Advancing

our impact

2023 Global Impact ReportWho we are

How we work

What we create

Site spotlights

About report

On the cover

3M 2023 Global Impact Report

Our carbon neutrality goal

Cover image of Battery Park in New York City, site of Climate Week NYC, September 2022. We hosted the
3M Climate Innovation Center to showcase some of our recent solutions that help combat climate change
and advance our ambitious carbon neutrality goal. 3M innovations for decarbonization, electrification, waste
reduction, and more were presented in an interactive display.
Watch attendees interact with our solutions (video, 0:59)

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 2050

Reduced37.8%

since 2019

78.8%

reduction in Scope 1 and2 location-based GHG
emissions since 2002

Visit our Global Impact website to accessdigital content.

2Who we are

How we work

What we create

Site spotlights

3M 2023 Global Impact Report

About report

3

Contents
Leadership
messages
Mike Roman, Chief
Executive Officer

Who
we are4

Gayle Schueller, Chief
Sustainability Officer 4

How
we workWhat
we create

3M at a glance

7

Leading withpurposeCorporate
governance

37

8Enterprise risk

41

 ustainability goalsS
and progress
12
Communities
Diversity, equity,and inclusion

26
33

Innovation
management

101

Customer-inspired
innovation
109

Site
spotlights

AboutreportBrownwood, Texas 115
Sagamihara, Japan 117

About report,
scope, andboundaries

122

Ranjangaon, India 119

GRI index

126

Corporate
Code of Conduct

43

SASB index

140

Human rights

50Compensation

56

Assurancestatement

143

Metric tables

147

Employeeprograms

59

Environmental,
health, and safety
management

65

Circular materials

74

Climate and energy 82
Suppliers

94

Who we are

How we work

What we create

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About report

Leadership messages | 3M 2023 Global Impact Report

4

Leadership messages
Among our accomplishments, we achieved 50%
renewable energy across our global operations —two years ahead of our 2025 timeline. We also madesubstantial reductions in our carbon footprint: a 37.8%
reduction of our greenhouse gas emissions since2019, building on our 78.8% reduction since 2002. We
reduced our use of virgin fossil-based plastic by 35.7
million pounds and further affirmed our commitment toplastics reduction by endorsing the Business Coalition
for a Global Plastics Treaty. We’re ahead of our 2022
water usage goal with a reduction of more than 10%,and we continue to engage with the Water Resilience
Coalition to help define net water positive and drive
progress as a member of the leadership committee.

Mike Roman
Chairman of the Board and Chief Executive Officer

Gayle Schueller
Senior Vice President and Chief Sustainability Officer

Last year marked the 120-year anniversary of 3M.
Many successful companies are founded on one big
idea: for us, it was the power of material science
to change the world. That’s our purpose as anenterprise, and it continues to drive us today.

Looking back on 2022, I’m proud of the strides 3M madetoward our sustainability commitments. We hit major
milestones, strengthened important collaborations,engaged meaningfully with the public, and sharpened
our focus for the future.

Read the rest of Mike Roman’s letter.

Having set several ambitious goals the prior year,
in 2022 we pursued them with urgency and intent.
In collaboration with internal and external partners,
we made progress on multiple fronts for our carbon,
water, and waste footprints.

To advance our social commitments, we created theposition of director of environmental justice. With adedicated leader in this important area, we now have afull complement of equity-based community initiatives,
which include programs for STEM education,
workforce upskilling, social justice, and giving andvolunteering. At the same time, we press forward with
our diversity goals for 3M’s workforce through ourrecruitment, hiring, and retention processes.
As we expand research and development into
emerging technologies, we’re creating new climatefocused innovations, including for green hydrogenproduction and low-carbon-intensity energy
separations. We were delighted to introduce someof these new technologies at Climate Week NYC
in September 2022. At the 3M Climate Innovation
Center, participants had the opportunity to interact
with our latest solutions for decarbonization,
electrification, energy efficiency, waste reduction,and sustainable infrastructure.

Who we are

How we work

What we create

In November we had a robust presence at COP27.
Along with a variety of 3M stakeholders, I participatedin several sessions through our partnerships with theUnited Nations Framework Convention on Climate
Change (UNFCCC) and other industry groups andnongovernmental organizations. It was also mypleasure to speak on clean energy, energy security,and collaborating for climate solutions. Climate Week
NYC and COP27 represent two of many engagements
we participated in last year. We know that 3M’s impact
is best amplified when we work with others, sharing
knowledge and resources to strengthen our collective
action toward a more sustainable future.
While we celebrate our progress, we continue
to act with urgency. 3M has the capability andresponsibility to create positive impact well beyond
our own footprint. We’ll partner with customers,
nongovernmental organizations, and other thought
leaders to design and lead an equitable and sustainable
tomorrow. With science at our heart, we’re positioned
to leverage innovation, technology, and collaboration
with our customers and other stakeholders to create
solutions not yet imagined as we strive to solve theworld’s greatest challenges.
2023 will be a transformative year for 3M. We’repreparing for the spinoff of our Health Care businessand the emergence of two world-class publiccompanies poised for continued growth. We’reevaluating the sustainability contexts for bothcompanies and preparing them to advance along theirrespective paths for the greatest possible impact.

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About report

It’s never been more important for 3M to focus on oursustainability commitments and take action. In thistransformational moment, the foundation we build
going forward will be critically important. For the
future of 3M, for the future of our planet, and for
future generations, we must continually reimagine
what’s possible.

Leadership messages | 3M 2023 Global Impact Report

Achieved over50%

renewable energy across ourglobal operations — two years
ahead of our 2025 timeline5Who we are

How we work

What we createWho
we are3M at a glance

7

Leading with purpose

8

Sustainability goals
and progress

12

Communities

26

Diversity, equity, and inclusion33

Site spotlights

About report

3M 2023 Global Impact Report6Who we are

How we work

What we create

Site spotlights

About report

3M at a glance | 3M 2023 Global Impact Report

3M at a glance
34.2B

$

in salesSales in~200

countries

100+

straight years of dividends

1.7B

$

in capital investments

Our purpose:

>200
sites

51

Technology Platforms

92K

employees globally>132K
patents

More than800

brands and trademarks

Over

55K
products

1.9B

One of$companies on the Dow Jones
Industrial Averagein R&D spend

30

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

7

Who we are

How we work

What we create

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Leading with purpose | 3M 2023 Global Impact Report8

Leading with purpose
Our commitment
We use a science-based approach to reimagine what’s
possible as we rise to the challenges that are mostmaterial to 3M and critical to our planet and its people.
Our goals and environmental, social, and governance(ESG) metrics reflect a heightened commitment tothinking holistically about how our people, products,
and operations can all contribute to a better andbrighter future.

Our impact
In 2022, we continued to build momentum aroundscience and collaboration in our operations and ourcommunities. We acted with urgency to implement
solutions that help us achieve our sustainability goals
for the environment, our communities, and — mostimportantly — the people they impact.

For over 120 years, 3M has been dedicated to scienceand exploration, taking on global challenges anddeveloping solutions for our customers. As a company,
we’re guided by our Purpose, Promise, and Principles
as we create unique and differentiated value for ourcustomers, shareholders, and stakeholders.

Our Purpose
Unlock the power of people, ideas, and science toreimagine what’s possible

Our Promise
Improve lives by helping solve the world’s
greatest challenges

Our Principles
Science-based performance
Unparalleled expertise, extraordinary outcomes
Makers of what’s next
Strength in collaboration
Change for good
These bind us together as one 3M, unified in our
ambitions and empowered to drive long-term growth,
reputation, and impact with every action. These
collective ideals correspond to expectations fromour customers, investors, and employees.

Who we are

How we work

What we create

Site spotlights

Unique anddifferentiated value

2022 global capabilities

The power of 3M is in the way we connect our
fundamental strengths of technology, manufacturing,
global capabilities, and brand to our customers. These
strengths define us as an enterprise and combine tobuild a business greater than the sum of its parts.

200

United States
CanadaGermany
Netherlands
UK/
Irelandcountries/regions

Sales & marketing ope
Manufacturing & conv
Technical capabilities

Lithuania
LatviaEstonia Poland

Finland
Austria
Czechia

Slovakia

1 3M Gulf consists of UAE

Hungary

UkraineRomania

Kazakhstan

Japan

Italy

Jamaica
Dominican
Republic

Honduras
El Salvador

PortugalSpain

TaiwanPuerto Rico Greece

Costa Rica
PanamaTurkeyBrazilColombia
EcuadorPeru

Uruguay

Key
Sales & marketing operations
Manufacturing & converting
Technical capabilities

Egypt

South Africa

Kenya

Indonesia

India

IsraelVietnam

Malaysia

Pakistan

Paraguay

Bolivia
Chile

NigeriaSouth Korea

Philippines

3M
Gulf 1

MoroccoTrinidad& Tobago

Qatar, Lebanon, Egypt,
Oman, Kuwait, and Bah

China

FranceGuatemala

Kazakhstan

SwedenNorwayDenmark

Belgium

MexicoSaudi
Arabia Thailand
Singapore

Australia
New ZealandArgentina
Sales in 200 countries /regions

Manufacturing& converting in
30 countries/regions

Laboratory & applicationengineering in 47 countries/regions

Sales and marketing operations
in 67 countries/regions

1 3M Gulf consists of UAE,

Qatar, Lebanon, Egypt,
Oman, Kuwait, and Bahrain

China
Japan

Italy
Portugal
Spain

Connected
Moroccofundamental
Turkeystrengths:
Egypt

Puerto Rico Greece

Uruguay

66

countries/regions
Switzerland

FranceBrazilSales & marketing
operations in

47

countries/regions

9

Key

True global capabilities require more than justpresence in markets around the world. They require
the skills of our global organization to execute our
Lithuania
business models so we canenter thosemarkets
Switzerland
Latviasuccessfully— and take our fundamental
strengths
Estonia
Germany
PolandSweden Finland
almost anywhere in the world
—
as
we
apply
science
Netherlands
Austria
Slovakia
NorwayBelgium
Ukraineto improve every
life.
Czechia
Hungary
Denmark

Jamaica
Dominican
Republic

Laboratory & applicationengineering in

29

countries/regions

3M is also about manufacturing capability. We
have a competitive advantage through in-housemanufacturing site ownership. 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.

Romania

Manufacturing &converting inSales inWe 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. Robust intellectual
property supports our technology, positioning us
to do unique things with and for our customers.
Read about 3M’s four business groups on pages
4­–5 of our 2022 Annual Report on Form 10-K.

UK/
Ireland

Leading with purpose | 3M 2023 Global Impact Report

About report

TaiwanSouth Korea
Vietnam

Technology | Manufacturing | Global capabilities | Brand

NigeriaParaguay
South Africa

Philippines

3M
Gulf 1

Malaysia

PakistanIsraelIndia
Saudi
ArabiaIndonesia
Australia
New ZealandWho we are

How we work

What we create

Site spotlights

About report

Leading with purpose | 3M 2023 Global Impact Report10

Our Strategic Sustainability Framework
3M’s corporate Purpose expresses our ambition to leverage our passion for science to reimagine what’s possible. Together with our Promise and Principles, 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
Design solutions that do more with less material,
advancing a global circular economy.
We must reimagine our traditional global economy’s
linear business model that strains ecosystems bydepleting natural resources faster than they can bereplenished. In its place, a circular model uses theseessential resources only while having a net positive
impact on supply, and it eliminates reliance on
nonrenewable finite resources altogether. It measuresbusiness success in large part on the ability to do morewith less, keeps products and materials in use, designs
out waste and pollution, and restores and regenerates
natural systems and biodiversity.
At 3M, we understand the urgency of this issue, andwe see the circular economy as an opportunity tocreate impactful solutions, inspire leadership, andimplement disruptive change across all industries.
For more information, see the Circularmaterials section.

Science for Climate
Innovate to decarbonize industry, accelerate
global climate solutions and improve ourenvironmental footprint.
The impacts of global climate change on our planet
and its people have never been clearer. Extreme
weather events, rising sea levels, urban heat islands,
elevated pollution levels, poor air quality, andscarce resources have underscored how urgently
corporations must act to try to slow these harmful
effects to both our natural and built ecosystems.
At 3M, we’re advancing 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 andenergy section.

Science for Community
Create a more positive world through science andinspire people to join us.
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.
We recognize the importance of equal access toscience, technology, engineering, and mathematics(STEM) education and careers. Equitable opportunities
in STEM lead to stronger communities, a stronger 3M,
and a brighter collective future. We also commit toadvancing diversity, equity, inclusion, and social andenvironmental justice within our company
and community.
Together with our partners, we will advance anequitable and sustainable future for all.
For more information, see the Communities section.

Who we are

How we work

What we create

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Leading with purpose | 3M 2023 Global Impact Report

About report

11

Transforming 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

1987 – 3M Air Emission
Reduction Program
launches, driving an 88%
reduction in volatileorganic compounds air
emissions by 2001

1970s
1975 – Pollution Prevention
Pays (3P) program starts.
We’ve completed morethan 16,300 3P
projects, preventing
more than 2.88
million short tons ofpollution and saving
over $2.37 billion

1980s

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

1990s

2000s

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.

2020s
2019–2021 – We accelerate ourambitions by announcing 12 new or
expanded goals across all three pillars,
including requiring a Sustainability
Value Commitment for 100% of new
products, achieving carbon neutrality
in our operations, and investing $50
million toward equitable workforce
development and STEM educationin the U.S.

Who we are

How we work

What we create

Site spotlights

100%
Sciencefor Circular
Design solutions that do morewith less material, advancing a
global circular economy

Leading with purpose | 3M 2023 Global Impact Report

About report

Sustainability Value
Commitment for new products

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

54.2

million pounds ofplastic reduced

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

Learn more
20192025 goal

0.58%

Learn more
2021

2025 goal

16.8%

manufacturing
waste reduced

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

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

2022 goal results

2025 goal

44.9%

Learn more
20192025 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 more
2015

12

2025 goalOn pace – For 3M’s global manufacturing
operations, enhance the quality of water returnedto the environment from industrial processes by2030.3,4 Our initial focus is on implementing
state-of-the-art water purification technology
at the largest water use locations globally andhaving them fully operational by 2024
Learn more2019

 or projects passing a ‘gate’ in our new product commercialization
F
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.).
1

457

completed supplierassessments

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

172024 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

How we work

What we create

Sciencefor Climate
Innovate to decarbonize
industry, accelerate global
climate solutions and improve
our environmental footprint

Site spotlights

37.8%

Leading with purpose | 3M 2023 Global Impact Report

About report

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

renewable energy

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

Learn more

Learn more
2019

121M

2015

2030 goal

metric tons CO2
equivalent

On pace – Help our customers reduce their GHGs
by 250 million tons of CO₂ equivalent emissions
through the use of our products2022 goal results

51.9%

2025 goal

13.1%

improved energy
efficiency

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

Learn more

Learn more
2015

2025 goal

2015

2025 goal

78.8%
1

 xpands our previous 2025 goal to stay below 50% of our 2002
E
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.

13

reduction in Scope 1 and2 location-based GHG
emissions since 2002

Who we are

How we work

What we create

Site spotlights

45.1%
Science forCommunity
Create a more positive world
through science and inspire
people to join us

Leading with purpose | 3M 2023 Global Impact Report

About reportdiverse talent inmanagement

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

2015

9.02%

Learn more
2021

Ongoing goal

workforce diversity

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

2022 goal results

Learn more
2020

100%

2025 goal

workforce diversity

Learn more

6.39%

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

2020

1.04M

Ongoing goalpay equity globally

On pace – Maintain or achieve 100% pay equity globally

82.1M

$

invested in cash
and products

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

81.8K

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 more2020

In 2021, 3M updated the goal maturity date to 2030 from 2025. See
3M’s 2021 Global Diversity, Equity & Inclusion Report for more details.
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.
1

Ongoing goal

23.6M

$

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

4.91M

2025 goal

training instances

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

Learn more
2021

14

2025 goal

2015

2025 goalWho we are

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Leading with purpose | 3M 2023 Global Impact Report

15

Stakeholder engagement

How we work with stakeholders

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.

