-

-

3-1

Process to determine material topics

Leading with purpose

8

3-2

List of material topics

Leading with purpose

8

GRI 201

Economic Performance 2016

-

-

3-3

Management of material topics

Annual Report on Form 10-K, Item 7 and Item 8

201-1

Direct economic value generated and distributed

Annual Report on Form 10-K, Item 7 and Item 8

201-2

Financial implications and other risks and opportunities due toclimate change

Proxy Statement, Proxy highlights – Shareholder outreach and engagement

Payments to the providers of capital in 2023 is $3.8 billion
Climate70

Enterprise risk

38

Annual Report on Form 10-K, Item 1 – Cautionary Note Concerning Factors That May
Affect Future Results
201-3

Defined benefit plan obligations and other retirement plans

Annual Report on Form 10-K, Item 8 – Note 14: Pension and Postretirement Benefit Plans

201-4

Financial assistance received from government

Annual Report on Form 10-K, Item 8 – Note 1: Significant Accounting Policies

GRI 202

Market Presence 2016

-

-

3-3

Management of material topics

Communities

24

110

Who we areDisclosure
number
202-1

How we work

What we create

Site spotlights

About report

GRI index | 3M 2024 Global Impact Report

Description

Cross-reference or direct answer

Page

Ratios of standard entry-level wage by gender compared to
local minimum wage

Employee programs

52

Not applicable. Disclosure does not cover the specific impacts that make the topic
material. 3M has an established process to assure our commitment to fair and equitablepay. Find more about our process in the Compensation and the Employee programs
sections and our Compensation and Talent Committee Charter.

202-2

Proportion of senior management hired from the local
community

Not applicable. Disclosure does not cover the specific impacts that make the topic
material. 3M operates in countries across the globe. The breakdown to calculate theproportion of senior management hired from the local community is not a measurement
tool that 3M uses to define hiring practices.

GRI 203

Indirect economic impacts 2016

-

-

3-3

Management of material topics

Communities

24

203-1

Infrastructure investments and services supported

Communities

24

203-2

Significant indirect economic impacts

ESG metrics, Community engagement tab
Communities

24

GRI 204

Procurement practices 2016

-

-

3-3

Management of material topics

Suppliers

79

204-1

Proportion of spending on local suppliers

3M operates in countries around the world. Spend by region can be found in ESG metrics,
Suppliers tab.
Suppliers79

GRI 205

Anti-corruption 2016

-

-

3-3

Management of material topics

Corporate Code of Conduct

40

205-1

Operations assessed for risks related to corruption

Corporate Code of Conduct

40

205-2

Communication and training about anti-corruption policies
and procedures

Corporate Code of Conduct40

Suppliers

79

Confirmed incidents of corruption and actions taken

Corporate Code of Conduct

40

205-3

Confidentiality constraints. This information is considered business confidential: see the
Corporate Code of Conduct section for additional information on our mechanism used
to address and resolve corruption issues. Significant legal actions for non-compliancewith laws and regulations would be discussed in our Annual Report on Form 10-K, Item
8 – Note 18: Commitments and Contingencies.
GRI 206

Anti-competitive behavior 2016-

3-3

Management of material topics

Antitrust and Competition Principle
Corporate Code of Conduct

40

111

Who we areDisclosure
number
206-1

How we work

What we create

Site spotlights

About report

Description

Cross-reference or direct answer

Legal actions for anti-competitive behavior, antitrust, andmonopoly practices

Antitrust and Competition Principle

GRI index | 3M 2024 Global Impact Report

Page

Confidentiality constraints. This information is considered business confidential: see the
Corporate Code of Conduct section for additional information on our mechanism used
to address and resolve corruption issues. Significant legal actions for non-compliancewith laws and regulations would be discussed in our Annual Report on Form 10-K, Item
8 – Note 18: Commitments and Contingencies.

GRI 207

Tax 2019

-

-

3-3

Management of material topics

Corporate governance

34

207-1

Approach to tax

Corporate governance

34

207-2

Tax governance, control, and risk management

Corporate governance

34

207-3

Stakeholder engagement and management of concerns
related to tax

Corporate governance

34

207-4

Country-by-country reporting

Confidentiality constraints. This information is considered business confidential.

GRI 301

Materials 2016

-

-

3-3

Management of material topics

Circular materials

64

301-1

Materials used by weight or volume

Information unavailable/incomplete. Material weight or volume by nonrenewable andrenewable categories for 3M’s 55,000 products (not including intermediates) is currently
not comprehensive. 3M is working to improve systems that help us collect this type of
information. Find more about our efforts in the Circular materials section.

301-2

Recycled input materials used

Information unavailable/incomplete. Percentage of recycled input materials used to
manufacture 3M’s more than 55,000 products (not including intermediates) is currently
not comprehensive. 3M is working to improve systems that help us collect this type of
information. Find more about our efforts in the Circular materials section.

301-3

Reclaimed products and their packaging materials

Not applicable. If a product or packaging can be recycled we provide that
information to our customers but we do not have insight into what our customers
do at the product or product packaging end of life. Find more about our efforts in
the Circular materials section.

GRI 302

Energy 2016

-

-

3-3

Management of material topics

Climate70

302-1

Energy consumption within the organization

ESG metrics, Environmental tab

302-2

Energy consumption outside of the organization

Climate70

Metric tables: 3M historical metrics, environmental footprint; environmental
performance, energy

128

ESG metrics, Environmental tab
Climate70

Metric tables: environmental performance, greenhouse gas

128

112

Who we are

How we work

What we create

Site spotlights

About report

Disclosure
numberDescription

Cross-reference or direct answer

302-3

Energy intensity

ESG metrics, Environmental tab

302-4

302-5

Reduction of energy consumption

Reductions in energy requirements of products and services

GRI index | 3M 2024 Global Impact Report

Page

Climate70

Metric tables: 3M historical metrics, environmental footprint; environmental
performance, energy

128

ESG metrics, Environmental tab
Climate70

Metric tables: 3M historical metrics, environmental footprint; environmental
performance, energy

128

ESG metrics, Environmental tab
Climate70

Metric tables: environmental performance, greenhouse gas

128

GRI 303

Water 2018

-

-

303-1

Interactions with water as a shared resource

Circular materials

64

Metric tables: environmental performance, water

128

303-2

Management of water discharge-related impacts

Circular materials

64

Environment, health, and safety management

57

303-3

Water withdrawal

ESG metrics, Environmental tab
Circular materials

64

Metric tables: environmental performance, water

128

303-4

Water discharge

Water discharge and breakdown is not available at an aggregate level. Water discharge
and related compliance is managed according to 3M policies at the site level. See theCircular materials section for additional information.

303-5

Water consumption

Water consumption is not available at an aggregate level. Water discharge and related
compliance is managed according to 3M policies at the site level. See the Circularmaterials section for additional information.

GRI 304

Biodiversity 2016

-

-

3-3

Management of material topics

Circular materials

64

Environment, health, and safety management

57

304-1

Operational sites owned, leased, managed in, or adjacent to,protected areas and areas of high biodiversity value outside
protected areas

Business confidential. 3M has completed environmental site assessments at most sites,with the goal of identifying potential historical liabilities. Because of these assessments,
we can identify sensitive biodiverse areas that are on or near 3M properties. The
environmental site assessments include a site visit and a search of public databases to
identify these areas, such as rivers, creeks, and wetlands. See the EHS management
section for more information.