Stakeholder

How we engage

More information

Employees andjob seekers• Respecting human rights and diversity, equity, and inclusion

Employee programs• Providing a safe and healthy work environment

Diversity, equity, and inclusion• Providing competitive compensation and benefits

Communities• Attracting and retaining the highest talent by being a company
employees are proud to work for

Human rights• Delivering profitable returns on investment

Investor relations webpage• Disclosing timely, concise, and relevant information (related toeconomic, environmental, and social issues)

ESG metrics

We believe stakeholder engagement should be basedon candid and authentic dialogue — grounded in 3M’s
Principles — and should help us evolve our strategic
priorities. Stakeholder engagement varies greatly
by geography, type, and function. For example, we
frequently engage 3M employees globally throughsustainability communications and events with diverse
content based on our priority topics.

Investors andshareholders• Responding to inquiries• Upholding corporate values
Customers andpartners• Providing diverse innovative product solutions that help ourcustomers deliver on their promises• Offering a diversified portfolio of high-quality products

Innovation management
Customer-inspired innovation• Providing products with sustainability attributes to address andhelp solve global challenges
Government/
regulators,
nonprofit
organizations,
NGOs andexperts• Complying with laws, regulations, and policies

Corporate governance• Supporting and engaging on development and modification
changes

Climate and energy• Providing support to advance and solve global issues

Communities• Partnering to understand societal concerns

Diversity, equity, and inclusion
Circular materials
Suppliers

Local
communities
and consumers• Supporting and engaging in citizenship activities across ourvalue chain• Providing economic and social value to communities while
minimizing environmental impact

Communities
Environmental, health, andsafety management• Supporting communities to help them thrive
Academic/scientificorganizations• Engaging on technical scientific research to develop innovative
solutions for society

Circular materials
Climate and energy
Innovation management
Customer-inspired innovation

Suppliers• Partnering with suppliers and contractors that meet or exceed
expectations

Suppliers• Supporting collective efforts to deliver business results

Circular materials• Collaborating to identify, resource, and amplify sustainability
initiatives• Respecting human rights for workers

Human rights
Climate and energy

Who we are

How we work

What we create

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About report

Materiality assessment

2022 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

Leading with purpose | 3M 2023 Global Impact Report

Topic• 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.

• Water quality• Designing products and packaging with less or no waste1• Manufacturing waste• Community health, safety, and well-being1• Responsible sourcing and supplier sustainability1

Following the 2022 assessment, we analyzed theinsights and inputs from stakeholders and developed
our Sustainability Priority Matrix. The matrix shows ourpriority topics and demonstrates how our sustainability
goals align with the United Nations 2030 Agenda
for Sustainable Development, which includes 17
Sustainable Development Goals (SDGs).

• 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 matrix categorizes topics into three priority tiers:• Water usage and availability

Tier 1 – Greatest potential for 3M to have impact• Employment and reskilling for underresourced or marginalized communities2

Tier 2 – High potential for 3M to have impact• Access to safe and affordable drinking water1

Tier 3 – Moderate potential for 3M to have impact• Racial justice and inequality1• Air quality• Advocacy, public policy, and engagement to support and promote social justice, science, health,environment, and safety• Supplier diversity11
2

New topic for 2022.
Topic modified from 2020 materiality assessment.

16

Who we are

How we work

3M Sustainability Priority Matrix:

What we create

Site spotlights

About report

Leading with purpose | 3M 2023 Global Impact Report

Science for Circular

Priority topic & tier

Our actions

Additional information

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 embeds sustainability into
the pipeline that produces 3M’s diverse global products.
Considerations include reusability, recyclability, waste
reduction, energy and water savings, and responsible
sourcing or use of renewable materials appropriate to thespecific product throughout its life cycle. In 2022, R&D
developed SVC training materials to empower productdevelopment teams to account for social equity intheir process.

Circular materials

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

1
Sustainable products
and services

1
R&D investment

2
Designing products andpackaging with less or
no waste2
Safety of products andservices

1
Chemical management

1

17

Climate and energy
Customer-inspired innovation
Innovation management
3M Sustainability Value
Commitment

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

9.4

In 2022, 3M invested $1.9 billion in research anddevelopment.

3M’s Chemicals Management Policy reflects the valuesof 3M and our stakeholders. To continually improve theenvironmental, health, and safety attributes of our products,
3M has identified specific chemicals whose use in products
and manufacturing processes is subject to restrictions or
specific management actions.

12.2, 12.5

8.4

We serve our customers through a wide range of innovative
products that help them improve energy efficiency andreduce their GHG emissions. 3M is at the forefront of the
global effort to bring science and innovation to
workplace safety.

Product safety, quality, and stewardship must always be
primary considerations during the design, manufacturing,marketing, and sale of 3M products, as outlined by our
Product Safety, Quality, and Stewardship Principle.

Related SDG

Innovation management
Circular materials
Product Safety, Quality, andStewardship Principle
Chemicals Management Policy

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

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Science for Circular (cont.)

Priority topic & tier

Our actions

Additional information

Goals & commitments

Water quality

In 2021, 3M became a leadership member of the Water
Resilience Coalition to join a CEO-led network of over 25
companies committed to collectively accelerating the scaleof proven solutions to global water challenges including
water quality.

Circular materials

Reduce global water usage by thefollowing amounts: 10% by 2022,
20% by 2025, and 25% by 2030,
indexed to sales22Water usage andavailability

3
Access to safe andaffordable drinking
water

3

Plastic and packaging
waste

2

Manufacturing waste

2

18

We know we can make a difference by creating systems topromote a future of water circularity, a future where water
stress is eliminated, resources are circulated, and nature is
regenerated.

3M commits to achieving carbon
neutrality, reducing water use, andimproving water quality
3M joins Water Resilience
Coalition, CEO Water Mandate

We will continue to build on our strong foundation, advanceour strategy, and invest in science-based commitments
toward our water reduction goal. Through collaboration
and application of 3M technology, we are improving theavailability of water globally, including a 16.8% reductionin our water usage, indexed to sales, since 2019.

6.3, 6.4, 6.bEngage 100% of water-stressed/
scarce communities where 3M
manufactures on communitywide
approaches to water management
by 2025

To support our circularity efforts, we work to selectpackaging materials on the front end so they can berecycled after use rather than discarded on land or inwaterways. We also continue to increase recycled content,
make our packaging easier to recycle, encourage reusable
packaging where appropriate, and increase the use ofrenewable materials.

Circular materials

We believe it is our responsibility to carefully assess
renewable and recycled materials, water, packaging, andwaste as we focus on designing solutions that do more withless material, advancing a global circular economy.

Circular materials

We reduce, recover, reuse, and recycle byproducts and othersurplus material in our operations whenever feasible. When
not feasible, we responsibly dispose of waste materials.

For 3M’s global manufacturing
operations, enhance the quality ofwater returned to the environment
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 themfully operational in 2024

Related SDG

3M Sustainable Packaging
Solutions

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 fossilbased plastic by 125 million pounds
by the end of 20255
Reduce manufacturing waste by
10%, indexed to sales, by 2025
Achieve zero landfill status at morethan 30% of manufacturing sites
by 2025

12.5

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Science for Circular (cont.)

Priority topic & tier

Our actions

Additional information

Goals & commitments

Biodiversity andecosystems

In our supply chain, we prioritize forest products for
additional formal expectations because of potential
environmental risks such as deforestation and habitat loss.
As a global paper purchaser and sustainability leader, we’re
well-positioned to positively influence practices throughout
the forest products supply chain.

Environmental, health, and safety
management

Reduce Scope 1 and 2 market-based
GHG emissions by at least 50% by2030, 80% by 2040, and achievecarbon neutrality in our operations
by 205073

19Within our operations, we focus on incorporating circularity
across all our business decisions. We have a role to play incarefully integrating renewable and recycled materials andenhancing the circularity of water, packaging, and waste.
3M and 3M Foundation help build sustainable communities
through strategic investments aimed at restoring
natural ecosystems.

Circular materials
Suppliers
Sustainable Forestry

Reduce global water usage by thefollowing amounts: 10% by 2022,
20% by 2025, and 25% by 2030,
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 fossilbased plastic by 125 million pounds
by the end of 20255
Engage 100% of water-stressed/
scarce communities where 3M
manufactures on communitywide
approaches to water 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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Science for Climate

Priority topic & tier

Our actions

Additional information

Goals & commitments

Climate change and
GHG emissions

We are committed to innovate to decarbonize industry,
accelerate climate solutions, and improve ourenvironmental footprint.

Climate and energy

Reduce Scope 1 and 2 market-based
GHG emissions by at least 50% by2030, 80% by 2040, and achievecarbon neutrality in our operations
by 20507

1

In 2021, 3M announced that we expect to invest
approximately $1 billion over the next 20 years to support
environmental goals, including achieving carbon neutrality
in our operations by 2050.

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

Innovating to address climatechangeEnergy usage and use ofrenewable energy

1

We are committed to continually improving energy
efficiency, leveraging engineering expertise and advances,driving site-level efficiency improvements, maintaining top
management support, and protecting 3M’s reputation.

Climate and energy
Innovating to address climatechangeWe serve our customers through a wide range of innovative
products that help them improve energy efficiency andreduce their GHG emissions.

Air quality

3

20

An important component of 3M’s sustainability strategy
is our commitment to improving air quality globally while
delivering on our customers’ needs and expectations forhigh-performance products. 3M has developed internal
programs to minimize our air emissions.
We collaborate with the international nongovernmentalorganization Clean Air Asia on science-based air quality
solutions for New Delhi, India, and metro Manila, Philippines.

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

7.3

Help our customers reduce their
GHGs by 250 million tons of CO₂
equivalent emissions through the useof 3M products by 2025
Climate and energy
Our partnership with Clean Air Asia

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

11.6

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Science for Community

Priority topic & tier

Our actions

Additional information

Goals & commitments

Health and safetyof employees andcontractors

3M’s approach to managing and assuring human rights,
workplace safety, and well-being within our workplaceand supply chain is derived from the 3M Code of Conduct.
We implement these programs through our global policies,
management system, assessments, audits, training, andmetrics tracking.

Environmental, health, and safety
management

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

At 3M, we set a high bar for environmental and social
governance, and we expect the same from our suppliers.
We expect our suppliers to be transparent about their social
practices including labor, health, safety, environmental,
ethics, and management systems; provide improvement
ideas; and work with us to transform our shared value chain
as stated in our Supplier Responsibility Code.

Responsible Minerals

1
Human rights and labor
practices in the supply
chain

2
Responsible sourcing
and suppliersustainability

2
Supplier diversity

Human rights
Suppliers
3M’s Code of Conduct

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

Related SDG

8.7, 8.8

Supplier Responsibility CodeSupplier Diversity
16.5, 16.7

Sustainable Forestry
3M named as one of the World’s
Most Ethical Companies by
Ethisphere Institute for 10thconsecutive year

3
Community health,safety, and well-being

2
Infectious disease andpublic health issues

2
Employee training,development, andwell-being

3

21

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.

Communities
Customer-inspired innovation
Environmental, health, and safety
management

For the global health care industry, we take a patientcentered approach to innovation and develop reliable, quality Employee programs
products and solutions. In 2020, we launched 3M Impact
Innovation management
Health Care to use our health care expertise to help address
Our partnership with Clean Air Asia
health care inequities.
3M SM Health Care Academy
3M is committed to developing employees and building apurpose-driven culture. Throughout the organization, we
Helping the world respond to
reinforce behaviors that foster an inclusive workplace, and
COVID-19
we provide competitive benefits and recognition programs
Mitigating the Risk of Infectious
to support employees throughout their career. Work Your
Disease Spread ThroughWay is our trust-based flexible work model that drives wellContamination Prevention
being and productivity in ways that enable our business andperformance goals.

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.

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

3.c, 3.8

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Science for Community (cont.)

Priority topic & tier

Our actions

Additional information

Goals & commitments

Employee diversity,
equity, and inclusion

We advance meaningful actions toward a more equitable
future for our global employee base, including training,development, and recruitment efforts focused onunderrepresented populations. We foster an inclusive
culture that supports and appreciates differences andprovides fair and equal opportunities for everyone.
And we continue our efforts toward building a diverse
workforce around the world.

Diversity, equity, and inclusion

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

2
STEM education,
training, and workforce
development

2
Employment
and reskilling forunder-resourced
or marginalized
communities

3M empowers the next generation of scientists andengineers by supporting education initiatives that advanceequitable outcomes in STEM for underrepresented students
globally. As a science-based manufacturing company, we’re
motivated to support a more equitable pathway to science,
manufacturing, and skilled trades jobs.

3

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

Double the pipeline of diverse talenta
3M helps ‘industrial’ athletes chase in management globally to build8
diverseworkforceby
2030
their skilled trade dreams
Not the Science Type spotlights
STEM equity at Brand Storytelling
2022
Young Scientist Challenge
Science at Home

Racial justice andinequality

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. workforce9,10Advance economic equity bycreating 5 million unique STEM andskilled trades learning experiences
for underrepresented individuals by
the end of the 2025-26 school year11

3

Related SDG

4.4, 4.5, 4.c

5.5

10.2

Invest cash and products foreducation, community, andenvironmental programs by 2025
Advocacy, public policy,
and engagement tosupport and promotesocial justice, science,
health, environment,
and safety

3

22

At 3M, we believe in fair treatment, access, and opportunity
for all individuals, and we’re committed to removing barriers
to equity.
3M advocates for environmental, health, and safety policies
and regulations that are guided by science-based decisionmaking and encourages the adoption and implementation of
innovative solutions.

Communities
Diversity, equity, and inclusion
Corporate governance
Climate and energy
Environmental, health, and safety
management
Innovation management
Lobbying and Political Activities
Governance
Equity & Community website
State of Science Index Survey

17.14

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23

3M Sustainability Priority Matrix
Priority topic & tier

Our actions

Additional information

Collaboration andpartnerships

In collaboration with our employees, customers, partners,
government, and communities, we apply our expertise andtechnology to help solve shared global challenges. We
continually look to our stakeholders to help us increase
our understanding, broaden our awareness, seek technicalinput and expertise, and evaluate possible collaborations
and strategic relationships. We rely on their counsel andexpertise to help guide us.

Communities

We focus on advocacy, support, and collaboration in ourefforts to inspire leadership, innovation, and disruptivechange, all driving impact for a more sustainable future.

Environmental, health, and safety
management

3

Goals & commitments

Related SDG

Circular materials
Climate and energy
Customer-inspired innovation
Diversity, equity, and inclusion

17.16

Climate and energy

Innovation management
Equity & Community website

Ethical and transparent
business practices

1

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.

About report
Corporate Code of Conduct
3M’s Code of Conduct
3M Diversity, Equity & Inclusion(DEI) Report

16.6

3M named as one of the World’s
Most Ethical Companies by
Ethisphere Institute for 10thconsecutive year
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.
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 2021.
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. See 3M’s 2021 Global Diversity, Equity & Inclusion Report for more details.
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.
112021 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.
12

Who we are

How we work

What we create

Past, present, and future
ESG priority topics
From 2014 to 2022, we’ve seen stakeholder priorities
shift in the following ways:• From 2014 to 2022, climate-related issues haveincreased in importance for 3M, with a new topic
of product innovation to solve climate, health, andsafety challenges being the most material to 3M• Emerging issues new to 2022 include productinnovation to solve 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; collaborationand partnerships; biodiversity and ecosystems;
access to safe and affordable drinking water; racial
justice and inequality; and supplier diversity• Health and safety of employees and contractors andethical business moved from Tier 2 to Tier 1 in 2022
• Employee diversity moved from Tier 3 to Tier 2
in 2022• Plastic and packaging waste, water quality, humanand labor rights moved from Tier 1 to Tier 2 in 2022
• Air quality moved from Tier 1 to Tier 3 in 2022
• Water usage and availability moved from Tier 2 toTier 3 in 2022
The emergence of biodiversity and ecosystems as a
new priority topic in 2022 has validated a category ofwork 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 and 3M Foundation, while we’ve partnered with
Earthworm Foundation to implement projects in our
supply chain.

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Stakeholder feedback

Risk management

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

3M’s Enterprise Risk Management (ERM) processaddresses priority topics from our materiality
assessment. This process provides recognition andownership of the most significant potential risks to thecompany’s shareholder value and our communities. For
example, climate change is one of the most important
topics stakeholders think 3M should address. Within
the ERM process, climate change risk was previously
integrated as part of several existing high-risk areas,such as material vulnerability, product stewardship,
and operating safety, but in 2022 we added it as adiscrete risk to proactively monitor, measure,and manage.