113

Who we areDisclosure
number
304-2

How we work

What we create

Site spotlights

About report

GRI index | 3M 2024 Global Impact Report

Description

Cross-reference or direct answer

Page

Significant impacts of activities, products and services
on biodiversity

Circular materials

64

Environmental, health, and safety management

57

Suppliers

79
79

304-3

Habitats protected or restored

Suppliers

304-4

IUCN Red List species and national conservation list species
with habitats in areas affected by operations

Business confidential. 3M has completed environmental site assessments at most sites,with the goal of identifying potential historical liabilities. Because of these assessments,
we can identify sensitive biodiverse areas that are on or near 3M properties. The
environmental site assessments include a site visit and a search of public databases to
identify these areas, such as rivers, creeks, and wetlands. See the EHS management
section for more information.

GRI 305

Emissions 2016

-

-

3-3

Management of material topics

Climate70

305-1

Direct (scope 1) GHG emissions

ESG metrics, Environmental tab

305-2

305-3

305-4

305-5

305-6

Energy indirect (scope 2) GHG emissions

Other indirect (scope 3) GHG emissions

GHG emissions intensity

Reduction of GHG emissions

Emissions of ozone depleting substances (ODS)

Climate70

Metric tables: 3M historical metrics, environmental footprint; environmental performance,
greenhouse gas

128

ESG metrics, Environmental tab
Climate70

Metric tables: historical metrics, environmental footprint; environmental performance,energy, and greenhouse gas

128

ESG metrics, Environmental tab
Climate70

Metric tables: environmental performance, energy, and greenhouse gas

128

ESG metrics, Environmental tab
Climate70

Metric tables: 3M historical metrics, environmental footprint; environmental performance,
greenhouse gas

128

ESG metrics, Environmental tab
Climate70

Metric tables: 3M historical metrics, environmental footprint; environmental performance,
greenhouse gas

128

Climate70

Confidentiality constraints. This information is considered business confidential: 3M
internally tracks ODSs according to regulatory obligations and also accounts for them in
our GHG calculations. See the Climate section for more information.

114

Who we areDisclosure
number305-7

How we work

What we create

Site spotlights

About report

Description

Cross-reference or direct answer

Nitrogen oxides (NOx), sulfur oxides (SOx), and othersignificant air emissions

ESG metrics, Environmental tab

GRI index | 3M 2024 Global Impact Report

Page

Climate70

Metric tables: 3M historical metrics, environmental footprint; environmental performance,
air emissions

128

GRI 206

Waste 2020

-

-

3-3

Management of material topics

Circular materials

64

Environmental, health, and safety management

57

306-1

Waste generation and significant waste-related impacts

Circular materials

64

306-2

Management of significant waste-related impacts

About report

103

Circular materials

64

Environmental, health, and safety management

57

306-3

306-4

306-5

Waste generated

Waste diverted from disposal

Waste directed to disposal

ESG metrics, Environmental tab
Circular materials

64

Metric tables: environmental performance128

ESG metrics, Environmental tab
Circular materials

64

Metric tables: environmental performance128

ESG metrics, Environmental tab
Circular materials

64

Metric tables: environmental performance128

GRI 308

Supplier environmental assessment 2016

-

-

3-3

Management of material topics

Suppliers79

Supplier Responsibility Code308-1

New suppliers that were screened using
environmental criteria

Suppliers

79

308-2

Negative environmental impacts in the supply chain andactions taken

Suppliers

GRI 401

Employment 2016

-

-

3-3

Management of material topics

Employee programs

52

Supplier Responsibility Code79

Supplier Responsibility Code115

Who we are

How we work

What we create

Site spotlights

About report

Disclosure
numberDescription

Cross-reference or direct answer

401-1

New employee hires and employee turnover

ESG metrics, Employee demographics tab

GRI index | 3M 2024 Global Impact ReportPage

3M does not classify divestiture turnover differently from other types of workforce
reduction. In 2023, we conducted processes related to the spinoff of our Health Carebusiness that affect our total turnover rate. For this reason, we are not providing the rate
for 2023 but expect to report for 2024 in our 2025 Global Impact Report.
401-2

Benefits provided to full-time employees that are not provided
to temporary or part-time employees

Employee programs

52

401-3

Parental leave

Employee programs

52

GRI 402

Labor/management relations 2016

-

-

3-3

Management of material topics

Employee programs

52

402-1

Minimum notice periods regarding operational changes

Employee programs

52

GRI 403

Occupational health and safety 2018

-

-

3-3

Management of material topics

Environmental, health, and safety management

57

403-1

Occupational health and safety management system

Environmental, health, and safety management

57

403-2

Hazard identification, risk assessment, and incident
investigation

Corporate Code of Conduct

40

Environmental, health, and safety management

57

403-3

Occupational health services

Environmental, health, and safety management

57

403-4

Worker participation, consultation, and communication on
occupational health and safety

Environmental, health, and safety management

57

403-5

Worker training on occupational health and safety

Environmental, health, and safety management

57

403-6

Promotion of worker health

Environmental, health, and safety management

57

403-7

Prevention and mitigation of occupational health and safety
impacts directly linked by business relationships

Environmental, health, and safety management

57

Innovation management

85

Workers covered by an occupational health and safety
management system

Employee programs

52

Environmental, health, and safety management

57

Work-related injuries

ESG metrics, Employee health & safety tab

403-8
403-9

Environmental, health, and safety management

57

Metric tables: health and safety; historical metrics, health and safety

128

116

Who we are

How we work

What we create

Site spotlights

About report

Disclosure
numberDescription

Cross-reference or direct answer

403-10Work-related ill health

ESG metrics, Employee health & safety tab

GRI index | 3M 2024 Global Impact Report

Page

Environmental, health, and safety management

57

Metric tables: health and safety; historical metrics, health and safety

128

GRI 404

Training and education 2016

-

-

3-3

Management of material topics

Employee programs

52

404-1

Average hours of training per year per employee

Employee programs

52

404-2

Programs for upgrading employee skills and transition
assistance program

Employee programs

52

404-3

Percentage of employees receiving regular performance andcareer development reviews

Employee programs

52

GRI 405

Diversity and Equal Opportunity 2016

-

-

3-3

Management of material topics

3M Diversity, Equity & Inclusion (DEI) Report

405-1

Diversity of governance bodies and employees

Corporate governance

34

Diversity, equity, and inclusion

30

3M Diversity, Equity & Inclusion (DEI) Report
Board of Directors
Corporate governance34

Corporate Officers
405-2

Ratio of basic salary and remuneration of women to men

3M Diversity, Equity & Inclusion (DEI) Report
Compensation

50

Diversity, equity, and inclusion

30

GRI 406

Non-discrimination 2016

-

-

3-3

Management of material topics

Human rights

45

406-1

Incidents of discrimination and corrective actions taken

Confidentiality constraints. This information is considered business confidential: See the
Corporate Code of Conduct section for more information on the mechanism we use toaddress and resolve discrimination issues. Significant legal actions for noncompliancewith laws and regulations would be discussed in our Annual Report on Form 10-K, Item
8 – Note 18: Commitments and Contingencies.