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 issues but felt thatthe following Tier 2 and 3 issues were worthy of
higher priority:• Biodiversity and ecosystems• Social issues 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 toadvance our impact significantly in the coming months
and years.
We see opportunities across all three pillars of ourStrategic Sustainability Framework, and external
stakeholder feedback will continue to help inform
our strategy.

Learn more about 3M’s overall risk management in
the Enterprise risk section and more about how
we mitigate climate risk, including TCFD (Task
Force on Climate-Related Financial Disclosures)
recommendations, in the Climate and energy section.

Who we are

How we work

What we create

Sustainability 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
ESG-related topics and performance indicators
relevant to various sectors of the company are also
included in the report. 3M’s executive-level Corporate
Environmental Responsibility and Sustainability
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.

As a global science, technology,
and manufacturing company, we
believe 3M is positioned to bringour full capabilities to bear inadvancing meaningful impact.

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25

Looking forward
We need science now more than ever, and oursustainability pillars — Science for Circular,
Science for Climate, and Science for Community —will continue to shape our actions as we pursue asustainable future — one in which ecosystems thrive,
communities are safe and healthy, and opportunities
are equitable and accessible to all.
In 2023, our stakeholders’ priorities will help guideus as we work to reinvent the products, processes,
and systems that will help solve the world’s greatest
challenges. As we continue to integrate insights into
our strategy, we’ll be responding to the most criticalconcerns of our employees, customers, suppliers,
and investors.
In late 2023, we anticipate the planned spinoff of our
Health Care Business Group, which 3M announced inJuly 2022. This will establish two strong independent
enterprises focused on their respective business areas.
We’re currently assessing how this will affect oursustainability strategy and goals. We look forward to
sharing details in future communications.
As a global science, technology, and manufacturing
company, we believe 3M is positioned to bring our fullcapabilities to bear in advancing meaningful impact.
As we act with urgency, we know systemic change
requires resources and long-term dedication. Our
customers, employees, and communities deserve it.
People around the world are motivated by it — andour future will be better for it.

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How we work

What we create

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26

Communities
Our commitment Our sustainability goals
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, workforce
development, and community and environmental
programs — with a focus on underrepresented
populations and underserved communities.

Invest $50 million to address
racial opportunity gaps in
the U.S. through workforce
development and STEM
education initiatives by theend of 20251

Invested

23.6M$

Our impact

Invest cash and products foreducation, community, andenvironmental programs by 2025

Advance economic equity bycreating 5 million unique STEM andskilled trades learning experiences
for underrepresented individuals by
the end of 20252

Provide 300,000 work hours of skills-based
volunteerism by 3M employees to improve lives
and help solve society’s toughest challenges by
the end of 20253

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.

Provided

81.8K
hours

Established in 2021.
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.
3
Goal was initiated in 2019. Skills-based volunteering is primarily
delivered through the 3M Impact program.
1
2

Invested

82.1M$

Created

1.04M
experiences

Who we are

How we work

What we create

As part of our Science for Community pillar of
3M’s Strategic Sustainability Framework, we help
address social and economic disparities aroundthe world. Through a variety of new and existing
programs, we invest to build a strong foundation forequitable outcomes far into the future. To optimize
our actions, we leverage research on social impact
to inform investment decisions and collaborate withour community partners to track outcomes, minimize
barriers, and expand future opportunities for3M engagement.

$50 million commitment over five years

Investing in more
equitable communities
Through the work of 3M and 3M Foundation, we
help build sustainable communities through strategic
investments and the thoughtful involvement of
3M employees worldwide who volunteer to makea difference. Since 1953, 3M and 3M Foundation
have invested $1.98 billion in cash and productcontributions in communities where 3M operates.
3M and 3M Foundation develop and implement
strategies and partnerships with leading community
organizations committed to advancing equitableoutcomes in our community. The 3M Foundation Boardof Directors and Corporate Contributions Committee
govern this work and are comprised of a diverse set of
senior-level company executives.

1.98B

$

Communities | 3M 2023 Global Impact Report

About report

To assure our support benefits the communities being
served, 3M and 3M Foundation provide financial
support to key partners and initiatives to help evaluate
the outcomes of prospective grants and employee
engagement initiatives.

In addition to the below, more information about ourefforts to support equitable communities, including
key highlights and actions taken in 2022, can be foundby visiting our Diversity, Equity & Inclusion(DEI) Report.

Since 1953, 3M
and 3M Foundation
have invested

Site spotlights

In 2022, 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 by the end of 2025.
This investment is in addition to our existing
corporate philanthropy. Contributions for 2022
totaled $11.6 million.

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. In 2021,
we dedicated $10 million to create 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.

To measure our impact and inform future investments,
we worked with Ecotone Analytics to capture oursocial return on investment (SROI) using data fromevidence-based 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 from $12
million invested to a projected $35 million in social
value returns (increased wages, additional taxes paid,
avoided justice system costs, etc.).
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

Everyin cash and product contributions incommunities where 3M operates

1

$

27

we invest in ourcommunity

generates nearly3$

worth ofsocial impact

Who we are

How we work

What we create

Community outreachNo organization can advance social justice andcreate racial equity on its own. At 3M, we believe
those closest to a community’s challenges are bestequipped to design and inform the most equitable
solutions. Championing the voices and perspectivesof community members and leaders helps us offer
solutions that are truly community-focused. Among
our most significant partnerships:• The 3M Community Coalition is a group of diverse
leaders from across Minneapolis and St. Paul.
Formed in 2020, it helps guide our $50 million
investment with a focus on racial equity challenges
in St. Paul. The coalition’s input guided our decision
to invest in students’ basic needs, expand ourinternal equity initiatives, and leverage 3M’s assets
and competencies 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
in partnership with community-led nonprofit
organizations to address inequities related to theirmarkets. The business groups focus on addressing
gaps in homeownership rates (Consumer), increasing
access to health care for underserved individuals(Health Care), improving school zone safety(Transportation & Electronics), and diversifying
the pipeline for skilled trades workers (Safety &Industrial). Our business leaders continue to informways our philanthropy can bolster both community
outcomes and business objectives.

Site spotlights

About report• 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. The coalition continues to inform
our equity practices at 3M.

Environmental justiceThroughout 2021 we accelerated our efforts aroundenvironmental justice, building our expertise and our
relevant responsibilities as an organization. In 2022
we created the new role of director of environmental
justice to develop and elevate a global environmental
justice program. We’ve advanced a cohesive strategy
for working alongside underserved communities andare starting to implement it at initial sites.
3M leverages philanthropy to supplement ourcommitment to operational change for environmental
justice. For example, since 2020 we’ve supported theAmerican Forest Foundation’s Sustainable Forestry
and African American Land Retention (SFLR) Program,which helps African American families generate
income from their land. This can turn land into an asset
to be shared across generations while also keeping
forests as forests. Learn more at Sustainable Forestry.
3M uses the Environmental Protection Agency’s
definition of environmental justice: “Environmental
justice is the fair treatment and meaningful
involvement of all people regardless of race, color,
national origin, or income, with respect to thedevelopment, implementation, and enforcement ofenvironmental laws, regulations, and policies. This
goal will be achieved when everyone enjoys:• The same degree of protection from environmental
and health hazards• Equal access to the decision-making process tohave a healthy environment in which to live, learn,
and work”

Communities | 3M 2023 Global Impact Report

28

Empowering thenext generation
3M empowers the next generation of scientists
and engineers by supporting education initiatives
that advance equitable outcomes in STEM forunderrepresented students globally. This will help leadto economic equity, especially for individuals frommarginalized populations. Since 2021, we’ve supported
over 1 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.

Learn more by watching A More
Equitable Future: Inspiring New STEM
and Skilled Trades Talent (video, 1:54).
In December 2022, Dr. Jayshree Seth, 3M’s
chief science advocate and a corporate scientist,
represented 3M at the White House Summit on Equity
and Excellence in STEMM (science, technology
engineering, mathematics and medicine). The summit
kicked off a partnership between The White House
Office of Science and Technology, the American
Association for the Advancement of Science, and the
STEMM Opportunity Alliance. These entities will form
an Advisory Council to help create a national strategy
for increasing equity in STEMM. James Momon, 3M’s
chief equity officer, will represent 3M as an advisor on
the council.

Who we are

How we work

What we create

Site spotlights

About report

Supporting STEM experiences
Science at Home – The COVID-19 pandemic continues
to affect our communities, including the learning loss
that’s been experienced by many students. Existinglearning gaps only widened during the pandemic. In
2022, our Science at Home online program, created inpartnership with the Bakken Museum in Minneapolis in
April 2020, continued to provide accessible hands-on
science-related content. 3M also continues to provide
grant funding for participating teachers through theDonors Choose platform, which provides schoolsupplies to help support STEM education.
Science Encouragement Programs – We’ve
reinvigorated this set of volunteer programs designed
to connect students with 3M scientists and engineers
and inspire them to 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) for St. Paul public high school juniors andseniors from diverse backgrounds pairs students
with a 3M mentor and offers hands-on experience ina 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

3,800+
girls attended summer
STEM lab camps
across the U.S.

• 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
In 2022, we increased program expectations and due
diligence by standardizing our processes, making the
programs more robust and replicable. 3M Visiting
Wizards, traditionally a Minnesota-based program, has
expanded globally, and 3M Tech Talks is set to expandin 2023.

Communities | 3M 2023 Global Impact Report29

National Society of Black Engineers (NSBE) –In 2022, we supported NSBE’s SEEK program,a hands-on summer engineering experience for
African American students in grades 3 to 5.
Project Scientist – In 2022, 3M supported over 3,800
learning experiences for girls participating for free insummer STEM lab camps across the U.S.
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.”
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. Learn more about these
initiatives at 3M’s Diversity, Equity & Inclusion(DEI) Report.

Who we are

How we work

What we create

Opening doors to the skilled trades
Community training resources – As manufacturing
evolves and companies like 3M invest in facilities of the
future, it’s essential to help our local technical schools
and high schools access appropriate technologies
and training. To keep the workforce pipeline flowing,
we continue to invest in programs including the3M Manufacturing and Academic Partnership,
Skills USA and WorldSkills, and Teach For America.
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 needfor skilled 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.
Learn more at 3M and the National Coalition of
Certification Centers award national scholarships.

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, we invest
in volunteer programs that promote a circular

Site spotlights

About reporteconomy, fight against climate change, and create amore positive world through science to inspire andempower our employees to drive change. In 2022, we
resumed our global activity after a two-year hiatus due
to COVID-19. We provided 30,100 work hours of skillsbased volunteerism by 3M employees in 2022.
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.

Communities | 3M 2023 Global Impact Report

3M and NC3 awarded 50

1,000

$

scholarships to students in theskilled trades• 3M Impact Local – Employees work with anonprofit organization or social enterprise in theirown community.
• 3M Impact Health Care – Employees use
health care expertise to address health careinequities and build the capacity of nonprofit
and community health organizations that serve
historically disadvantaged populations. A national
study conducted by 3M in 2022 highlights thepervasiveness of health care inequities and theimportance of this work.

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 2022, 3M offered a $20 volunteer
match for each hour of service, up to $500.
Since 2000, 3M and 3M Foundation have donated$12.2 million in 3M Volunteer Match dollars, andin 2022 Volunteer Match grants supported 1,350
unique schools and nonprofit organizations throughout
the U.S. In addition, 3M expanded its support of 3M
employees serving on nonprofit boards of directors
with a new 3M Board Service Match program in 2022.

$

30

Who we are

How we work

What we create

Giving that starts at home
3M amplifies employees’ philanthropic impact throughrelevant matching gift programs. In the United States,the 3M Community Giving Match and College &University Match programs matched up to $1,000 per
employee gift in 2022 plus an added level of matching
gifts to higher education institutions. In 2022, global
employees contributed $3.25 million in donations andpledges through the 3M matching gift programs.

W hen combined with the match,
this totaled more than $5.5 million in
donations to help solve our communities’
greatest needs, supporting more than
4,020 organizations.

Product donations
We work to provide 3M products to a multitudeof U.S. nonprofit organizations, from hospitals toschools to shelters. A large part of this effort involves
donating excess inventory to leverage life-improving
products in meaningful ways. In 2022, 3M donated$31.4 million in products globally. 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.

Humanitarian aid
3M works with strategic community partners Direct
Relief, MAP International, and American Red Cross
to provide financial support and product donations tocommunities in times of need. For an example of ourefforts, see 3Mers push Ukraine giving past $2M.

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About report

Looking forward
We believe 3M is positioned to bring our fullcapabilities to advance equity and inclusion in ourcommunities. We’re continuing to deliver on our$50 million community commitment and to partnerwith organizations dedicated to assuring justiceand equity.
In the next year, we’ll continue to monitor andmeasure the impact of our initiatives to advanceequity in STEM and skilled trades. Our focus will
be to build closer relationships with our partners
and continue to expand and invest in areas where
we can lend our unique expertiseand technologies.
We’re committed to advancing environmental
justice by working alongside marginalized
communities to co-create sustainable solutions.
And we’ll continue to leverage the skills andpassion of our people to meet the needsof our communities in new ways in 2023.

Communities | 3M 2023 Global Impact Report31

Who we are

How we work

What we create

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Communities | 3M 2023 Global Impact Report

32

2022 giving in review
Total giving: 2022

3M and 3M Foundation work to improve lives in 3M communities with investments thatdrive equity in STEM and skilled trades, volunteer activities that leverage the skills andtalents of 3M employees, and the deployment of 3M products for social impact.

$

Advance economic equity

Employee empowerment

3M product deployment

We help advance economic and racial
equity by supporting increased participationof underrepresented populations in STEM
and skilled trades careers.

We empower employees tosupport our communities throughphilanthropy and volunteer service.

We make strategic financial andproduct donations in response
to community needs.

1,040,000

192,000$

82.1M

compared with 2021 corporate
median of $25.8M1

0.78%

in cash giving as a percentage ofpre-tax profit, compared to 2021
corporate median of 0.62%1

23.9M

$

invested in education

73% 27%
U.S. giving

international
givinglearning experiences forunderrepresented groups
Since 2021, we’ve supported over1 million unique STEM and skilled trades
learning experiences, putting us wellon track to deliver on our goal to create
5 million learning experiences by the endof the 2025-2026 school year.
3M Manufacturing and Academic
Partnership program (MAP)
To build a pipeline of diverse talent inadvanced manufacturing, 3M’s MAP
program helps our local technical schools
and high schools access relevant
technologies and training.

1→$3 amplified impact toward$
Supporting 3M communities inall 50 states, Puerto Rico, theU.S. Virgin Islands, and over28

countries

our $50M goal
An external analysis demonstrated thatevery $1 we invest in the community
generates nearly $3 in social impact. Thisamplifies our actions as we work toward
our goal to increase racial equity in STEM
education and the workforce.

volunteer hours globally

81,800skills-based volunteer hours
since 2019
Our employees shared their skills,
experience, and energy to make adifference in our global communities.

3.98M total$

employee contributions and
3M community giving match
Together, our employees supported
over 3,020 community organizations
throughout the U.S.

4,020

schools and nonprofits
3M employees and retirees volunteer
in alignment with their passions,and we support them through 3M’s
Matching Gifts programs in the U.S.

9.4M

NAEIR and Kids in Need
We donated product tononprofit organizations andschools in the U.S.

1.3M

$

FIRST® Robotics
Our donation of products for
robotics kits enhanced student
experiences.

12.2M

$

for humanitarian aid
We made product donations
for humanitarian aid
throughout the world.

Chief Executives for Corporate
Purpose.© Giving in Numbers: 2022
Edition™: cecp.co/home/resources/
giving-in-numbers/

1Who we are

How we work

What we create

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Diversity, equity, and inclusion | 3M 2023 Global Impact Report

33

Diversity, equity, and inclusion
Our commitment Our sustainability goals
Recruiting and retaining a diverse global workforce is acore part of 3M’s sustainability 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.

Double the pipeline of diverse
talent in management globally tobuild a diverse workforce by 20301

Increased to

45.1%

Our impact

Maintain or achieve 100%
pay equity globally2

Achieved

100% 9.02%
equityDouble the representation of underrepresented
groups in management positions in our U.S.
workforce2,3Increased to

We advance meaningful actions toward a more
equitable future for our global employee base,including training, development, and recruitment
efforts focused on underrepresented populations.
We foster an inclusive culture that supports andappreciates differences and provides fair and equal
opportunities for everyone. And we continue ourefforts toward building a diverse workforce aroundthe world.