GRI 407

Freedom of association and collective bargaining 2016-

3-3

Management of material topics

3M Supplier Responsibility CodeRespectful Work Environment Principle-

Human rights

45

Suppliers

79

117

Who we areDisclosure
number407-1

How we work

What we create

Site spotlights

About report

Description

Cross-reference or direct answer

Operations and suppliers in which the right to freedom of
association and collective bargaining may be at risk

3M Supplier Responsibility CodeGRI index | 3M 2024 Global Impact Report

Page

Human rights

45

Suppliers79

Supplier Responsibility Expectations
GRI 408

Child labor 2016-

3-3

Management of material topics

3M Supplier Responsibility Code-Human rights

45

Suppliers79

Supplier Responsibility Expectations
408-1

Operations and suppliers at significant risk for incident ofchild labor

Human rights

45

Suppliers

79

3M Supplier Responsibility CodeGRI 409

Forced or compulsory labor 2016-

3-3

Management of material topics

3M Supplier Responsibility Code409-1

Operations and suppliers at significant risk for incidents offorced or compulsory labor-

Human rights

45

Suppliers

79

3M Supplier Responsibility CodeHuman rights

45

Suppliers79

Supplier Responsibility Expectations
GRI 410

Security practices 2016

-

-

3-3

Management of material topics

Human rights

45

410-1

Security personnel trained in human rights policies orprocedures

Human rights

45

GRI 411

Rights of indigenous peoples 2016

-

-

3-3

Management of material topics

3M Supplier Responsibility Code411-1

Incidents of violations involving rights of indigenous peoples

Human rights

45

Suppliers

79

To the best of our knowledge, there were no incidents reported to the Ethics &Compliance Department related to the rights of indigenous people in 2023.

118

Who we are

How we work

What we create

Site spotlights

About report

GRI index | 3M 2024 Global Impact Report

Disclosure
numberDescription

Cross-reference or direct answer

Page

GRI 413

Local communities 2016

-

-

3-3

Management of material topics

Circular materials

64

Climate70

Communities

24

Environmental, health, and safety management

57

Human rights

45

Suppliers

79

Circular materials

64

Climate70

Communities

24

Corporate Code of Conduct

40

Customer-inspired innovation

93

Environmental, health, and safety management

57

Human rights

45

Leading with purpose

8

Suppliers

79

Circular materials

64

Climate70

Corporate Code of Conduct

40Enterprise risk

38

Environmental, health, and safety management

57

Human rights

45

Suppliers

79

413-1

413-2

Operations with local community engagement, impact
assessments, and development programs

Operations with significant actual and potential negative
impacts on local communities

GRI 414

Supplier social assessment 2016

-

-

3-3

Management of material topics

Suppliers

79

414-1

New suppliers that were screened using social criteria

Suppliers

79

414-2

Negative social impacts in the supply chain and actions taken

Suppliers

79

GRI 415

Public policy 2016

-

-

3-3

Management of material topics

Corporate governance

34

Lobbying and Political Activities Principle

119Who we are

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About report

GRI index | 3M 2024 Global Impact Report

Disclosure
numberDescription

Cross-reference or direct answer

Page

415-1

Political contributions

Corporate governance

34

Lobbying and Political Activities Principle
Lobbying and Political Activities Governance
GRI 416

Customer health and safety 2016

-

-

3-3

Management of material topics

Innovation management
Product Safety, Quality, and Stewardship Principle

85

416-1

Assessment of the health and safety impacts of product andservice categories

Innovation management

85

416-2

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

Significant legal actions for noncompliance with laws and regulations would be discussed
in our Annual Report on Form 10-K, Item 8 – Note 18: Commitments and Contingencies.

GRI 417

Marketing and labeling 2016

-

-

3-3

Management of material topics

Innovation management

85

Product Safety, Quality, and Stewardship Principle
417-1

Requirements for product and service information andlabeling

Innovation management

417-2

Incidents of non-compliance concerning product and service
information and labeling

Significant legal actions for noncompliance with laws and regulations would be discussed
in our Annual Report on Form 10-K, Item 8 – Note 18: Commitments and Contingencies.

417-3

Incidents of non-compliance concerning marketing
communications

Significant legal actions for noncompliance with laws and regulations would be discussed
in our Annual Report on Form 10-K, Item 8 – Note 18: Commitments and Contingencies.

GRI 418

Customer privacy 2016-

3-3

Management of material topics

3M Global Privacy Policy
Data Privacy Principle

418-1

Substantiated complaints concerning breaches of customer
privacy and losses of customer dataSignificant legal actions for noncompliance with laws and regulations would be discussed
in our Annual Report on Form 10-K, Item 8 – Note 18: Commitments and Contingencies.

85

-

120

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SASB index | 3M 2024 Global Impact Report

121

SASB index

Sustainability Accounting Standards Board
Dimension

General Issue Category

Cross-reference or direct answer

Environment

GHG emissions

ESG metrics, Environmental tab

Environment

Environment

Environment

Environment

Environment

Air quality

Energy management

Water and wastewater management

Waste and hazardous materials management

Ecological impacts

Page

Climate70

Metric tables: 3M historical metrics; environmental performance, greenhouse gas, and energy

128

ESG metrics, Environmental tab
Climate70

Metric tables: 3M historical metrics; environmental performance, air emissions

128

ESG metrics, Environmental tab
Climate70

Metric tables: 3M historical metrics; environmental performance, greenhouse gas, and energy

128

ESG metrics, Environmental tab
Circular materials

64

Environmental, health, and safety management

57

Metric tables: historical metrics; environmental performance, and water128

ESG metrics, Environmental tab
Circular materials

64

Environmental, health, and safety management

57

Metric tables: historical metrics; environmental performance,
and waste

128

ESG metrics, Environmental tab
Circular materials

64

Climate70

Environmental, health, and safety management

57

Suppliers

79

Metric tables: 3M historical metrics; environmental performance128

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SASB index | 3M 2024 Global Impact Report

122

Dimension

General Issue Category

Cross-reference or direct answer

Page

Social capital

Human rights and community relations

Corporate Code of Conduct

40

Ethics & Compliance

Social capital

Customer privacy

Human rights

45

Suppliers

79

3M Global Privacy Policy
Annual Report on Form 10-K, Item 1A – Risks Related to Our BusinessSocial capital

Data security

Corporate Code of Conduct

40Enterprise risk

38

Annual Report on Form 10-K, Item 1A – Risks Related to Our BusinessEnterprise risk

38

Social capital

Access and affordability

Customer-inspired innovation

93

Social capital

Product quality and safety

Customer-inspired innovation

93

Innovation management

85

Customer-inspired innovation

93

Innovation management

85

Social capital

Customer welfare

Product Safety, Quality, and Stewardship Principle
Social capital

Selling products and product labeling

Advertising and Product Representation Policy
Customer-inspired innovation

93

Innovation management

85

Product Safety, Quality, and Stewardship Principle
Human
capitalLabor practices

Corporate Code of Conduct

40

Ethics & Compliance
Human rights

45

Suppliers79

Supplier Responsibility Code
Human
capitalHumancapital

Employee health and safety

Employee engagement, diversity, and inclusion

ESG metrics, Employee, health & safety tab
Environmental, health, and safety management

57

Metric tables: 3M historical metrics; health and safety

128

3M Diversity, Equity & Inclusion (DEI) Report
Communities

24

Diversity, equity, and inclusion

30

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SASB index | 3M 2024 Global Impact Report

123

Dimension

General Issue Category

Cross-reference or direct answer

Page

Businessmodel andinnovation

Product design and life cycle management

Innovation management

85

Businessmodel andinnovation

Business model resilience

Enterprise risk

38

Customer-inspired innovation

93

Innovation management

85

Leading with purpose

8

Suppliers

79

Businessmodel andinnovation

Supply chain management

Businessmodel andinnovation

Materials sourcing and efficiency

Supplier Responsibility CodeBusinessmodel andinnovation

Physical impacts of climate change

LeadershipandgovernanceBusiness ethics

LeadershipandgovernanceCompetitive behavior

LeadershipandgovernanceManagement of legal and regulatory environmental

LeadershipandgovernanceCritical incident risk management

Leadershipandgovernance

Annual Report on Form 10-K, Item 1 – Raw materials and Item 1A – Risks Related to Our
Products and Customer Preferences
Circular materials

64

Suppliers

79

Annual Report on Form 10-K, Item 1A – Risks Related to the Global Economy and External
Conditions
Climate70

Corporate Code of Conduct

40

Ethics & Compliance
Antitrust and Competition Principle
Corporate Code of Conduct

System risk management

For additional details on SASB integration for this report, see the About report section.