6.39%

In 2021, 3M updated the goal maturity date to 2030 from 2025.
Established in 2020 to drive trend and trajectory progressover time.
3
Underrepresented groups in our 3M U.S. workforce include Black/
African American and Hispanic/Latino employees.
2020 is the baseline measurement year.
1

2

Double the representation of underrepresented groups from entry-level throughmanagement in our U.S. workforce2,3Increased toWho we are

How we work

What we create

As a science-based company with a promise to help
solve some of the world’s greatest challenges, it’s ourimperative to become the most inclusive enterprise we
can be. Inclusion leads to engagement, engagement
fosters creativity, creativity sparks innovation, andinnovation produces growth.
In addition to the below, learn more about our
diversity, equity, and inclusion efforts, including
key highlights and actions taken in 2022, at 3M’s
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.
To advance our social justice and impact agenda,
we created a 3M Equity & Community organization
to support our goals and commitments to progress
equity in our workplaces, business practices, andcommunities globally. This holistic cross-functionalorganization connects our teams and strategies acrossthe areas of diversity and inclusion in our workforce.
We also support our values with an internal CEO
Inclusion Council, chaired by CEO Mike Roman, toadvance diversity, equity, and inclusion initiatives.

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Diversity, equity, and inclusion | 3M 2023 Global Impact Report

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.
To see historical progress, view our metric tables.
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 by 0.92 points,
moving from 8.13% to 9.02%. At the same time, we’ve
improved our U.S. representation of underrepresented
groups in management positions by 0.79 points,
moving from 5.55% to 6.39%.

34

Improved our global diversity index by

12.5

pointsWe anticipate even more progress in the coming
year as we continue to advance our efforts in hiring,retaining, and developing talent. Indeed, nurturing atalent acquisition pipeline is critical to achieving andmaintaining our representation goals. To strengthenthat pipeline, 3M has several programs that provide
valuable research, work, and professional development
opportunities to underserved STEM students in higher
education. Learn more about these programs in the
Innovation management section.
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.
Learn more about 3M’s diverse workforce at ourDiversity, Equity & Inclusion (DEI) Report.

Support for LGBTQI+ people
At 3M, we believe in fair treatment, access, andopportunity for all individuals, and we’re committed to
advocating for human rights and removing barriers toequity. 3M has signed the Human Rights Campaign’s
Business Coalition for the Equality Act, joining otherleading U.S. employers in declaring support for U.S.
federal legislation that would provide the same basic
protections to LGBTQI+ people that are provided toother protected groups under federal law.

Who we are

How we work

What we create

3M is also a signatory to a national Business Statement
Opposing Anti-LGBTQ State Legislation, organizedby the Human Rights Campaign and the Freedom for
All Americans Education Fund. By signing, 3M andother companies are expressing support for LGBTQI+
employees and their need to feel safe and included —both in the workplace and in the surrounding
community. The companies are also expressing
concern over state bills that single out LGBTQI+
individuals for exclusion or different treatment.
In support of the United Nations LGBTI Standards ofConduct for Business, 3M has joined other companies
in committing to processes, policies, and programs
that promote equality and safety, prevent harassment
and discrimination, and advance LGBTQI+ individuals
in the workplace and the community.
Hear the stories of two 3M employees whose
personal experiences make 3M’s support
especially meaningful.

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 2022, we continued to have 100% gender pay equity
globally and 100% pay equity for racial/ethnic groups
in the U.S.

Learn more in theCompensation section.

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Diversity, equity, and inclusion | 3M 2023 Global Impact Report

Looking forward
As we advance our diversity, equity, andinclusion initiatives, we know systemic change
requires resources and long-term dedication.
We’ll continue to focus on moving the needleon our representation goals and partneringwith organizations dedicated to inclusionand equity.
We’ll keep building our recruitment and hiring
pipeline by supporting programs that provide
research, development, and work experience
to underrepresented STEM students in higher
education. We stand with 3M’s LGBTQI+ community
and will continue to support initiatives that aim
to include and protect LGBTQI+ individuals, bothwithin 3M and in our operating communities.
All of these actions move us closer to being anenterprise where people are respected for exactly
who they are and everyone feels a sense of
belonging — both within and outside of our walls.

35

Who we are

How we work

What we createHow
we work
Corporate governance

37Enterprise risk

41

Corporate Code of Conduct

43

Human rights

50Compensation

56

Employee programs

59

Environmental, health,and safety management

65

Circular materials

74

Climate and energy

82

Suppliers

94

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3M 2023 Global Impact Report36

Who we are

How we work

What we create

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About report

Corporate governance | 3M 2023 Global Impact Report

37

Corporate governanceOur commitment
3M believes that good corporate governance practices
serve the long-term interests of shareholders, strengthen
the Board and management, and further enhance thetrust 3M has earned from the public over more than acentury of operating with uncompromising integrity
and doing business the right way.

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

Corporate
Governance
Guidelines
provide aframework forthe effective
governance ofthe company

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 is comprised of a diverse
group of experienced leaders that possess deep
expertise in areas important to 3M. Shareholders, whohave several options to nominate individuals to serve
as 3M directors, choose those directors on an annual
basis. The Board consists entirely of independent
directors and 3M’s CEO. 3M’s Board serves as elected
representatives of the shareholders, acts as an advisor
and counselor to the CEO and senior management,
and oversees management performance on behalfof shareholders. The Board also oversees 3M’s
strategic and business planning process; has general
oversight responsibilities for our overall environmental,social and governance (ESG) and human resources
strategies, goals, and results, including sustainability,
environmental stewardship, and diversity, equity, andinclusion; and reviews and assesses management’s
approach to addressing 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.

Who we are

How we work

What we create

3M’s Proxy Statement provides annual updates on
governance topics, including:• Qualifications, experiences, and diversity of our
Board members• Director independence• Board and committee leadership structure, Board
refreshment, and Board committee composition andresponsibilities

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About report

Sustainability governanceOur robust sustainability governance structure includes oversight by our Board of Directors, which receives
regular sustainability updates and reviews related risks as part of 3M’s enterprise risk management. The Science,
Technology & Sustainability Committee of the Board of Directors has primary oversight responsibility of 3M’ssustainability and stewardship activities, including environmental and product stewardship efforts, environmental,
health, and safety, and legal and regulatory compliance, among others. 3M’s Environmental Responsibility andSustainability Committee, comprising top 3M executive management, provides leadership, oversight, and strategy
for sustainability and develops and monitors adherence with related policies and procedures.

• Shareholder outreach and engagement

Group

Function• Board oversight activities, including with respect tostrategy, risk management, management succession
planning, human capital (including diversity, equity,and inclusion), and ESG (including sustainability)

Board of Directors• Receives regular sustainability updates at Board meetings• Executive compensation, including as it relates toenvironmental and social goals
More information on 3M’s corporate governance canbe found at:• Corporate Officers• 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

Environmental Responsibility andSustainability Committee• Provides leadership, oversight, and strategy to encourage and ensuresustainability opportunities are recognized• Committee Composition• Includes 3M’s CEO, CFO, CTO & EVP Environmental Responsibility, Group
President Enterprise Operations, EVP & Chief HR Officer, EVP & Chief Legal
Affairs Officer, SVP & Chief Strategy Officer, and EVP Country Governance& Services• Governance Documents• Certificate of Incorporation and Bylaws
Chief Sustainability Officer• Director Independence Guidelines• Annual Reports & Proxy Statements• Leads 3M’s sustainability activities• Reports to the Environmental Responsibility and Sustainability Committee
and other internal and external groups• Corporate Governance Guidelines• Board of Directors Code of Conduct• Reviews 3M’s sustainability policies and program 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• Develops and monitors adherence with strong sustainability-related policies
and procedures• Board of Directors• Committee Charters

38

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

Who we are

How we work

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 2023 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 2023 Proxy Statement, ourLobbying and Political Activities Principle,
and our Lobbying and Political Activities
Governance document.

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.

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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.
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 advisors 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 orreport concerns about tax matters to

Corporate governance | 3M 2023 Global Impact Report

39

management, 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.

Who we are

How we work

What we create

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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40

Looking forward
We regularly post governance news, events,
and presentation information on the Events &Presentations page of our Investor Relations website.

Who we are

How we work

What we create

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About reportEnterprise risk | 3M 2023 Global Impact Report

41Enterprise risk
Our commitment
To assure 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. To assure business
continuity through global economic and geopoliticalchallenges, we prioritize the well-being of ourworkforce, resiliency of our global supply chain,environmental stewardship, and efficiency in
our operations.

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, thatboth 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.

. . . we prioritized the well-being of our workforce, resiliency of our global supply chain, environmental stewardship, andefficiency in our operations.

Who we are

How we work

What we create

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 2022 Annual Report on Form 10-K, Item 1A
summarizes risk factors applicable to the company. In
addition, 3M’s 2023 Proxy Statement provides details
on Board oversight committees and members.
See our 2022 Annual Report and 2023
Proxy Statement.

1:1 risk management meetings
In 2022, 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 assure 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

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42• 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, climatechange risk was previously integrated as part ofseveral high-risk areas, such as material vulnerability,
product stewardship, and operating safety. In 2022
we added it as a discrete risk to proactively monitor,
measure, and manage.
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 to ongoing
litigation. See our 2022 Annual Report on Form 10-K,
Item 8 - Note 16: Commitments and Contingencies formore information, including around:• Chemicals stewardship• Combat arms

Looking forward
3M will explore new and innovative ways toaccount for and adapt to different enterpriserisks and opportunities that may evolveand impact our organization at every level.
Our priority is to comprehensively manage
enterprise risk through an ethical lens,governance processes, and clear roles,
responsibilities, and accountability.

Who we are

How we work

What we create

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Corporate Code of Conduct | 3M 2023 Global Impact Report

43

Corporate Code of Conduct
Our commitment

We have one Code of Conduct that applies to our
92,000 employees in over 70 countries. Our Codeof Conduct summarizes 3M’s compliance principles
and raises awareness about how to do business theright way, at all times and at every site. The Codeof Conduct is our guide, answering questions andproviding direction when the right choice may
not be clear.

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
Again in 2022, all over the world, we held Ethics &Compliance Week events to further build employee
engagement around the Code of Conduct. We
continued our efforts to engage senior leaders,
middle management, and employees, as well as toenhance our training program. And we continued
to make strides in data science and various metrics
dashboards, which drove the enhancement of severalof our platforms.

Be 3M

3M’s Code of Conduct defines the
expectations for how we work:T he Code of Conduct is available in

22 languages
and sets clear expectations for employees,
relevant stakeholders, and business partners

Be Good

Be Honest

Be Loyal

Be Accurate

Be Fair
Be RespectfulWho we are

How we work

What we create

Global compliance program
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.
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 core set of business conduct principles• Awareness campaigns through education, training,and communication• Periodic evaluations, audits, risk assessment, 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

On-timecompletion rate
remains strong at

99%

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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 assurethat we have an effective world-class complianceprogram — one that’s agile and anticipates changes
in both internal business strategy and the externallandscape. Similar business conduct committees exist
at country, regional, and area levels to prioritize andoperationalize 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.

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Compliance training
and education
3M offers a comprehensive online compliance training
program to employees worldwide. Employees are
assigned training modules based on their role andarea of responsibility. Most courses 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 andConfidential Information & Computer Security. Eachcourse starts with a series of questions that identify
the employee’s knowledge level. The employee is thenpresented with scenario-based questions tailored tothis knowledge level. To successfully complete thecourse, the employee must demonstrate proficiency
in the presented topic. On-demand online Ethics &Compliance training is also available.
Ethics & Compliance tracks on-time completion
rates of our online courses. On-time completion is anindicator of a compliance culture in that employees
prioritize this training. Our on-time completion rate
remains strong at 99%. We continue to leverage
training data, including performance scores and postcourse survey inputs, to shape future training needs.
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, andthird parties. Some of this training occurs on an annual
schedule, while other training is as requested orwhen needed.

Who we are

How we work

What we create

Training enhancements
Our online adaptive learning training platform
continues to be well-received by employees. By
analyzing data from our training platform, the Ethics& Compliance Department was able to identify andimplement additional educational needs, such as minicourses designed to educate intermittently on specifictopics. Ethics & Compliance courses are now available
through 3M Learn, 3M’s corporatewide learning
platform. This provides a one-stop-shop approach for
employees to easily access their assigned training.
We continue to produce new job aids andinfographics to communicate priority compliance
topics in concise, easy-to-read formats. Topics in
2022 included retaliation, conflicts of interest,and business courtesies.

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 rightthing to do. The “Speak Up” poster that encompasses
many of our most frequently used languages
continues to be widely used globally.
Every quarter, the Ethics & Compliance Department
recognizes 3M employees around the globe whohave gone above and beyond to bring the 3M Code of
Conduct to life in the work they do and the decisions
they make. Recipients of the Living the Code Award

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Corporate Code of Conduct | 3M 2023 Global Impact Report

receive a letter from our chief ethics & complianceofficer. New in 2022, recipients also receive points
that can be redeemed through the 3M corporate
employee recognition platform, Everyday Wins.
3MEthics.com is a 24-hour confidential andanonymous (where permitted by local law) helplineand online reporting system. It’s managed by athird-party vendor and is available to 3M employees
and others internally and externally. The system does
not trace phone calls or use caller identification, nordoes it generate or maintain internal connection logs
containing internet protocol (IP) addresses. Webbased reports are made through a secure internet
portal that does not trace or show user screen names.
In further support of anonymous reporting, a feature
was implemented to allow a reporter to enter theiremail address (not visible to anyone in the system)
to receive communications from investigators. Thisenhancement increases reporters’ visibility to casestatus and activity.

45

Substantiated matters may result in disciplinary
actions. Discipline may take many forms consistent
with similar past violations, from warnings tosuspensions to termination. Disciplinary actions
may impact one or more persons associated with asubstantiated violation.

The Ethics & Compliance Department measures
the health of our “Speak Up” culture by monitoring
the number of calls to our reporting system andthe anonymous call rate. We believe a healthy
environment is one in which employees are
comfortable raising their concerns, and we’re proudthat our call rate per 100 employees exceeds industrypublished benchmarks. Our anonymity rate is lower
than published benchmarks, indicating a higher levelof trust in our investigation 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, the department assigns
an appropriate investigative resource. Investigation
results may indicate a need for focused employee
training or process improvements. When this occurs,
Ethics & Compliance works with key stakeholders toaddress those needs.

3MEthics.com is a 24-hour
confidential and anonymous(where permitted by locallaw) helpline and online
reporting system.

Who we are

How we work

What we create

The 3M Global Allegations & Disciplinary Actions
graph illustrates business conduct-related reports raisedin 2020, 2021, and 2022 using 3MEthics.com. We use
this data to prioritize resources andfocus 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 the healthy “Speak Up” culturethat exists within 3M.

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 the reporter several
times after an investigation closes to discuss if theperson has experienced any form of retaliation.
This is done either by phone or via email for
identified reporters.
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 assure 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.

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Commitment toanti-corruption
As a participant in the United Nations Global Compact(UNGC), 3M is committed to supporting all principles,
including Principle 10 on Anti-Corruption. Ourcommitment and involvement with the UNGC and ourcommunity 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
team regularly participate, present, 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.

46

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 the riskpresented is determined to be too high and cannot beappropriately mitigated.
Further, 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 accelerate ourefforts to integrate an acquired company’s employees
into 3M’s compliance program and culture. Ultimately,
the Ethics & Compliance Department is charged
with conducting a risk review and implementing any
necessary remediation activities upon the closing of
every acquisition.

3M’s commitment to anti-corruption is also reflectedin our management of third-party intermediaries andother business partners. 3M conducts 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 any identified risks with specific actions, such as

3M prohibits retaliation against anyone who raises a business conduct concern
in good faith or cooperates in a company investigation.