40

Annual Report on Form 10-K, Item 1 – Raw materials; Item 1A – Risks Related to Our Products
and Customer Preferences; and Item 8 – Note 18: Commitments and Contingencies.
Environmental, health, and safety management

57

Corporate governance34

Enterprise risk

38

Environmental, health, and safety management

57

Leading with purpose

8

Suppliers

79

Annual Report on Form 10-K, Item 1A – Risks Related to Our Products and Customer
Preferences, and Item 8 – Note 18: Commitments and Contingencies.
Enterprise risk

38

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Assurancestatement

Site spotlights

Assurance statement | 3M 2024 Global Impact Report

About report

INDEPENDENT ASSURANCE STATEMENT
To: Stakeholders of 3M Corporation
Introduction and objectives of work
Apex Companies, LLC (Apex) was engaged by 3M Corporation (3M) to conduct independent
assurance of its 3M 2024 Global Impact Report (the Report). This assurance statement applies
to the related information included within the scope of work described below and within theboundaries specified in the Report. The intended users of the assurance statement are thestakeholders of 3M. The overall aim of this process is to provide assurance to 3M’s stakeholders
on the accuracy, reliability and objectivity of the information included in the Report as describedin the scope of work. The assurance process also evaluated 3M’s management of sustainability
in accordance with the principles of inclusivity, materiality, responsiveness, and impact.
The information that was assured and its presentation in the Report are the sole responsibilityof the management of 3M. Apex was not involved in the drafting of the Report. Our sole
responsibility was to provide independent assurance on its content.

Scope of work
3M requested Apex to include in its independent assurance the following:▪

Data included in the Report for the calendar year 2023 reporting period as shown in
the attached Summary of Assured Information;▪

Appropriateness and robustness of underlying reporting systems and processes, used
to collect, analyze and review the data subject to the assurance process; and▪

Evaluation of the Report in accordance with the Assurance Standard AA1000AS v3 1
Type 2 assurance.

Excluded from the scope of our work is any assurance of information relating to:▪

Text or other written statements associated with the Report;▪

Activities outside the defined assurance period; and▪

Financial data and data reported that are not included in the Summary of Assured
Information.

Reporting Criteria▪

World Resources Institute (WRI)/World Business Council for Sustainable Development(WBCSD) Greenhouse Gas (GHG) Protocol Corporate Accounting and ReportingStandard (Scope 1 and 2 Greenhouse Gas Emissions)▪

WRI/WBCSD Greenhouse Gas Protocol Corporate Value Chain Accounting andReporting Standard (Scope 3 Greenhouse Gas Emissions)▪

GRI Universal Standards for the assured metrics▪

3M data collection and reporting protocol.

Methodology
Apex undertook the following activities during the assurance process:1. Interviews with relevant personnel of 3M (including managers and staff members at
the corporate and site level);
2. Review of internal and external documentary evidence produced by 3M;

1

Published by AccountAbility: The Institute of Social and Ethical Accountability

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Assurance statement | 3M 2024 Global Impact Report

About report

3. Audit of performance data presented in the Report including a detailed review of asample of data;

corporate sustainability group. Each business group also has sustainability leads who assist
with responding to stakeholders.

4. In-person facility visits for manufacturing sites located in Brockville, Ontario, Canada,
Cordova, Illinois, Knoxville, Iowa and virtual facility visits of Aycliffe, United Kingdom,
Tilloy, France, and Chiba (Togane) Japan;

Impact5. Virtual and remote review at 3M headquarters office located in Maplewood, Minnesota;
and6. Review of 3M information systems for data collection, aggregation, analysis andinternal verification and review.
The work was planned and carried out to provide a Type 2 moderate level of assurance andwe believe it provides a sound basis for our conclusions.

Our findings
On the basis of our methodology and the activities described above:▪

Nothing has come to our attention to indicate that the reviewed information within thescope of our assurance is not materially correct in accordance with the Reporting
Criteria.

▪

It is our opinion that 3M has established appropriate systems for the collection,
aggregation and analysis of quantitative data, including energy use, direct and indirect
greenhouse gas (GHG) emissions, water usage, water quality discharge, wastequantities and disposition, injury and illness rate, lost day rate, severity rate, training
instances, employment metrics, supplier metrics, diversity metrics, community
investment, virgin plastic reduction and the 3M Sustainability Value Commitment.

3M operates under appropriate processes to understand, measure, evaluate and manage theorganization’s impacts related to material topics. 3M ensures these processes are documented
and integrated into the organization. 3M has set targets for 2025 and reviews performanceagainst those targets to measure impact via a centrally viewable dashboard. The measurement
is recorded on an internal dashboard that allows for illustration and evaluation of metrics
throughout the year. 3M continues to measure impact through developing a Sustainability Value
Commitment for new products, development of product comparisons with respect to decreases
in GHG emissions during use phase of products, and evaluation of impacts of community
engagement and support. 3M also measures impacts of grants to underserved populations and
STEM through collection of information regarding the populations that are served provided by
the supported organizations. The Ventures arm of 3M is focusing on carbon capture and 3M’srole in climate technology such as EV and energy conservation. 3M has committed to nearterm targets for SBTi and evaluating frameworks such as ISO Net Zero Guidelines.

Key Observations for 2023▪

3M continues to collect new information and update calculations for more complete andaccurate reporting of metrics.

A summary of data within the scope of assurance for the 2023 reporting year is attached.

Adherence to the AA1000 Accountability Principles
Based on the work undertaken during this assurance process, we are of the opinion that 3M
adheres to the Accountability Principles of inclusivity, materiality, responsiveness, and impact
as discussed below.

▪

3M has made commitments to decrease the overall carbon footprint with a goal of eventuallyachieving carbon neutrality as evidenced by continuing to purchase power from renewablesources for the corporate and manufacturing facilities, installation of renewable energy
production on 3M sites, as well as obtaining associated renewable energy credits for the
direct procurement of renewable electricity.

▪

3M has reached out globally to present a wide variety of training opportunities to targeted
audiences.

▪

3M has begun reporting against a new target for comparing changes in certain waste water
discharge water quality parameters.

▪

Community outreach and support is aligned with the 3M sustainability pillars to demonstrateoverall commitment and direction to social and sustainability goals. Corporately, 3M
provides funding to targeted non-profit organizations in the U.S. footprint. 3M engagement
extends to the facility level and local communities globally.

▪

3M has committed to diversity and inclusion within its workforce and in community support.
3M measures impacts of grants to underserved populations and STEM through collection of
information regarding the specific activities provided and performed and the populations thatare served by the supported organizations.

Inclusivity
Based on discussions with 3M, their processes appear to be inclusive of stakeholders. Team
member communication is initiated through Yammer from the Employee Sustainability Group.
The Research and Development Technical Forum has various chapters within 3M including
Circularity, Climate, Sustainable Material, Sustainable Packaging and Social Justice working
groups. 3M is active soliciting input from government affairs and is initiating an Environmental
Justice Summit with peer companies. 3M supports a wide range of activities including theDocuseries on Green Jobs, STEM programs and Skilled Trades. It provides strong support of
STEM programs and programs supporting underrepresented groups.
Materiality
During the 2022 materiality assessment stakeholders indicated that 3M should take aleadership role in environmental and social topics. The Chief Technology Officer and Chief
Sustainability Officer report annually to the Board’s Science, Technology and Sustainability
Committee regarding sustainability efforts. In addition, corporate leadership appear to support
embedding sustainability principles throughout the company. In addition, 3M has set targets
that reflect the material subjects and new products requiring a Sustainability Value Commitment
as well as water quality discharge improvements. An update of the full materiality assessmentthat will include more stakeholder interviews has been initiated in 2024.
Responsiveness3M receives questions regarding sustainability from customers, investors, institutainal
investors, non-governmental organizations and others through various channels. 3M has
engaged enterprise risk, finance, tax, Corporate Audit and other teams across the organization
to better align with future integrated reporting. The company has developed guidance forresponding to customer inquiries on sustainability issues and uses this guidance for responding
to other groups as well. Responses to external reporting surveys are coordinated by the

Data systems at 3M allow for consolidation and review of environmental, safety, energy,
training, and supply chain data at the corporate level for reporting. Automatic datacompilation from the site level and other data sources assist with accurate data collection
and compilation. Internal quality control is implemented to review data quality. Data are
available on a dashboard allowing review and comparisons within 3M throughout the year.
Data for most metrics are updated on the dashboard for review internally on a quarterly
basis.

Statement of independence, integrity and competenceApex is an independent professional services company that specializes in Health, Safety,
Social and Environmental management services including assurance with over 30 years history
in providing these services.
No member of the assurance team has a business relationship with 3M, its Directors orManagers beyond that required of this assignment. We conducted this assurance
independently and to our knowledge there has been no conflict of interest.
Apex has implemented a Code of Ethics across the business to maintain high ethicalstandards among staff in their day-to-day business activities.

125

Who we are

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The assurance team has extensive experience in conducting assurance over environmental,social, ethical and health and safety information, systems and processes, has over 30 years
combined experience in this field and an excellent understanding of Apex’s standard
methodology for the Assurance of Sustainability Reports.
Attestation:

John A. Rohde, Lead Verifier
Lead Assuror
Lakewood, Colorado

Apex Companies, LLC
Denver, Colorado
March 11, 2024

David Reilly, Technical Reviewer
Technical Reviewer
Santa Ana, California

About report

Assurance statement | 3M 2024 Global Impact Report126How we work

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Assurance statement | 3M 2024 Global Impact Report

About report127

Summary of Assured Information
Reporting Year 2023
3M Company

Demographic Metrics

Units

Value

Waste Metrics

Value

Energy Metrics

Total Global Full-time Equivalent(Headcount)

Total Number

84,900

Zero Landfill% of Total
Manufacturing Sites

45.9%

Total Energy Use (Absolute)MWh7,510,000

Total Global Employees at Year-End(Headcount)

Total Number

85,300Waste Disposed: Landfill, Treatment andIncineration (Absolute)

Metric Tons

152,000

Total Fuel Oil #1, #2, #4, #6

MWhTotal Number Part-Time Employees

Total Number

1,400

Waste by Disposal Type, Treatment andIncineration

Metric Tons

61,900Total Jet Fuel

MWh

Units

Units

Air Emissions Metrics

Value
-

Units

Value

Absolute Scope 1 Emissions (Direct)

Metric Tons CO2e2,350,000

119,000

Absolute Scope 2 Location-based Emissions(Indirect)

Metric Tons CO2e

1,300,000

28,700Absolute Scope 2 Market-based Emissions(Indirect)

Metric Tons CO2e702,000

3,050,000

Total Number Part-Time Female Employees

Total Number

1,000

Waste by Disposal Type, Landfilled

Metric Tons

90,500Total Propane

MWh25,700Absolute Scope 1 and Scope 2 Market-based
Metric Tons CO2e
Emissions (Indirect)

Total Number Full-Time Employees

Total Number

83,900Total Hazardous Waste (Absolute)

Metric Tons

56,600Total Gasoline and Diesel

MWh30,400Total Scope 3 GHG Emissions (Upstream)

Metric Tons CO2e

8,790,000

Total Number Full-Time Female Employees

Total Number

30,900Total Nonhazardous Waste (Absolute)

Metric Tons

179,000

Total Coal

MWh0

Total Scope 3 GHG Emissions (Downstream)

Metric Tons CO2e

786,000

Percentage of Female Employees to Total
Employees%

37.4

Total Waste Diverted (Absolute)

Metric Tons

259,000

Total Natural Gas

MWh4,320,000

Category 1 - Purchased Goods and Services

Metric Tons CO2e6,300,000

Percentage of Female Employees inManagement Positions%

2,810,000

Category 2 - Capital Goods

Metric Tons CO2e

391,000

Metric Tons CO2e461,000

Percentage of females on 3M Board of
Directors

35.7

83,000Total Electricity Consumption

MWh

Onsite Recycle & Reuse

Metric Tons

30,900Total Steam ConsumptionMWh256,000

45.1

Offsite Reuse

Metric Tons

28,800Total Hot Water

MWh

4,400

Category 4 - Upstream Transportation andDistribution

Metric Tons CO2e

1,220,000%

8.98

Offsite Recycle

Metric Tons

117,000

Renewable Energy% Total Electricity Use

56.2

Category 5 - Waste Generated in Operations Metric Tons CO2e

182,000

%

6.33
Value

Value

Metric Tons CO2e

Other Metrics

Units

Category 6 - Business Travel

31,400Units
Million Cubic Meters

34.8

Customer GHG Avoidance through 3M
Product Use - Cumulative since 2015

Category 7 - Employee Commuting

Metric Tons CO2e

208,000

Total Number

16

Total Training Instances - Cumulative total
since 2017

Category 9 - Downstream Transportation andMetric Tons CO2e
Distribution

786,000

Water Quality Improvement 2022 compared to 2019 baseline

100%

79.3

Category 13 - Downstream Leased Assets

Metric Tons CO2e

<1,000Percent

Water quality Improvement 2023- compared
to 2019 baseline

Biogenic - Scope 1 and Scope 3

Metric Tons CO2e

103,000

84.6

3M Skill-based Volunteerism - Cumulative
since 2019

108,000

Percent

STEM and Skilled trades learning experiences
for underrepresented individuals - 20222023 school year

2,280,000

Total Volatile Organic Compound Emissions(Absolute)

Metric Tons

3,740

$39,400,000

33.3

%

% Underrepresented Groups in 3M U.S.
Workforce (entry-level to management)% Underrepresented groups in 3M U.S.
Workforce (management )Health and Safety Metrics

Metric Tons

Category 3 - Fuel and Energy Related
Activities%

Global diversity index: % diversity inmanagement

Waste-to-Energy

Units

Water Metrics
Total Water Use (Absolute)
Value

Global Lost Time Incident Rate

Per 100 3M employees(200,000 work hours)

0.528

Global Recordable Incident Rate

Per 100 3M employees(200,000 work hours)

1.37Work Related Fatalities - 3M Employees

Total Number

1

Work Related Fatalities - 3M Contractors

Total Number

0Work Related Fatalities - Total Number

Total Number

1

Sites located in Water Stress/Scarce Areas;water sources significantly affected bywithdrawal of water with water
conservation planning efforts