Who we are

How we work

What we create

Assessments
3M’s Ethics & Compliance Department conducts
periodic compliance and anti-bribery evaluationsof various 3M businesses, business models, andlocations each year. An evaluation includes a reviewof transactions and supporting documentation oftransfers of value to third parties, compliance records,
and in-depth interviews with a cross-section of
employees of the entity being evaluated.
The team aims to interview at least 10% of
nonproduction employees. Our evaluation planning andselection process considers objective and subjective
risk factors and leverages data to prioritize business
operations and locations for review.
Our evaluation process continues to evolve. In 2022,
the assessment of compliance culture continued 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 thisand identifying opportunities for improvement. The
pandemic pushed the evaluation program to reimagine
its execution possibilities. Today, evaluations can be
executed in person (on-site) or virtually, while stillengaging employees in meaningful discussions thatallow us to assess program maturity and opportunities
for improvement.

Third-party awareness of 3M ethics
and compliance expectations
To enhance our communications with third parties,
including our expectations of ethical business conduct,
3M has an online training course and a brochure forour business partners, available in 30 languages.
The brochure provides another way for 3M tocommunicate with our business partners regarding
our commitment to combat global bribery.

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Corporate Code of Conduct | 3M 2023 Global Impact Report“ Our commitment to unwavering integrity in allt hat we do is clear and stems from the top of
our organization. It has been the foundationof the company for more than a century.”— Michael Duran, senior vice president and		 chief ethics & compliance officer

47

Global Ethics &Compliance Week
Again in 2022, all over the world, we held Ethics &Compliance Week events to further build employee
engagement around the Code of Conduct anddoing business the right way. These events engaged
employees in business divisions and corporate
functions across all levels of seniority in discussions
and presentations related to our culture of compliance.
In September 2022, the global corporate Ethics &Compliance Day was held virtually and showcased
senior leaders from around the world discussing“The Elements of Compliance.”
The event featured our Chairman and CEO, Mike
Roman, discussing the importance and value ofcompliance. Our human resources leader shared
her perspectives on a respectful work environment
during a virtual fireside chat with our chief ethics &compliance officer. In addition, we had a panel that
included top leaders from the company who reflectedon ethics and compliance at 3M.
To creatively engage employees for the week leading
up to the virtual event, each day we highlighted anelement of compliance, including “Speak Up” andour commitment to fairness. We used a variety ofcommunication methods to reach employees, including
videos, infographics, and a daily trivia contest. Winnersof the trivia contest were recognized during the virtual
event and received points to redeem prizes through our
corporate recognition platform.

Who we are

How we work

What we create

Communications to support
our employees, leaders,and middle management
We engage with senior leadership by providing
presentations and tools to talk to employees about
ethics and compliance on a consistent basis. In 2022,
we took a new approach to reach leadership andmiddle managers by creating five-minute manager
toolkits, which provide talking points and a short
infographic for supervisors to share with their teams.
Ethics & Compliance publishes case studies thatanonymize real-life situations of employees facing
dilemmas in the work environment. In addition, we
publish hotline reporting metrics for our employees,
providing transparency around the number of concerns
raised at 3M and disciplinary outcomes.
In 2022, each quarter’s communication wascentered around our training topics for the year,
including conflicts of interest, retaliation, third-party
risks, and managing business courtesies. We used dataand collaborated with other departments to develop
new tools and case studies to get information to ouraudiences more efficiently, avoiding gaps in time
between observation and remediation.
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.

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48

Data analysis and metrics
The Ethics & Compliance Department continues tomake strides in data science. We created enhanced
metrics dashboards for analyzing emerging issues
across different employee populations (e.g., seniority,
tenure, location, etc.). New dashboards were created
for third-party due diligence and business courtesies(e.g., gifts, entertainment, and meals). We use metrics
to monitor our evaluations and investigations. As wecontinue to function in a remote environment, theinsights from this monitoring allow us to maintain thequality of our processes.
In 2022, the Ethics & Compliance Department
continued to leverage data analytics to enhance ourrisk assessment process. By combining metrics with
the Corporate Audit Department, we created a data
model that looks at our geographies, businesses, andcertain risk indicators. The output of this process
informs our priorities for audits and evaluations.
We again implemented an ethical culture survey for
3M sales and marketing teams. Through analyzing
the survey results, we were able to correlate thefrequency of manager-employee engagement
about ethics and compliance with other measures,
including the willingness of employees to speak up
and employees’ perceptions of leaders as ethical rolemodels. In addition, we identified trends that wereunique to certain geographies. Based on the survey
findings, we reinvigorated communications to addressthese concerns.

We created enhanced metrics dashboards for analyzing
emerging issues across different employee populations.

Platform enhancements
The Ethics & Compliance Department manages acentralized global system that automates the endto-end process for preapproving and documenting
the offering and receiving of gifts, entertainment,
meals, sponsorships, and charitable contributions.
In 2022, we implemented enhancements to improve
management engagement in the notification of
approval process, and we developed a dashboard
to bring visibility and action to transactions that arenoncompliant with policy.
In addition, we continued to evolve our third-party
due diligence program by integrating the platform
into 3M’s customer relationship system andonboarding processes, creating a globally consistentdiligence process, simplifying the user experience,and improving controllership. We implemented acomprehensive and formalized monitoring program,further standardizing the ways in which our third
parties are reviewed for risk. Our third-party due
diligence platform was enhanced to formalize thedocumentation and review of second-tierbusiness partners.
Finally, in 2022 we moved to a new policy
management platform that’s more user-friendly
and provides a refreshed look and feel.

Who we are

How we work

What we create

Looking forward
In 2023, ethics and compliance will remain
at the core of what we do for our employees,
customers, communities, and shareholders.
The Ethics & Compliance Department willcontinue to evolve to reflect business operations
and support our stakeholders throughout thecompany. We’ll optimize opportunities to improve
our program and platforms and, importantly,
continue to find creative ways to engage with
employees through new and different modalities.
We will continue to advance third-party risk
management by leveraging data to enhancemonitoring activity for new and emerging risks.
We’ll continue to equip employees with guidance
and tools to do business the right way.

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Who we are

How we work

What we create

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Human rights | 3M 2023 Global Impact Report50

Human rights
Our commitment

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.

Respect for human rights is deeply ingrained in 3M’s
culture. Within our own business, our approach to
managing and assuring human rights is guided by the
3M Code of Conduct, which recognizes the right of
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.

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

Our impact• 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

We continue to implement our human rights program
through our global policies, management system,
assessments, audits, training, and metrics tracking.
Our audit process provides us with a global perspectiveof our sites and supply chain.

• 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

Respect forhuman rights
is deeply
ingrained inour culture

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.

Who we are

How we work

What we create

Human rights inthe workplace
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 workplace:• 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.

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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
and engage in collective bargaining, as permitted
by applicable laws in the countries where 3M
does business.”
Approximately 25% of 3M employees are either
represented by a collective labor organization or
covered by a labor agreement. 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.
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.

Human rights | 3M 2023 Global Impact Report

51

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

Approximately

25%

of 3M
employees

are either represented by acollective labor organization or
covered by a labor agreement

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 inforced labor. We expect the same of all our suppliers.
In addition, we do not allow financial burden(withholding wages or imposing fees) to be placed on
workers, recruiters, or suppliers.
Our trade compliance experts monitor trade laws andregulations, including those related to human rights.
As we become aware of potential risks from specificregions or countries, we review our relationships andbusinesses to determine if we need to act further.
See our Human Rights Policy, Modern Slavery
Statement, and Supplier Responsibility Codefor details.

Human trafficking
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.

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

Site spotlights

About reportreport misconduct or potential misconduct. They can
do so anonymously where local law permits.
Employees also receive training around channels forreporting and resolving concerns, such as:• Employee’s management• 3M Human Resources• 3M Legal Affairs• 3M Ethics & Compliance Department• 3MEthics.com (option for anonymity)• 3M Corporate Audit Department• 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.

3
 M prohibits retaliation against anyone
who, in good 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.

Human rights | 3M 2023 Global Impact Report52

Who we are

How we work

What we create

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About report

Potential salient risks and prevention plans
We’ve proactively developed plans to prevent potential salient human rights risks.
Segment

Potential salient risk1

Prevention plan

3M employees andnon-employees

Not adhering to all applicable laws,
rules, and regulations

Prioritize and address enacted external
employment labor law regulations

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

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
sectionRisks 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.

1

Human rights | 3M 2023 Global Impact Report53

Human resource assessments
and audits
To help protect our employees’ rights, our Employee
Relations (ER) Assessment tool enables any 3M
location globally to assess its policies and practices.
By using the tool and tracking data throughout theprocess, leaders can review practices related to
3M’s Human Rights Policy, identify strengths andopportunities 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 assure compliance with 3M guidelines and external
regulations (e.g., for hiring, timekeeping, payroll,benefits, etc.). It also promotes ethical businesspractices and investigates 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.
In addition to compliance with applicable labor andhuman resource laws, we expect our suppliers to becommitted to upholding the human rights of workers
and to treating them with dignity and respect as
understood by the global community. This applies toall 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.
Human trafficking and forced labor related provisions
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
the acquisition integration or divestiture process.
Additional information can be found in the EHS&PS
Acquisitions, Mergers, and Divestitures Standard
and the Environmental, health, and safety
management section.

Site spotlights

About report

Human rights | 3M 2023 Global Impact Report

Human rights training
We provide training globally to assure 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.

Security personnel proceduresWith the rise in corporate cyber breaches and security
incidents worldwide, our internal global security
standards provide the controls required to achieve
human resource security based on industry standards
and best practices.
Roles and responsibilities of information security
employees, contingent and contracted workers,
and suppliers must be defined and documented
in accordance with the 3M Information Security
Management System (ISMS).

3M Supplier Responsibility
Code addresses:

Labor
Environment
Health &safetyEthics &management

54

Who we are

How we work

What we create

Background checks for suppliers, contingent workers,
and candidates for employment must be:• Carried out in accordance with relevant laws
and regulations• Appropriate for the business requirements,
classification of the information to be accessed,
and the perceived risks
We require employees, workers, and suppliers in the
United States to review, acknowledge, and apply
3M’s Systems Access Control Standard and other
3M policies, procedures, and standards, as well as toreceive appropriate training and updates.
Learn more about workplace security in theEnvironmental, health, and safety management section.

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Human rights | 3M 2023 Global Impact Report

55

Looking forward
We are closely monitoring new and changing
legislation globally on human rights and will continue
to update our Modern Slavery Statement as we
implement new requirements.

In 2023, we’ll continue to empower our employees
to raise human rights concerns in a way that is
comfortable to them. For our suppliers and otherthird parties we work with, we’ll strengthen ourhuman rights training courses to help improve theirunderstanding of our expectations.

Who we are

How we work

What we create

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About report

Compensation | 3M 2023 Global Impact Report

56

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.

100%

gender pay equity
in our global regions

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, and governance(ESG) modifier, see our 2023 Proxy Statement, ourNominating and Governance Committee Charter,and our Compensation and Talent Committee
Charter.

Who we are

How we work

What we create

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About report

Performance,compensation, and culture

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

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:

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.

Customer at our coreThis additional compensation may be:• Short-term cash incentives

Innovating boldly• 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.

Powered by inclusion

Winning with agility

Unwavering integrity

For more information on 3M’s compensation andbenefits, visit Working at 3M: Benefits.

Competitive, fair, andequitable compensation
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.

Compensation | 3M 2023 Global Impact Report

57

The process starts by gathering data from multiple
surveys, conducting an analysis of average pay formales and females, and comparing the two (i.e., a raw
pay gap). We then compare pay for males and females
in each job and job grade. Finally, we compare bylocation and assess any disparity. Through consistentuse of this process over the past decade, we’ve
achieved 100% gender pay equity in our global regions.
An analysis comparing national average raw pay
gap data between men and women with 3M’scompensation data shows our raw pay gaps are below
external benchmarks. The pay gap by gender acrossall 78 countries where 3M has employees is 0.25%
when we consider grade, job code, and location. When
analyzing the gender wage gap by area, we see asimilar trend where all areas have a wage gap of lessthan 1%.
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.

Who we are

How we work

What we create

Looking forward
In the year ahead, we’re looking forward to
overall good health as a company due to thediversity of our businesses. This will support ourability to keep providing market-competitive
pay. We’ll continue to adhere to our establishedcompensation principles — competitive pay,equitable pay, transparency, and pay for
performance — as we work to maintain our
global pay equity.

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About report

Compensation | 3M 2023 Global Impact Report58Who we are

How we work

What we create

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About report

Employee programs | 3M 2023 Global Impact Report

59

Employee programs
Our commitment

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. Our
people can live in different countries and develop avariety of skills across different industries. It’s possible
to go from the lab to a marketing role or from sales tobusiness development — all the way up to the C-suite.

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.

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 pervasive learningthat balances three modes of learning: formal(courses, performance reviews, conferences), informal(mentoring, workshops, podcasts), and social (blogs,
videos, social media).

Our impact
We invest in our people’s success by fostering a cultureof continuous 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.

In 2022, we introduced a new integrated learning anddevelopment platform called 3M Learn. 3M Learn
replaces several disparate learning platforms andconsolidates them into one flexible central system. By
retiring many of our legacy platforms and streamlining
the experience, we’ve made it easy for employees toaccess and explore personalized learning content
and resources.

We aim to have

100%of employees engaging indevelopment activities

Who we are

How we work

What we create

3M Learn contains tens of thousands of learning
resources in more than 30 languages. Content
is organized and aligned to directly support ourorganizational priorities, and employees receive
recommended content based on their role. This
customized, centralized environment lets employees
own their development and find the resources theyneed to grow in their career. 3M Learn reaches ourentire global workforce.
We aim to have 100% of employees engaging indevelopment activities. In 2022 alone, we’ve seen
96% of our global production and nonproduction
workforce engage in self-directed training on
3M Learn or through in-person or other virtual
experiences. Employees completed almost
5 million online learning resource modules
across 46,000 learning assets and attended
over 25,000 in-person or virtual events in 2022
(approximately 610,000 hours of learning).
In 2022, for every full-time equivalent employee,
we provided an average of 25 hours (not including
compliance training) of learning and development
experience with a focus on experiential learning andskill-building. However, the number of training hours
and the training cost per employee are not our leading
indicators of human capital performance. Instead,when assessing our development programs, we focus
on whether the results help drive company success.

Employees
completed over

1M

online learning
experiences

Site spotlights

About report

Learning Tracks
3M Learn is the new home for Learning Tracks, ourprogram for upskilling and reskilling all 3M employees.
Created in response to feedback about careerand development from 3M employees, Learning
Tracks continually trains our entire workforce with
culture-related skills, core or power skills, criticaland emerging leadership skills, and business-specificfunctional and technical skills.
We regularly track engagement, consumption, andsatisfaction of our learning programs. We aim for a
90% completion rate among participating employees.

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 offer mentorship opportunities to nearly every
individual, from executive to entry-level. The nature of
the relationship can be formal or informal, functionalor cause-based. No matter what, when employees
learn from each other and share their experiences, they
accelerate collaboration and professional growth.

Read how one 3M leader mentored another.

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 an environment where they can share researchand exchange ideas on any number of topics, whether
related to their role at 3M or not. Learn more aboutcollaboration through Tech Forum in the Innovation
management section.

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60

Inclusive, innovative culture
Inclusion advocacy
We build inclusive behaviors and create
cultural agility through inclusion events andactivities as well as training and leadershipdevelopment programs. Learning Tracks now
has modules on inclusive behaviors skillsbuilding, 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 the top diverse candidates.
In 2022 we also acted on certain challenges that
arose from working in a virtual or hybrid format.
While our flexible work options have been very
popular among our employees, we’ve had to adjust
to the new environment and how it may change
the dynamics of an inclusive culture. We addressed
these issues by updating our Respectful Workplace
Principle, which we renamed the Respectful Work
Environment Principle.
To learn more about 3M’s racial inclusion advocacy,
visit 3M’s Diversity, Equity & Inclusion (DEI) Report.

Who we are

How we work

What we create

Internships
3M offers a variety of U.S. internship opportunities
at undergraduate and graduate levels in key roles
including engineering, research and development,
sales, finance, IT, and more. 3M takes an adaptive
approach by offering in-person, hybrid, and virtualinternship formats. In 2022, 3M offered more than
300 internships in the United States.
We track our internships as part of our goal to create
5 million STEM and skilled trades learning experiences
and our overall commitment to creating greater equity
in our communities. Learn more about our STEM goalin the Communities section.

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 aligntheir personal purpose with 3M’s purpose. When they
feel welcome and supported in building their career,
new employees are on track to reach their — andour — goals.

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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 the 3M culture elements. They also focus on
the future by embedding inclusive leadership strategies,
promoting development through corporate social
responsibility, and offering mentoring opportunities.

Global executive andleadership development
The 3M Leading Edge portfolio, a series of learning
experiences for high-potential leadership, gives
us one consistent approach to developing leadersacross all geographic areas, business groups, andfunctions. Each learning experience is designed tostretch participants to learn at their growth edge andstrengthen their capability to lead with heart, purpose,
curiosity, and intention.

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.

About report

15%

Culture gives
employees time
to pursue andcultivate ideasthat excite them

Employee programs | 3M 2023 Global Impact Report

61

We’ve also invested in external leadership coaches tosupport 3M leaders around the world. Options include
one-on-one time with a coach to help employees apply
new learning or on-demand coaching to work througha 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 mid-year and yearend through frequent, transparent conversations.
Performance Everyday creates a continual feedback
culture through one-on-one discussions between
managers and employees to fuel meaning and purposein everyday work, improve performance, discussdevelopment, adjust priorities, learn from feedback,share recognition, and celebrate results.
3M strives to have 100% of regular nonproduction
employees complete the entire performance review
process. In 2022, all eligible employees were rated,
and these employees and their supervisors received
tasks to complete the year-end process in theperformance system.

Who we are

How we work

What we create

Learning from listening
For more than 50 years, 3M has conducted surveys tosolicit employee observations, attitudes, and opinions.
Our biggest survey, the 3M Voice of Employee Survey(3M VoE), is conducted every year and includes all
global employees. In 2022, the response rate for the
3M VoE Survey was 57%.
The 3M VoE Survey approach provides a broad
perspective across the enterprise. This serves as abaseline from which we can regularly assess employee
engagement and other workplace factors critical tohigh performance. Feedback from the VoE survey
around our learning and training resources drove thedevelopment of our centralized 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 3M VoE Survey process, we deploy
other relevant employee 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 by usefulness. This is a cycle of continual
improvement: We measure, assess, and adapt year
after year to assure our surveys support sustainablecorporate success.

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About report

Employee footprint
and staying power
Employee headcount as of December 31, 2022,
was approximately 92,000. 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.
Like most organizations, 3M experienced an increasein our global employee-initiated turnover rate in
2022. We continue to focus on steps to attract,
retain, engage, and develop our employees, including
inspiring through the purpose and promise of 3M,
providing support for well-being, flexibility, andgrowth, 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 (HR) Department benefits
from using 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.

Employee programs | 3M 2023 Global Impact Report62

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
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.

Who we are

How we work

What we create

Everyday Wins

About report

Employee programs | 3M 2023 Global Impact Report

63

Parental leave retention

Everyday Wins is 3M’s global point-based recognition
tool. It makes it easy and convenient to recognize
fellow employees or groups at 3M when they embody
our culture elements or go above and beyond. Our
entire workforce, both production and nonproduction
employees, can give and receive recognition points inreal time on the platform.
In 2022, the equivalent of more than $17 million in
points was awarded by and sent to employees. The
points can be redeemed for merchandise or gift cards
or donated to charitable organizations.

Parental leave
At 3M, we support employees in both succeeding at
work and thriving as a family. All U.S. salaried mothers
and fathers of newborn or newly adopted children
are eligible for up to 20 weeks (10 weeks paid and 10
weeks unpaid) of parental leave. In 2022, 1,240 U.S.
eligible employees participated, including 366 womenand 869 men.

U.S. employee parental leave
Usage of parental leave

In 2021:

In 2022:

1,270

1,240

total employees

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total employees

384 female employees

366 female employees

888 male employees

869 male employees

In 2021:

In 2022*:

1,280

1,270

388 female employees

382 female employees

895 male employees

865 male employees

total employees

total employees*2 022 numbers may include those that left on leave in 2021 and came back in 2022.
Some employees on leave in 2022 may return in 2023. Total values above havebeen rounded and therefore do not match the raw values exactly. All calculations
on the tabulated data use the full precision of the number.

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.

Work Your Way and flexibility
COVID-19 forever changed the way we work. Ittaught us that we can and need to reimagine how
3M operates. We learned 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 drives well-being andproductivity in ways that enable our business andperformance goals.

Guided by our culture and performance-focused
approach, 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 theorganization and embodiment of our culture isvalued above location
For nonproduction employees, Work Your Way
offers three broad options (depending on local
laws, regulations, work agreements, or other local
conditions): mainly on-site, hybrid, or remote (near or
distant). This approach also empowers employees tostructure their day in a way that balances maximum
productivity with personal preferences. Allowing 3M’s
workforce to make choices that benefit them, theirwork, their global team members, and their friends andfamily makes 3M more competitive and agile.

Who we are

How we work

What we create

While flexibility looks different for production
employees due to the nature of their responsibilities,
our objective to help support well-being remains, andwe continue to explore opportunities to offer flexibility
for all. Many of our global production facilities provide
opportunities for flexibility, including shift swapping,adjustable start/end times, part-time models, job
rotations, flexible break times, and flexibility aroundvacations, 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. 3M continues 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.

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Employee programs | 3M 2023 Global Impact Report

Looking forward
As we build 3M for the future, strengthening ourculture is a top priority. At its core, culture is how we
do things at 3M, and it belongs to all of us equally.
As change occurs, we’re engaging our employees
by continually broadening our listening strategies.
We’ll continue to refine our performance approachto improve the employee experience. And we’ll keep
focusing on creating space for authentic, respectful,and candid conversations as part of our efforts tobuild inclusive behaviors and continue our work on
inclusion advocacy.

64Who we are

How we work

What we create

Site spotlights

About report

EHS management | 3M 2023 Global Impact Report

65

Environmental, health,and safety management
Our commitment
We’re committed to environmental, health, and safety(EHS) improvements throughout our operations andproducts. Our highest priority is the safety of ouremployees and the public.

Our impact
In 2022, we continued to identify potential risks tothe environment and to the health and safety of ouremployees and communities, and we took steps
to update processes, product design, andstandards to address these risks.

100%

of 3M global
manufacturing sites
have active crossfunctional EHS teams

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 sits within our global
Environmental, Health, and Safety and ProductStewardship (EHS&PS) organization, which aligns
the protection of our employees, our communities,
and our customers.
Our EHS team helps sites identify and manage
EHS risks, evaluate compliance with regulatory
requirements and 3M policies and standards,
identify opportunities for improvement, and share
best practices internally and externally. In addition,
the team works with 3M’s Government Affairs
organization to advocate for EHS regulations andhelp inform the development of proposed regulations.
We recognize that success comes throughcollaboration with all organizations throughout 3M,
and we work to integrate cross-departmental functions
to achieve 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 2022, 100% of 3M manufacturing sites
worldwide had active cross-functional EHS teams.

Who we are

How we work

What we create

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 expertiseand help us stay up-to-date on the most current
science, we provide scholarships and cover fees for
professional certification training courses, exams,
recertification dues, external conferences, and more.

Engaging employees in EHS cultureWith our EHS Cultural Acceleration program, we
work to engage our employees so our organization
can create psychologically safe work environments,
understand and reduce risks, adhere to safety
practices, drive continual improvement, and be
comfortable raising concerns to help address
hazards. A key metric is leadership engagementwith site employees.
In 2022, we used this proven culture initiative in a
global effort to drive two priorities:• Assure whole person health and promote
psychologically safe work environments for
3M employees everywhere• Evaluate and understand risks associated withhigh-hazard activities, including, but not limited to,nonroutine production and maintenance tasks
In 2022, more than 145,000 cultural acceleration
engagements, or “see and acts,” were documented
between leadership and employees across our
manufacturing and supply chain operations.
These engagements help us build trust and make
improvements to our EHS practices.

Site spotlights

About report

In addition, we recognize sites that achieve sustained
periods of EHS performance excellence with ourquarterly CEO Environment, Health, and Safety
Award, which recognizes sites that display excellencein employee safety, compliance, spill prevention,
employee wellness, and advancing EHS culture. Other
EHS awards include the 3M EHS Achievement Awardfor innovation and leadership, the 3M Noise Control
Award, the 3M Applied Ergonomics Innovation Award,
and the 3M Pollution Prevention Pays (3P) program.

EHS capital investments
In 2022, we integrated EHS risk into our capital
expenditure process by implementing new
system features:• 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 – Government Regulation andEnvironmental Law Compliance.

In 2022, more than

145,000

cultural acceleration engagements,
or “see and acts” were documented

EHS management | 3M 2023 Global Impact Report66

Who we are

How we work

What we create

EHS policies, standards,
and principles
3M’s executive leadership approves our EHS policies
and other commitments, which include:• 3M’s Environmental Policy, created in 1975,
established the framework for environmental
management and conservation of resources,
emphasizing prevention of pollution at the source• 3M’s Safety and Health Policy applies to 3M
operations everywhere, including new acquisitions• 3M’s Workplace EHS Principle describes our EHS
commitments, including how we contribute to thehealth, safety, and well-being of our communities• 3M’s Employee Obligations and Reporting
Principle describes our reporting requirement forsuspected legal or ethical violations• 3M’s 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• 3M’s EHS Management of Change Standard is an
expanded global standard that helps us track andmanage change so as not to adversely impact
EHS factors• 3M’s Medical Record Standard defines the rulesthat must be followed to protect workers’ medical
information. The standard covers access, collection,
storage, security, transfer of records, record
retention, and record destruction. This standard
assures that 3M medical information is handled
in a manner consistent with the 3M Data Privacy
Principle and all applicable legal requirements

Site spotlights

About report• 3M’s EHS&PS Acquisitions, Mergers andDivestitures Standard helps assure that potential
EHS&PS issues are identified, evaluated, prioritized,
addressed, and communicated for each real estatetransaction and for each business that may be
acquired or divested

Environmental management
Environmental Management
System implementation
We continue to advance our global 3M Environmental
Management System (EMS) framework, which
provides structure and consistency for implementing
our programs and helps us be proactive rather
than reactive in our environmental focus. We haveextensive global systems in place to identify, track,and manage relevant information on corporatewide
EHS management and performance, including a fullrange of environmental compliance and operational
performance metrics.
Learn more about our environmental efforts andgoals, including our Water Management, Air Quality
Management, and Waste Management Standards, in
the Circular materials section.

We’vecompleted over200

environmentalsite assessments

EHS management | 3M 2023 Global Impact Report

67

Environmental site assessments
and enhancements
Outside of 3M’s EMS framework, we’ve completed
over 200 environmental site assessments in aneffort 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.

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. Altogether, ourISO 14001-certified sites account for 66.9% of transfer
value of shipments (TVOS) or the total value of all
shipped unfinished and finished goods.

Who we are

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EHS management | 3M 2023 Global Impact Report

3M to exit PFAS
manufacturing by endof 2025

3M’s products, including those containing PFAS,
are safe and effective for their intended uses ineveryday life.

Employee health andmedical services

On December 20, 2022, 3M announced it would:

Culture of health

People worldwide depend on everyday productsthat are made by many companies, including 3M,
using PFAS (sometimes also called fluorochemicals).
These substances are critical to multiple industries —including the cars we drive, planes we fly, computersand smartphones we use to stay connected, and more.

• Exit all PFAS manufacturing by the end of2025: 3M will discontinue manufacturing all
fluoropolymers, fluorinated fluids, and PFAS-based
additive products. We will help facilitate an orderlytransition for customers. 3M intends to fulfill current
contractual obligations during the transition period

PFAS are used in everyday applications to promote
durability, water resistance, and many other qualities.
They are found in many important parts of modern
life, including:• Work to discontinue use of PFAS across our
product portfolio by the end of 2025: We havealready reduced our use of PFAS over the past three
years through ongoing research and development
and will continue to innovate new solutions
for customers• Automobiles, including electric and conventional
vehicles, to help protect fuel lines, seals,
and batteries• Aerospace, to help allow for interference-freecommunication from the cockpit to the wings, tail,and other equipment• Advanced communications networks, including
Wi-Fi and cellular data networks• Consumer goods, including nonstick cookware,
food packaging, cosmetics, and clothing• Electronics, such as semiconductors and batteries,
which are vital for everything from smartphones
and wearable fitness trackers to national security
technologies• Medical technologies and devices, like catheters,
stents, and needles, as well as transdermal patches
that are used for medicine delivery• Medicines and pharmaceuticals, including lifesaving therapeutics that treat COVID-19, as well as
common prescription medicines that treat conditions
like anxiety or depression• Sustainable and renewable energy, including solar
panels, windmills, and fuel cells

3M’s decision is based on careful consideration
and a thorough evaluation of the evolving externallandscape, including multiple factors such as
accelerating regulatory trends focused on reducing or
eliminating the presence of PFAS in the environmentand changing stakeholder expectations.

How is 3M taking action today?
3M is committed to environmental sustainability at
our sites that manufacture fluorochemistries today.
While we plan to exit PFAS manufacturing, we remaincommitted to our planned investment of more than
$1 billion to achieve our corporate environmental
goals, which include reducing our facilities’ overallwater use and improving the quality of water fromour operations.

68

We encourage employees to take advantage of ourhealth and well-being programs, resources, andservices. We aim to support healthy lifestyles and tocreate a psychologically safe work environment.
Our programs and services vary globally based on
availability and need. Examples include free flu and
COVID-19 vaccinations, health-conscious options incafeterias, on-site fitness centers and medical care,telehealth, adoption and foster care support, and theWork Your Way program, which encourages a healthybalance between work and personal life. Learn more
about Work Your Way in the Employee programs
section.

Preventive approach
Our programs are designed to help prevent healthrelated conditions. Clinical services for illnesses andinjuries are offered at 3M sites worldwide. Along withthe 3M Healthy Living Program, we offer preventive
programs including hypertension management,
cardiovascular risk reduction, stress management,
physical activity programs, smoking cessation,
nutrition consultation, and cancer prevention.

CPR & AED training
3M supports volunteer first responder teams byproviding CPR/Automated External Defibrillator (AED)training to employees. Our corporate headquarters
and many of our distribution centers, R&D labs, andmanufacturing sites around the world are staffed with
AED-trained personnel and are supplied with AEDs.

Who we are

How we work

What we create

Site spotlights

About report

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.

Employee health and safety
during the pandemic
We’re committed to continuing to respond to theongoing and evolving health and safety challengesof the COVID-19 pandemic. 3M’s global disease
prevention coordinators, led by 3M’s corporate
occupational medicine team, stay well-apprisedof the latest developments so they can provide
education and up-to-date guidance.
In 2022, as part of our global framework of COVID-19
protocols, our facilities continued to follow a phased
approach to using appropriate control measures
based on a variety of local factors, including strain
on the health care system and rates of vaccination,community transmission, and severe illness and death.

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 applies
ergonomics risk assessment tools to identify andassess ergonomic risk in the industrial andoffice environment.

EHS management | 3M 2023 Global Impact Report69

In 2019, we required all manufacturing sites tocomplete an ergonomic footprint assessment andestablish yearly reduction targets. In 2022, we
eliminated over 1,200 high exposures, exceeding ourinternal target. Online office ergonomics training,
available 24/7 to any employee with access to 3M’s
intranet, encourages employees working remotely or
at a 3M location to improve their workspace.

Machine guarding
To help identify potential hazards related to contact
with objects and equipment in our global facilities, weuse a Guarding Assessment and Prioritization (GAP)
tool as part of our machine guarding assessment
process. GAP assesses worker exposure to machine
hazards and provides a relative risk score foreach machine. This helps us identify machines orprocess components with the greatest risk of injury
and prioritize actions to improve safeguarding
performance. Our coordinated EHS capital investment
system is designed for exactly this kind of risk
identification and resulting capital prioritization.

Radiation protection
To help protect 3M employees, our customers,
and the public, our Corporate Radiation Protection
and Compliance group provides hazard evaluations
and training for both radiation source users andsite radiation safety officers. This includes ionizing
and non-ionizing radiation sources used in bothmanufacturing 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

Site spotlights

About report

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 have a variety of tools to assess and manage
process hazards:• We use a Hazardous Process Evaluation Tool
(HazPET) to categorize hazardous processes.
• To assess how effective existing safeguards are,we use process hazard analyses (PHAs).
• To give more attention to independent protection
layers when evaluating safety-critical devices andsystems, we use Layers of Protection
Analysis (LOPA).
• Mechanical integrity programs help our
manufacturing sites manage critical processequipment and assure 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.