Supplier Responsibility Metrics
Total Number of Suppliers
Total Number of Supplier Reviews

Value

Total Number

55,200Investing in Racial Equity Advancements
Cumulative since 2020

8,610

Virgin Fossil-based Plastic Reduction Cumulative since 2021

135

8,440,000

Percent New Projects Passing a "Gate" with
Sustainability Value Commitment

Units

Cumulative Number
since 2008

Million Metric Tons
CO2epounds69,800,000Who we are

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What we create

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128

Metric tables
Values listed have been rounded up or down from the actual values. Calculated data uses the full precision of the number except where annual and historical percent change iscalculated. For additional metrics and more details on boundary and scope of metrics, see our ESG metrics.
In addition to metrics included in this report, supplementary metrics can be found in our accompanying ESG metric (.xls) file, including environmental, social, and governancemetrics, charts, and a glossary of terms.
Values reflect calendar years, which align with 3M’s fiscal years. Where attainable and justified, metrics are rounded to three significant figures. Some totaled metrics may
not match metrics summed together after rounding. Restatements are made when changes are + or - 5% of the original data point. For additional details about organizationalboundaries, data collection, adjustments, and verification, see the About report section.

Employee demographics
MetricMetric units

RY-2023

RY-2022

Global full-time equivalent employees

Total number

84,90091,60094,700-7.31 N/A

Global employee (headcount)

Total number

85,30092,10095,300-7.38 N/A

Full-time employees
Full-time female employees
Part-time employees
Part-time female employees

RY-2021 2022-2023 Boundary & scope
annualchange, %Total number

83,90090,50093,600-7.29 N/A

Total number

30,90032,90034,000-6.08 N/A

Total number

1,400

1,650

1,730

-15.2 N/A

Total number

1,000

1,100

1,180

-9.09 N/A

Female employees to total employees

%

37.4

36.9

37.0

0.500 Full- and part-time.

Female employees in management
positions

%

35.7

36.0

34.1

-0.300 N/A

Females on 3M Board of Directors

%

33.3

38.5

36.4

-5.20 N/A

Pay equity

%

100

100

100

0.00 3M has achieved 100% gender pay equity across all of ourglobal regions and 100% pay equity in the U.S. for racial/ethnic groups.

Global diversity index: % diversity inmanagement

%

45.1

45.1

44.5

0.00 Global diversity includes gender, race/ethnicity,
nationality, people with disabilities, U.S. military veterans,
and people who identify as lesbian, gay, bisexual,
transgender, questioning, and intersex (LGBTQI+).
Baseline year is 2015 (32.6%) and goal is 65.2%.

Who we are

How we work

What we create

MetricMetric units

Underrepresented groups in our
U.S. workforce (entry-level throughmanagement)

Underrepresented groups in our
U.S. workforce (management)

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129

RY-2023

RY-2022

RY-2021 2022-2023 Boundary & scope
annualchange, %

%

8.98

9.02

8.58

-0.0400 3M job grades 7 to 17. Underrepresented groups (URG) isdefined as Black/African American and Hispanic/Latino
employees. Double the representation of URGs fromentry level through management in our U.S. workforce.
Baseline year is 2020 and goal is 16.2%.

%

6.33

6.39

6.19

-0.0600 Subset of above. 3M job grades 13 to 17.
Underrepresented groups is defined as Black/African
American and Hispanic/Latino employees. Double therepresentation of URGs in management positions in our
U.S. workforce. Baseline year is 2020 and goal is 11.2%.

Financial performance
MetricMetric units

RY-2023

RY-2022Net sales

Million $USD

32,70034,200

RY-2021 2022-2023 Boundary & scope
annualchange, %35,400-4.39 For additional financial metrics please see 3M’s Annual
Report on Form 10-K.

Community engagement
MetricMetric units

RY-2023

RY-2022

RY-2021 2022-2023 Boundary & scope
annualchange, %Total global giving

Million $USD

70.2

82.1

88.5

-14.6 -

Total cash donations

Million $USD

40.1

50.0

41.5

-19.8 -

Total in-kind donations

Million $USD

30.1

32.1

47.0

-6.54 -

Investing in racial equity advancements

Cumulative
million $USD

39.4

26.4

14.8

N/A Cumulative total since 2020.

STEM and skilled trades learning
experiences for underrepresented
individuals

Cumulative
learning
instances

2,280,000

1,040,000

N/A

N/A Cumulative total since 2021-22 school year;
underrepresented groups in STEM aligns with the
US National Science Foundation (NSF) definition andincludes women, African American or Black, Hispanic or
Latino, Native American or Alaska Native, and persons
with disabilities.

Skills-based volunteerism

Cumulative
volunteer hours

108,000

81,80051,700N/A Cumulative total since 2019.

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Environmental performance
MetricMetric units

RY-2023

RY-2022

RY-2021 2022-2023 Boundary & scope
annualchange, %Sustainability Value Commitment

-

-

-

-

- -

New project passing a “gate” with a
Sustainability Value Commitment

%

100

100

100

0.00 -

Plastic reduction-

Virgin fossil-based plastic reduction

Cumulative
million pounds

Greenhouse gas1-

Customer GHG reduction through useof various 3M product platforms

Cumulative
million metrictons CO2e

Scope 1 emissions (direct)

-

-

-

69.8

45.7

18.9

-

-

-

135

121

100

Metric tons CO2e2,350,000

2,420,000

2,980,000-2.89 -

Scope 2 location-based emissions(indirect)

Metric tons CO2e

1,300,000

1,460,000

1,590,000-11.0 -

Scope 1 and 2 location-based
emissions indexed to sales

Metric tons CO2e
per net sales(million $USD)

112

113

129

-0.885 -Scope 2 market-based emissions(indirect)

Metric tons CO2e702,000

925,000

992,000-24.1 -

Scope 1 and 2 market-based
emissions indexed to sales

Metric tons CO2e
per net sales(million $USD)

93.3

97.8

112

-4.60 -

Total scope 1 and 2 GHG emissions:market-based accounting

Metric tons CO2e

3,050,000

3,340,000

3,970,000-8.68 -

43.2

37.8

26.1

Reduction scope 1 and scope 2
market-based emissions%

8,790,000

10,700,000 10,100,000- N/A Cumulative total since 2021.
- N/A Cumulative total since 2015.

5.40 Baseline year 2019.

Total scope 3 emissions (upstream)

Metric tons CO2e

N/A Includes scope 3 categories 1 through 7.

Total scope 3 emissions (downstream)

Metric tons CO2e

786,000

936,000

1,470,000

N/A Includes scope 3 category 9 only.

Scope 3, category 1(purchased goods and services)

Metric tons CO2e6,300,000

7,810,000

6,970,000-19.3 In 2022, methodology changed to account for inflationary
impacts to the US EPA EEIO emission factors used. 2021
results were recalculated based on this change.

1. The data reported is in accordance to the World Resources Institute (WRI)/World Business Council for Sustainable Development (WBCSD) GHG Protocol Corporate Value Chain (Scope 3) Accounting and ReportingStandard. Estimated scope 3 data uncertainty is ±50% (WRI/WBCSD, GHG Protocol Corporate Value Chain (Scope 3) Accounting and Reporting Standard, 2011). A baseline reporting year had not been established for
scope 3 emissions. Scope of boundary for the GHG metric is determined using the control approach to GHG emission accounting as defined in the GHG Protocol Corporate Reporting and Accounting Standard. Net GHG
emissions based on the categories evaluated. Due to change in boundaries, scope 3 upstream emissions should not be compared on a year-on-year basis. Additional changes occurred to calculation methods for scope 1
and 2 limiting comparison between reporting year 2018 and other inventory years. See the About report section for additional information.