Chemical and noise exposure
Our exposure assessment and management programs
follow the comprehensive approach outlined by theAmerican Industrial Hygiene Association (AIHA).
In alignment with our commitment to follow thescience around exposure risk, we adhere to theAmerican Conference of Governmental Industrial
Hygienists’ (ACGIH) chemical and noise exposure
limits unless more stringent local requirements apply.

In 2022,91%

of 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 further exposure,and we provide medical management. We look fortrends in the health data of working populations toassure that potential hazards are well controlled.
While many of these programs are mandated bygovernment requirements, we established others tomeet 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
the design or management of work, e.g., high job
demands, poor supervisor support, role ambiguity, etc.,

EHS management | 3M 2023 Global Impact Report70that 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 thesehazards at an organizational level.

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 best-inclass EHS and chemicals management audit program.
We verify regulatory compliance and alignment with
the EHS Management Standard, conducting EHSrelated audits on a standard schedule based on sitespecific EHS complexities. Our multifaceted strategy
for implementing our EHS Management Standard andglobal auditing of EHS compliance for our operations is
key to understanding and resolving any potential gaps.

Who we are

How we work

What we create

In 2022, our EHS site audits covered sites that
manufactured 63.1% of transfer value of shipments(TVOS). Key objectives of audits included:• 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, duedates for closure, tracking to completion, andverification• 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 Guidelines. 3M EHS professionals are assigned
to an audit team or lead auditor to provide support on
the auditing process and/or a specific subject during
the audit.

Site spotlights

About report

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 applicable
U.S. environmental regulatory requirements andcompany policies and standards. Other global sites arebeing implemented on a priority basis in a multiyear
plan. 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.

EHS management | 3M 2023 Global Impact Report71

To assure 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 andEvents (SIE) rates
Over the last five years, we’ve conducted over
97,000 internal risk assessments, resulting in theidentification and reduction of risk associated withmore than 26,000 activities — including 7,430
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 and illness events, such as fires, spills,
and non-COVID-19 communicable disease outbreaks
like measles or mumps. 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.
Since 2019 we’ve been clarifying how we define
environmental criteria for SIEs. With clearer,
more quantitative definitions, sites have a better
understanding of when they should report relevant
incidents. As our definitions have moved from
qualitative to quantitative, we’ve seen an increase in
the incidents we classify as SIEs. For that reason, it’s
not possible to provide a year-over-year comparison.

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 work

Site spotlights

About report

on 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.
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.

Workplace andemployee 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 support and assist
workers and visitors in both emergency andnonemergency situations, such as incidents, loss
or theft, and suspicious items or behaviors.

EHS management | 3M 2023 Global Impact Report72

Incident and crisis
management
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.
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 plans inplace and for employees to understand what to do inan emergency.
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 allplans in accordance with standard practices, approvalof management, and regular audits or assessments,
and we conduct periodic scenario exercises at sites toevaluate their effectiveness.
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 to confirm their well-being
after a severe or catastrophic event. 3M’s Corporate
Crisis Action Team provides global leadership,
coordination, and direction in crisis situations. Severeor crisis situations are reported into EHS 360, ourincident management system.

Who we are

How we work

What we create

Site spotlights

About report

Looking forward
3M will continue to drive EHS management programs
across all our global manufacturing, supply chain, andR&D operations, including ensuring that all visitors,
vendors, contingent workers, and contractors at
3M sites follow all applicable 3M workplace EHS
requirements.
We’ll keep leveraging our enhanced machine guarding
assessment process and tool to evaluate machine
injury risk and support risk-reduction efforts. We’ll also
continue to align our U.S. and non-U.S. radiation
safety programs.

Within our capital expenditure approval process,we’ll continue to prioritize the mitigation ofrisk by leveraging improved integration andcommunication between key systems.
We’ve developed one comprehensive system
to assess risk and document process safety andenvironmental hazards and follow-up actions.
We’ll launch the system in 2023 as we continue
to track our global process safety risk footprint.

EHS management | 3M 2023 Global Impact Report73Who we are

How we work

What we create

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Circular materials | 3M 2023 Global Impact Report

About report

74

Circular materials
Our commitment Our sustainability goals
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, packaging, andwaste in our own operations.

Our impact
We carefully manage waste and water, reducing where
possible and reusing and recycling as alternative
options. We continue to develop products andpackaging that are reusable, renewable, recyclable,or made with more recycled material. We continuallydesign with a focus on durability.

Reduce dependence on virgin
fossil-based plastic by 125 million
pounds by the end of 20251

Reduce manufacturing waste
by an additional 10%, indexed tosales, by 2025

Reduced by

Reduced54.2M lbs. 0.58%
Reduce global water
usage by the following
amounts: 10% by 2022,
20% by 2025, and 25%
by 2030, indexed
to sales2

Achieved

44.9%

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

Reduced

16.8%

Engage 100% of waterstressed/scarce communities
where 3M manufactures oncommunitywide approaches towater management by 2025

Achieve zero landfill
status at more than 30% of
manufacturing sites by 2025

Ahead of schedule in installingstate-of-the-art filtration
technologies

Engaged17

Established in 2021.
E xpands our previous commitment, which aimed to reducewater 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.).
1
2

Who we are

How we work

What we create

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. Instead of
current linear business models, organizations could
measure success on the ability to accomplish morewith fewer resources — selecting renewable andrecycled materials and packaging, keeping products
and materials in use, and designing out waste
and pollution. We see the circular economy as anopportunity 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 a better
understanding of our total plastic footprint andanticipate potential future regulations, we’re advancing
our actions accordingly.
We continue to work toward our sustainability goal toreduce our dependence on virgin fossil-based plastic
by 125 million pounds by the end of 2025. To that end,
we’re always innovating new product and packaging
solutions that use less virgin fossil-based plastic andincrease the use of recycled or bio-based plastic
where appropriate.

1

UN Environment Programme:
https://www.unep.org/interactive/beat-plastic-pollution/

Site spotlights

About report

We’ve reduced our use of virgin
fossil-based plastic by

54.2M lbs.
Since 2021, we achieved a 54.2-million-pound
reduction in the use of virgin fossil-based plastic in our
packaging and products toward our goal of 125 million
pounds by the end of 2025. We’ve incorporated
recycled and bio-based materials and reduced plastic
use in products and packaging such as tapes anddispensers, sponges, packaging, 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.

Circular materials | 3M 2023 Global Impact Report75

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 azero-waste-to-landfill plant, and the product andpackaging are both curbside-recyclable.
• Our Scotch™ Cushion Lock™ Protective Wrapis an alternative to plastic that’s both recyclable
and made from 100% recycled paper. In 2022, thisproduct received a lot of recognition, including a
Platinum Award in Dow’s 2022 Packaging Innovation
Awards and finalist status in the consumer products
category of Fast Company’s World Changing
Ideas Awards.
• 3M™ Thinsulate™ 100% Recycled Featherless
Insulation is made with 100% post-consumer
recycled material and is engineered to replicate
natural down.

Who we are

How we work

What we create

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.
• Our Scotch-Brite® Swift Scrub Bathroom Buildup
Remover is designed to be durable — so durable
it won Best Bathroom Scrubber in Better Homes &Gardens 2022 Clean House Awards. This productoutlasts four eraser pads.1• With 300,000 electronic devices in the field, 3M’s
Health Care Service Group (HCSG) aims to keepthem working instead of in landfills. The HCSG
provides service and support for more than 50
different 3M health care products with repair
locations in 18 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 2022, 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.

Compared with Mr. Clean® Magic Eraser Extra Durable pads
on tough soils. Mr. Clean Magic Eraser is a trademark of
The Procter & Gamble Company.

1

Site spotlights

About report• From 2022 to 2023, 3M is partnering with Closed
Loop Partners’ Center for the Circular Economy
and relevant stakeholders to conduct a 20-monthstudy of food grade polypropylene. The study isqualifying and quantifying the polypropylene resin
stream flowing through a material recovery facility tohelp in evaluating the feasibility of new end markets.
• In 2022, 3M continued to engage with The
Recycling Partnership as a corporate partner andfounding member of the Recycling Inclusion Fund.
The Recycling Partnership is a mission-driven NGO
committed to advancing a circular economy bybuilding a better recycling system in the U.S.
• 3M continues to support the Recycling
Inclusion Fund, which addresses racial disparities
and delivers an equitable recycling system for all
people, especially in Black, Indigenous, and peopleof color (BIPOC) communities across the U.S.
• As Ocean Stewards for Plastic Bank, 3M, throughour partner Global Giving, provided a $100,000
grant to an ethical collection community in Brazil,
helping to stop 181,818 kg of plastic — theequivalent of 9 million 500 ml plastic bottles — fromentering the ocean. The plastic is exchanged for lifeimproving benefits such as groceries, cooking fuel,and medical insurance. Collected material is reusedin products and packaging.
• In September 2022, 3M was one of 85 global
businesses, financial institutions, and NGOs toendorse the Business Coalition for a Global
Plastics Treaty, a common vision that will guidepolicy engagements with governments in an effort
to end plastic pollution and accelerate 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.

Circular materials | 3M 2023 Global Impact Report

76

Packaging
3M’s product diversity, markets, and global
multichannel distribution systems create acomplex landscape that does not lend itself to a
one-solution-fits-all approach for product packaging.
Our Packaging Sustainability Roadmap takes into
consideration the requirements and needs thatare quickly evolving around the world and our
responsibility to meet those needs.
Our roadmap’s 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 of
packaging materials

Who we are

How we work

What we create

Packaging for our products
We’re committed to protecting our products with
an efficient, minimal amount of packaging. We
remove or lightweight packaging materials andmaximize product-to-package ratios (reducing
empty air space) wherever possible. We also
continue to increase recycled content, make our
packaging easier to recycle, encourage reusable
packaging where appropriate, and increase the useof renewable materials.
To support 3M’s goal of reducing our use of virgin
fossil-based plastic, we’ve increased recycled content
in our plastic packaging by 38 metric tons.
Our Packaging Sustainability Roadmap places a
special focus on circular package design. We train all
packaging engineers on a toolkit that clearly defines
circularity terms and highlights which packaging
materials to select for specific aims, such as designing
for reusability and recyclability, increasing recycledcontent, or transitioning to renewable packaging
materials. The toolkit includes a Packaging
Recyclability Guide, which references global industrial
aids and presents them in an easy-to-use format that
simplifies selection of recyclable materials in different
packaging components.
In 2022, our package engineers consistently used
the toolkit and guide to help them make key design
decisions that reduce or eliminate packaging where
possible and improve the circularity of our packaging.
Examples include:
Packaging reduction progress• We removed large paper inserts from our 3M
Filtrete™ products manufactured in Clinton,
Tennessee, resulting in a paper reduction of
151.6 metric tons.
• We reduced 8.9 metric tons of plastic film out ofour packaging for 3M Scotch-Brite® Scouring Pad
products made in Mexico.

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Circular materials | 3M 2023 Global Impact Report77• By using a QR code, we eliminated paper instruction
inserts accompanying oral health care products in
Latin America, saving 2.1 metric tons of paper.
Reusable packaging progress• Prior to 2022, we used corrugated totes,
wooden pallets, and plastic film to transport
3M™ Thinsulate™ products from our 3M site in
Poland to our automotive customers throughout
Europe. In 2022, we switched to collapsible plastic
crates that are returned to 3M for reuse. These
crates have an estimated lifetime of at least five
years. A conservative lifetime estimate of 50 uses
eliminates 23 metric tons of corrugated totes, 72
metric tons of wooden pallets, and 0.98 metric tonsof single-use plastic. The crates contain an averageof 58% post-consumer recycled content by weightand can be returned to the supplier for recycling.
Packaging recyclability progress• In our European market, we changed the packaging
for several of our Scotch™ Mounting Tapes froma plastic blister to a 100% paperboard package,
resulting in the removal of over 30.7 metric tons ofplastic from the market — and packaging that’s eveneasier to recycle.
• In late 2022, we designed circularity into the original
packaging of one of our Scotch-Brite® Greener
Clean scrubbing products in North America. Insteadof plastic shrink film, we used a paperboard package
made from 100% post-consumer recycled content.
This will reduce our use of plastic film packaging in
2023 by 1.5 metric tons.

I n 2022, our packaging reduction efforts
resulted in a decrease of more than405

metric tons ofmaterial

Recycled content in packaging progress• In our Asia-Pacific region, we changed the
packaging tags for our 3M™ Thinsulate™ fabricline from virgin paperboard to 30–100% recycled
paper, in addition to being certified by the Forest
Stewardship Council (FSC). This saved over 19.3
metric tons of virgin paper.
• Also in our Asia-Pacific region, we changed plastic
pails holding transportation road-marking products
from virgin polypropylene to 100% post-consumer
recycled content polypropylene. This reduced ouruse of virgin plastic by over 34.7 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.

Who we are

How we work

What we create

Sharing knowledge – Our packaging team iscommitted to sharing its knowledge with the external
community to create a collaborative network thatwill accelerate packaging circularity. We engage andparticipate in industry panels as well as give guest
lectures at universities and colleges.

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. 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.

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.

Site spotlights

About report

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 99% of transfer value of shipments(TVOS). We use the results and raw data to identify,
quantify, and prioritize projects. We continue to movetoward automated and real-time tracking for a better
understanding of how to direct our efforts.
Those efforts have yielded significant results.
Most notably, between 2015 and 2022, we reduced
the amount of material sent for landfill and incineration
by 0.58%, indexed to net sales, and since 2005
we’ve decreased our waste, indexed to net sales,by 24.3%. See more data in our metric tables.
One 3M site contributing to this reduction is our tapemanufacturing plant in Bangor, Northern Ireland,
where an overhaul of the waste management system
has more than halved the amount of waste generated.
This was achieved by improving waste-segregation
and recycling processes, installing a new cardboard
compactor, streamlining from multiple waste vendors
to one, and introducing regular site audits.
Another way we’ve reduced waste is by repurposing
a byproduct of the production of our roofing granules.
The product we created, 3M™ Natural Pozzolans, canbe used as a partial cement replacement to help lower
the CO2 emissions of concrete. For every ton of natural
pozzolans used, CO2 emissions can be reduced byan estimated 0.75 tons. Natural pozzolans also counttoward LEED credits for the use of recycled materials.

Circular materials | 3M 2023 Global Impact Report

78

3M Pollution Prevention Pays (3P)
An industry first, 3M’s 3P program, developed in 1975,
is based on the belief that preventing pollution is moreenvironmentally effective, more socially acceptable,
and more economical than treatment. In the last 47
years, the program has prevented 2.88 million shorttons of pollutants and saved over $2.37 billion, basedon aggregated data from the first year of each
3P project.

Zero landfill sites
In addition to our waste reduction goal, we plan toincrease the repurposing, reusing, and recycling 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 assure accurate reporting.

An industry first, 3M's 3P program, developed in 1975, is based on the belief that preventing pollution is moreenvironmentally effective, more socially acceptable, and more economical than treatment.

Who we are

How we work

What we create

By the end of 2022, 44.9% 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 2022, two newsites, Amersfoort and Atherstone, achieved zero
landfill status.

Reducing waste throughproduct design

Site spotlights

About report

Reducing waste in our communities:
3M Impact in Peru
3M Impact is a skills-based volunteer service programthat supports employees in sharing their businessskills, experience, and energy to make a difference inglobal communities. The experience also gives them
opportunities to develop their leadership, problemsolving, and communication skills. Every 3M Impact
project aligns to our Strategic Sustainability Framework.

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.

In 2022, 3M Impact sent a team of eight volunteers toLima, Peru, to work with host community organizations
on eliminating waste in ways that benefit allcommunity members. The team worked on projects to:

For example, in 2022 we collaborated with Nordson,an adhesives 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.

• Extend the life cycle of objects through reuse
and the creation of shopping opportunities for
economically vulnerable families

See more examples in our Global Impact Highlights
brochure.