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RY-2022131

MetricMetric units

RY-2021 2022-2023 Boundary & scope
annualchange, %Greenhouse gas1 (cont.)

-

-

-

-

Scope 3, category 2(capital goods)

Metric tons CO2e

391,000

474,000

432,000-17.5 In 2022, methodology changed to account for inflationary
impacts to the US EPA EEIO emission factors used. 2021
results were recalculated based on this change.

Scope 3, category 3(fuel and energy related activities; notincluding scope 1 or scope 2 emissions)

Metric tons CO2e461,000

439,000

488,000

5.01 Calculated from 3M primary data on energy consumption.

Scope 3, category 4(upstream transportation and distribution)

Metric tons CO2e

1,220,000

1,490,000

1,720,000-18.1 Does not include emissions from transportation of raw
materials from suppliers. In 2022, methodology changed
to improve data quality and accuracy. 2021 results wererecalculated based on this change.

Scope 3, category 5(waste generated in operations)

Metric tons CO2e

182,000

199,000

152,000-8.54 Calculated from 3M primary data on waste by facility size
or number of employees. The Cottage Grove Incinerator
was closed at the end of 2021, resulting in a transfer ofemissions from those waste streams from the scope 1
to scope 3 boundary. 2021 results have not yet beenrecalculated to account for this shift in emissions.

Scope 3, category 6(business travel)

Metric tons CO2e

31,40031,50020,500-0.317 Calculated from 3M primary data on business travel.
In 2022, boundary was expanded to include personal
car mileage traveled for business purposes. 2021 results
were recalculated based on this change.

Scope 3, category 7(employee commuting)

Metric tons CO2e

208,000

261,000

357,000-20.3 In 2022, boundary was expanded to include contingent
workers regularly reporting to a 3M location. 2021
results were recalculated based on this change. Remote
work practices were incorporated into the methodology
beginning in 2022.

Scope 3, category 8(upstream, leased assets)

Metric tons CO2e

N/A

N/A

N/A

N/A These emissions are included in scope 1 and 2 because
they are all under 3M operational control.

Scope 3, category 9(downstream transportation anddistribution)

Metric tons CO2e

786,000

936,000

1,470,000

Scope 3, category 10(processing of sold products)

Metric tons CO2e

N/A

N/A

N/A

- -

-16.0 Methodology developed in 2019. See the Climate
section for more information. In 2022, methodology
changed to improve data quality and accuracy. 2021
results were recalculated based on this change.
N/A Most of 3M’s products are intermediates with manypotential end uses. According to the GHG Protocol Scope
3 Calculation and Guidance, a company that produces
intermediate products with many potential downstream
applications, each with a potentially different GHG
emission profile, cannot reasonably estimate thedownstream emissions associated with the various end
uses of the intermediate products. See the Climate
section for more information.

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132

MetricMetric units

RY-2021 2022-2023 Boundary & scope
annualchange, %Greenhouse gas1 (cont.)

-

-

-

-

Scope 3, category 11(use of sold products)

Metric tons CO2e

N/A

N/A

N/A

N/A Most of 3M’s products are intermediates with manypotential end uses. According to the GHG Protocol Scope
3 Calculation and Guidance, a company that produces
intermediate products with many potential downstream
applications, each with a potentially different GHG
emission profile, cannot reasonably estimate thedownstream emissions associated with the various end
uses of the intermediate products. See the Climate
section for more information.

Scope 3, category 12 (end of life treatment Metric tons CO2eof sold products)

N/A

N/A

N/A

N/A Most of 3M’s products are intermediates with manypotential end uses. According to the GHG Protocol Scope
3 Calculation and Guidance, a company that produces
intermediate products with many potential downstream
applications, each with a potentially different GHG
emission profile, cannot reasonably estimate thedownstream emissions associated with the various end
uses of the intermediate products. See the Climate
section for more information.

<1,000<1,000- -Scope 3, category 13(downstream leased assets)

Metric tons CO2e

<1,000

Scope 3, category 14 (franchises)

Metric tons CO2e
Metric tons CO2e

0

0

0

N/A No franchises under this scope of boundary.

Scope 3, category 15 (investments)

0

0

0

N/A No investments under this scope of boundary.

Biogenic CO2e emissions

Metric tons CO2e

103,000

120,000

2,560

Air emissions

-

-

-

-

- -

Total volatile organic compound emissions

Metric tons

3,740

4,060

4,100

-7.88 -

Metric tons
per net sales(million $USD)

0.114

0.119

0.116

-4.20 -

-

-

-

- -

Total volatile organic compounds
emissions (indexed to net sales)

N/A --14.2 Scope 1 and scope 3 biogenic emissions are included in
2022 and 2023 total. Before 2022 only scope 3 biogenic
emissions were calculated.

Energy2-

Total energy use

MWh7,510,000

8,190,000

8,370,000-8.30 Total won’t match exactly to categories below. Onsite
nonrenewable generated electricity is counted in electricity
consumption and natural gas consumption below.

Natural gas

MWh4,320,000

4,650,000

4,730,000-7.10 -

Electricity consumption

MWh2,810,000

3,100,000

3,200,000-9.35 -

Renewable electricity

MWh1,580,000

1,610,000

1,520,000-1.86 -

Nonrenewable electricity

MWh1,230,000

1,490,000

1,680,000-17.4 -

2. Scope of boundary for the energy metric includes 3M manufacturing locations and other locations larger than 30,000 square feet. Additional scope information can be found in the About report section.

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RY-2021 2022-2023 Boundary & scope
annualchange, %

-

-

-

- -

Steam consumptionMWh256,000

300,000

296,000-14.7 -

Fuel oil #1, #2, #4, #6

MWh

119,000

145,000

147,000-17.9 -

PropaneMWh

25,70029,00037,000-11.4 -

Gasoline and diesel

MWh30,40033,10031,300-8.16 -

Jet fuelMWh28,70017,1006,070

67.8 -

Hot water

MWh

4,400

1,890

4,800

133 -

Coal

MWh

0

0

0

230

239

236

-3.77 -

N/A 3M does not use coal in its operations.

Total energy (indexed to net sales)

MWh per net sales(million $USD)

Improved energy efficiency

%

16.4

13.1

14.2

3.30 Indexed to net sales (million $USD), baseline year 2015.

Renewable electricity% of total
electricity use

56.2

51.9

47.6

4.30 -

Total heating consumption

MWh4,730,000

5,130,000

5,220,000-7.80 -

Waste

-

3

Total waste
Waste disposed

-

-

-

Metric tons

412,000

460,000

492,000-10.4 Includes waste disposed and waste diverted.

- -Metric tons

152,000

177,000

168,000-14.1 -

Incineration and treatment

Metric tons

61,90067,80062,300-8.70 -

Landfill

Metric tons

90,500110,000

105,000-17.7 -

Waste diverted

Metric tons

259,000

284,000

324,000-8.80 -

On-site recycle and reuse

Metric tons

30,90042,70053,600-27.6 Does not include onsite recycle and reuse from 3M’s
industrial mineral product (IMP) division.

Offsite reuse

Metric tons

28,80032,00032,400-10.0 Does not include offsite reuse from 3M’s industrial
mineral product (IMP) division.

Offsite recycle

Metric tons

117,000

122,000

142,000-4.10 Does not include offsite recycle from 3M’s industrial
mineral product (IMP) division.

Waste-to-energy

Metric tons

83,00086,20096,200-3.71 -

Hazardous waste

Metric tons

56,60058,10058,000-2.58 Includes waste-to-energy, incineration, andlandfilled waste.

Nonhazardous waste

Metric tons

179,000

206,000

206,000-13.1 Includes waste-to-energy, incineration, andlandfilled waste.

Deep well injection

Metric tons

N/A

N/A

N/A

N/A Per 3M’s Waste Management Program Standard,
deep well injection is not acceptable waste.

3. Scope of boundary for the waste metric includes 3M manufacturing locations with total output over 4.54 metric tons per year (10,000 pounds). Additional scope information can be found in the About report section.

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Waste3 (cont.)

-

-

-

-

- -

Zero waste to landfill% of total
manufacturing sites

45.9

44.9

45.2

2.23 -

Waste disposed (indexed to net sales)

Metric tons
per net sales(million $USD)

4.65

5.18

4.75

-10.2 -

Waste reduction in manufacturing

%

10.7

0.576

8.83

10.1 Indexed to net sales (million $USD), baseline year 2015.

3M transfer value of shipments (TVOS)
encompassed by total waste

%

97

99

99

N/A Scope of boundary for the waste metric includes 3M
manufacturing locations with total output over 4.54
metric tons per year (10,000 pounds). Additional scope
information can be found in the About report section.

Water4----

Water quality improvement

%

84.6

79.3

N/A

5.30 See the Glossary tab of ESG metrics.

Total water use

Million cubic
meters

34.8

37.3

41.4

-6.70 -

Total water use (indexed to net sales)

Million cubic
meters per net sales(million $USD)

0.00106

0.00109

0.00117-2.75 -

Increase in water efficiency

%

19.1

16.8

10.7

Sites located in water stress/scarce areas;water sources significantly affectedby withdrawal of water with water
conservation planning efforts

Total number

16

17

17

134

RY-2021 2022-2023 Boundary & scope
annualchange, %- -2.31 Indexed to net sales (million $USD), baseline year 2019.
In 2021, 3M expanded the water efficiency goal to reduce
global water usage: 10% by 2022, 20% by 2025, and 25%
by 2030.
-5.88 Water stressed or scarce areas includes 3M locations
with annual water use equal to or greater than 1,000
cubic meters in water-stressed areas defined as
extremely high baseline water stressed according to
the World Resources Institute (WRI) Aqueduct tool.

4. Scope of boundary for the water metric includes 3M manufacturing locations with total output over 4.54 metric tons per year (10,000 pounds). Additional information can be found in the About report section.

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Health and safety
MetricMetric units

RY-2023

RY-2022

Global lost time incident rate

Per 100 3M
employees(200,000
work hours)

0.528

0.451

0.397

17.2 -

Global recordable incident rate

Per 100 3M
employees(200,000
work hours)

1.37

1.27

1.14

7.52 -

Work related fatalities - total number

Total number

1

2

1

N/A -

Work related fatalities - 3M employees

Total number

1

1

1

N/A -

Work related fatalities - 3M contractors

Total number

0

1

0

N/A -

8,440,000

4,910,000

2,950,000

Metric units

RY-2023

RY-2022

RY-2021 2022-2023 Boundary & scope
annualchange, %Suppliers

Total number

55,20055,10060,700Total number of supplier reviews

Cumulative
number

8,610

8,320

7,870

MetricMetric units

RY-2023

RY-2020

RY-2015

Health and Safety Training Academies

Cumulative
customer training
instances

RY-2021 2022-2023 Boundary & scope
annualchange, %N/A Cumulative total since 2017.

Supplier responsibility
Metric0.181 N/A Cumulative total since 2008.

3M historical metrics
RY-2010

RY-2005

RY-2002

Historical reportingchange (%)

Environmental footprint

-

-

-

-

-

-

-

-

Scope 1 emissions (direct)5Metric tons CO2e2,350,000

3,600,000

3,770,000

4,280,000

10,100,000

16,800,000-86.0

Scope 2 location-based emissions(indirect)5Metric tons CO2e

1,300,000

1,680,000

1,860,000

1,940,000

1,700,000

1,540,000-15.6

5. 2012-2016 U.S. EPA GHG-MRR/IPCC AR5 based inventory accounting is not directly comparable to 2002-2011 WRI/IPCC TAR, AR4 based GHG accounting. 2002 inventory recalculated according to U.S. EPA
GHG-MRR/IPCC AR5 methodology (2.7% increase in absolute emissions over original reported value).

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RY-2015

RY-2010

RY-2005

RY-2002

136

Historical reportingchange (%)

Environmental footprint (cont.)

-

-

-

-

-

-

-

-

Scope 1 and scope 2 location-based
emissions5

Metric tons CO2e

3,650,000

5,280,000

5,630,000

6,220,000

11,800,000

18,300,000-80.1

Metric tons CO2e
per net sales(million $USD)

112

164

186

233

557

1,120

-90.0

%

90.0

71.1

69.2

66.0

35.5

N/A

N/A

Metric tons

3,740

3,800

4,840

6,070

6,800

N/A

-45.0

Metric tons
per net sales(million $USD)

0.114

0.118

0.160

0.228

0.321

N/A

-64.5

7,510,000

8,070,000

8,320,000

7,860,000

8,170,000

N/A

-8.08

230

251

275

294

385

N/A

-40.3

152,000

151,000

158,000

136,000

145,000

N/A

4.83

Metric tons
per net sales(million $USD)

4.65

4.69

5.21

5.09

6.84

N/A

-32.0

Total hazardous waste

Metric tons

56,60058,30045,60042,30047,700N/A

18.7

Total nonhazardous waste

Metric tons

179,000

182,000

172,000

134,000

132,000

N/A

35.6

Total water use

Million cubic
meters

34.8

44.7

42.2

43.0

49.0

N/A

-29.0

0.00106

0.001390.001390.00161

0.00231

N/A

-54.1

-

-

-

-

-

-

-

Scope 1 and scope 2 location-based
emissions (indexed to net sales)
Reduction scope 1 and scope 2
location-based emissions (metrictons CO2e, baseline year 2002)6
Total volatile organic compound emissions
Total volatile organic compounds
emissions (indexed to net sales)
Total energy use
Total energy (indexed to net sales)
Waste disposed: landfill, treatment,
and incineration7
Waste disposed: landfill, treatment, andincineration (indexed to net sales)

Total water use (indexed to net sales)

MWh
MWh per net sales(million $USD)
Metric tons

Million cubic
meters per net
sales (million $USD)

Health and safety-

Global lost time incident rate

Per 100 3M
employees(200,000
work hours)

0.528

0.331

0.321

0.364

0.594

N/A

-11.0

Global recordable incident rate

Per 100 3M
employees(200,000
work hours)

1.37

0.967

1.22

1.56

1.85

N/A

-26.2

6. An assessment was done in 2023 to calculate accumulated changes since 2019. The changes include structural, methodological, and data changes. The results show a total accumulated impact of less than a 2% scope 1
and 2 GHG emission reduction with 2002 or 2019 as the reference year. These changes, as well as others that result from the spinoff of the Health Care business, will be reported after the spinoff.
7. Starting in 2016, waste disposed and waste by disposal type does not include waste-to-energy. Total hazardous and total nonhazardous waste includes waste-to-energy.

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