44.9%

of 3M sites haveattained zero
landfill status• Eradicate the use of silos by providing a safe
alternative through container sanitation services
for low-income families in urban areas“It was such an honor to work alongside my
3M colleagues in Lima. Watching them use
their unique skill sets to make such impactfulchange was beyond inspiring.”— Stacey Claessens, global employee
empowerment manager, 3Mgives
To learn more and see other 3M Impact stories, visit
3M Impact: Skills-Based Service Program.

Circular materials | 3M 2023 Global Impact Report79

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 improving the availability ofwater and enhancing water quality associatedwith our operations. We recognize that reducing
water consumption and improving water quality
in our operations are important elements of ourenvironmental stewardship at a local level, andwe’re committed to applying our innovation andexpertise to those ends.
As a signatory of the UN Global Compact CEO
Water Mandate and a leading member of the Water
Resilience Coalition, 3M’s strategy aligns with the six
core focus areas outlined by the Mandate and follows
UN Sustainable Development Goal 6.

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 99% of transfer valueof shipments (TVOS). Advances in our data analytics
capabilities are expanding visibility, accuracy, andopportunity for innovation in our monitoring andmeasurement efforts.

Who we are

How we work

What we create

Between 2005 and 2022, we decreased our total
water usage by 52.8%, indexed to corporatewide
net sales. In two of our largest manufacturing water
usage locations, we amplified our 2021 ambitions.
We are ahead of plan for our 2022 water usage goal,with more than a 10% reduction and we are aheadof schedule in installing state-of-the-art ﬁltration
technologies.
Our efforts toward reaching our goal include
significant technology investments in water
recirculation in Decatur, Alabama, and filtration
systems in Cordova, Illinois.
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 thisgoal, 3M joined the Water Resilience Coalition (WRC)leadership committee in 2021. Led by the CEO Water
Mandate, an initiative of the UN Global Compact,coalition members commit to having a positive
impact in water-stressed basins, to developing andimplementing resilient practices across their industry,
and to providing leadership and advocacy in the fieldof water resilience.
3M’s 2022 global manufacturing locations were
evaluated using the Aqueduct™ Water Risk Atlasstress-level screening tool, Aqueduct 3.0. Over 200
3M locations were analyzed, with 17 identified as
extremely high water-stressed areas. Manufacturinglocations include those with annual water use equal toor greater than 1,000 cubic meters. The 17 locations
account for 1.47% 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

About reportLearn more at Innovating Boldly for our Enterprise,
Customers, and Communities.

Conserving water and improving
quality through product design
3M innovation makes a wide range of water-saving
and water-quality improvement products possible forresidential, commercial-food-service, and industrialwater-filtration settings. 3M Residential Water
Filtration products address common water quality
concerns, such as sediment and chlorine taste andodor. Some products also reduce contaminants andhelp protect pipes by reducing scale.
To learn more about these and other 3M water-quality
products, visit Water Quality.

Conserving water and improving
quality in our communities
Our sites aim to conserve water in surrounding
communities. As mentioned earlier, when we joined
the Water Resilience Coalition in 2021, we committed
to helping build a water-resilient world for ourcommunities, our ecosystems, our companies, andthe global economy.
As we work toward our goal to enhance the qualityof the water our manufacturing sites return to theenvironment, our initial focus is on implementing
state-of-the-art water purification technology at thelargest water use locations globally and having themfully operational in 2024.

52.8%

decrease in water
usage since 2005

Circular materials | 3M 2023 Global Impact Report80

“3M is proactively applying our scienceand innovation to improve the watersupply used in our operations and thecommunities we serve.”— Mike Roman, Chief Executive Officer

Sustainability risk
governanceAt 3M, we believe it’s our responsibility to be strategic
and planful and to mitigate risks related to our use ofrenewable and recycled materials. Our sustainability
risk governance is overseen by our Science,
Technology & Sustainability Committee (STS) of theBoard of Directors. It focuses 3M’s efforts by setting
economic, environmental, and social goals that may
directly or indirectly influence investment decisions forthe company.
Learn more about the roles and responsibilitiesof the STS in the Corporate governance section.
For information on overall enterprise risk, see
the Enterprise risk section.

Who we are

How we work

What we create

Site spotlights

About report

Looking forward
In the coming year, 3M will continue to explore ways
to use science to advance a more circular economy.
We’ll help our customers reach their sustainability
goals by increasing our use of recycled raw materials
in new products, as well as by creating reusable,
renewable, and recyclable products and packaging.
We’ll work to improve systems that help us collectproduct-level data around plastics and packaging.
And we’ll help our customers reduce their water
usage and waste by using our products.

In our operations, we’ll continue to mitigate waste-tolandfill through the reduction, reuse, and recycling of
surplus materials, including those from our suppliers’
packaging, and we’ll work to improve global water
quality and efficiency.
Within our communities, we’ll focus on advocacy,
support, and collaboration in our efforts to fuel a
global circular economy. This includes working
with water leaders in communities where we operate
to help improve water availability and quality, withaspiration toward a net positive water impact.

Circular materials | 3M 2023 Global Impact Report81Who we are

How we work

What we create

Site spotlights

About report

Climate and energy | 3M 2023 Global Impact Report

Climate and energy
Our commitment Our sustainability goals
3M is committed to innovate to decarbonize
industry, accelerate climate solutions, and improve
our environmental footprint. From the bottom to the
top of our organization, we’re dedicated to following
our related principles and policies and pursuing our
related goals and risk-mitigation efforts.

Reduce Scope 1 and 2 market-based GHG
emissions from our 2019 baseline by at least
50% by 2030, 80% by 2040, and achieve carbon
neutrality in our operations by 20501

Reduced by

37.8%

Our impact
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. Our climate andenergy experts regularly speak at industry conferences
as we work collaboratively with governments andglobal partners to advance our impact in meeting
this important global challenge.

Increase renewableenergy to 50% of total
electricity use by 2025
and to 100% by 2050

Increased to

Improve energy
efficiency,
indexed to net
sales, by 30%
by 2025

Improved

51.9%
13.1%

2019 is the baseline measurement year. 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.

1

82

Who we are

How we work

What we create

Site spotlights

About report

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 November 2022, we had a robust presence at theUnited Nations Framework Convention on Climate
Change (COP27), where we engaged with and learned
from our peers, strengthened collaborations withgovernment, nonprofit, and corporate partners, andleaned into our four strategic focus areas:• Responding with urgency• Leadership and collaboration• Progress through science and technology• Action via solutions

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, which is based 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.
1

Climate and energy | 3M 2023 Global Impact Report83

Public policy engagement
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, as described in
Mitigating climate risk, includes disclosures
recommended by TCFD.
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 emissions reductions and assure all
sectors contribute to reduction targets, with theeffect of allowing fair competition and avoiding
market distortions within industrial sectors or
across national boundaries

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

Who we are

How we work

What we create

Speaking engagements
and partnerships
Public speaking engagements and partnerships areintegral elements of our Strategic Energy Management
Plan, which guides our priorities and goals.
In 2022, 3M experts spoke at several energy industry
conferences, including the Association of Energy
Engineers (AEE) East, AEE World, the U.S. Departmentof Energy’s (DOE) Better Buildings, Better Plants
Summit, and its Better Building webinar series. Talks
included “Renewable Energy: How 3M Plans to Meetthe 50% RE100 Target 4 Years Early” and “Bonus
Points: Adding Up the Non-Energy Benefits ofEnergy Efficiency.”
3M also continues to create, participate in, and speakat numerous climate-related partnerships
and collaborations:• We participate in the Better Climate, Better Plants,
and Low Carbon Pilot programs as a partner ofthe 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%
renewable electricity for their worldwide operations
by 2050. In 2022, our senior vice president and chiefsustainability officer participated in a member panelat Climate Week NYC.
• 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 is focusing investments on clean energy,
enabling solutions, decarbonized transport, greening
industrials, and agricultural and natural solutions. It
gives us expanded access to opportunities to invest

Site spotlights

About reportin climate technology companies and support ourenvironmental goals for carbon neutrality and water
use and quality.
• 2022 was 3M’s third 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. In New Delhi, a Clean Construction
Toolkit is being developed as a roadmap for how
to follow dust control norms and build capacity
for implementation of clean construction and best
management practices. In Manila, the Manila City
Clean Air Action Plan is being operationalized,
including air pollution transport measures, waste
management through community engagement, andhealth sector interventions in partnership with acity hospital.
• 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 participated in five sessions
at COP27, including speaking on “Creating Clean
Energy Security for All: Technology & Policy
Opportunities” and “Collaborating for Climate
Solutions: How Can We Accelerate Partnership?”• We continue to participate in the Global Alliancefor Sustainable Energy, which we founded alongwith our customer Enel Green Power and 15
other organizations.
• We’re one of 30 U.S. businesses and organizations
that formed the Sustainable Growth Coalition(formerly the Minnesota Sustainable Growth Coalition).

Mitigating climate risk
Severe weather and long-term climate trends could
affect 3M’s operations and supply chain. To address
this, we maintain a formal enterprise risk

Climate and energy | 3M 2023 Global Impact Report84

management analysis to review risk across theenterprise. Additionally, 3M Global Security facilitatesbusiness continuity and crisis management planningto coordinate the efforts of businesses, functions, andlocal incident management and response
teams worldwide.
Corporate, functional, and local plans consider therisk of natural disasters, infectious disease, employee
safety, asset protection, customer service, and otherbusiness continuity requirements.
See 3M’s Annual Report on Form
10-K, Item 1A for risk factors
applicable to the company. Additional
details on our climate risk process canbe found in the following table(next page).

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TCFD 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 oversees the twin demands of developing products to meet the ever-changing needs of our customers while ensuring that those products cause
no harm to people or to our planet. The committee’s roles and responsibilities include reviewing the company’s policies and programs on sustainability andassisting the Board in identifying and analyzing significant emerging science and technology, disruptive innovations, sustainability, materials vulnerability, andgeopolitical 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 to
the STS 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 operates in more than 70 countries and derives approximately 60% 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 agenda

3M’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
2023 Proxy Statement.
3M’s executive-level Corporate Environmental Responsibility and Sustainability Committee (ERSC) provides leadership, oversight, and strategy to encourage
and assure sustainability opportunities are recognized. They develop and monitor adherence with sustainability-related policies and procedures. This
committee includes 3M’s CEO, CFO, CTO & EVP Environmental Responsibility, Group President Enterprise Operations, EVP & Chief HR Officer, EVP & Chief
Legal Affairs Officer, SVP & Chief Strategy Officer, and EVP Country Governance & Services.

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 Resource 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 andregulations around the world. 3M has made, and plans to continue making, necessary expenditures for compliance with applicablelaws 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. We have operations in over 70 countries, bringing 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 ProductIntroduction (NPI) process, and continuous improvement program.
This product diversity enables 3M to identify unique solutions to help solve our customers’ challenges. In 2022, 3M invested$1.9 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 16 “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 operates in more than 70 countries and derives approximately 60 percent of its revenues fromoutside the United States, and, accordingly, 3M’s operations and the execution of its business strategies and plans are subject to
global competition and economic and geopolitical risks that are beyond its control, such as, among other things, disruptions infinancial markets, economic downturns, military conflicts, public health emergencies such as COVID-19, political changes andtrends such as protectionism, economic nationalism resulting in government actions impacting international trade agreements or
imposing trade restrictions such as tariffs and retaliatory 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:the 3M Way, 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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Climate and energy | 3M 2023 Global Impact Report87

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, pre-qualifying
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 in over 70 countries, 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. See our Global Impact Highlights brochure for product examples.

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 99% 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.

Who we are

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What we create

Managing energy
and emissions
3M takes a broad approach to managing our energy
footprint, which includes evaluating and continually
improving the impact of our products, manufacturing
processes, equipment, and sites (including upgrading
and modernizing infrastructure). Our energy
management is a team effort guided by the global
3M Corporate Energy Policy and coordinated by the
Energy Management Team, with oversight by 3M’ssenior vice president of engineering and manufacturing
technology and active support from our CEO.
Every year we review our Strategic Energy
Management Plan to prioritize programs and meetglobal goals. The plan is shaped by input fromstakeholders including manufacturing leaders, sitemanagers, operations employees, and executive
management. Goals include continually improving
results, leveraging engineering expertise andadvances, driving site-level efficiency improvements,
maintaining top management support, and protecting
3M’s reputation.
In 2022, we continued to follow our updated 3M
Corporate Energy Policy — which includes ourcommitment to renewable energy — by leveraging
our internal engineering manual: Energy Design
Requirements and Guidelines. This manual helps us
apply lessons across our global operations to maximize
energy efficiency in capital project designs.
As we continually strive for more accurate energy
reporting, we’ve developed a unique, innovative
method for internal tracking. We developed amultivariable regression analysis to normalize theimpact of routinely changing factors (e.g., production,
weather conditions, etc.) to calculate performance.
We’ve been sharing this more precise method with
our peers at conferences and other venues.

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Since 2015, we’ve reduced energy, indexed to net
sales, by 13.1%. 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 began converting our sites around theworld to 100% renewable energy, starting with 3M’s
headquarters, a 409-acre campus housing 30 buildings
and research labs in St. Paul, Minnesota. As of theend of 2022, we have 62 sites (30,000 square feet or
larger) that are powered by 100% renewable electricity,
comprising 51.9% of our electricity use. See energy
data in our metric tables and the Environmental
tab of ESG metrics, which also includes moredetailed analysis.
We continue to seek alternative energy sources at
all 3M sites, including solar, wind, and projects likeutilized excess steam. For example, in 2022 ourmanufacturing plant in Hilden, Germany, installed
solar panels on a field the size of 3.5 football fields.

51.9%

We increased
our renewableelectricity
of total electricity use
use toClimate and energy | 3M 2023 Global Impact Report

88

The panels yield up to 3,500 megawatt hours —powering up to 10% of the site’s energy requirements.
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.

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
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Climate and energy | 3M 2023 Global Impact Report

About reportwell as product and portfolio improvements, rather
than carbon offsets.

Direct (Scope 1) and indirect(Scope 2) GHG emissions

Currently 3M reduces GHG emissions throughmethods such as improving the efficiency of
manufacturing processes and equipment, upgrading
technologies, reducing energy demand, increasinguse of renewable electricity, managing our productportfolio, and implementing and maintaining emission
control technologies.

3M has reduced Scope 1 GHG emissions by 85.6%
since 2002, providing a direct and immediate
reduction of our carbon emissions. During this sametime frame, we achieved a 78.8% reduction in absolute
Scope 1 and 2 location-based GHG emissions.

Calculating our emissions
Since 2002, the 3M Environmental, Health, andSafety (EHS) Laboratory has calculated 3M’s GHG
inventory in accordance with 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 theInternational 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 improved byincorporating several quality system elements fromthe ANSI/ISO/IEC 17025 Standard, including:• Defined responsibilities and interrelationships of all
key staff

achieve 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 40.2% andachieved a 37.8% reduction in absolute Scope 1 and 2
market-based GHG emissions since 2019. See moredata in our metric tables.

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 to

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

20,000,000
18,000,000

0%16,000,000
20%

14,000,000
12,000,000

40%

10,000,000
8,000,000

60%

6,000,000• Documented key personnel qualifications

4,000,000• Control over quality system documents andprocedures

2,000,000• Control of records

80%

0
2002

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

• Corrective and preventive action system• Internal audit program• Documented and approved calculation procedures
See the About report section for more information.

89

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

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

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

Accelerated 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%

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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)
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.
In the belief that every problem has a solution, we’ve
embarked on a journey to calculate these downstream
Scope 3 GHG emissions. With decision-making
based on sound science, in 2019 we developed
methodologies to calculate our emissions for Scope 3
Categories 9–12.
The first step was to compile data for our more than
55,000 products, including quantity sold, productsize or mass, and use applications. Next, working with
Anthesis Group, we analyzed the data to prioritize
those with a material Scope 3 GHG footprint, and
we identified 300 unique categories for more
analysis. Once we determined emission factors foreach product use scenario, we worked to calculate
estimated Scope 3 emissions for each of the 300
product categories. Based on the best available
science, estimated Scope 3 data uncertainty is ±50%,

Climate and energy | 3M 2023 Global Impact Report90

per the WRI/WBCSD GHG Protocol Corporate
Value Chain (Scope 3) Accounting and ReportingStandard, 2011.
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 across
60,000 suppliers and countless global end users is an
ongoing task. However, we understand its importanceand urgency, and we’re constantly striving to be fasterand more effective. We plan to report on results fromthese efforts, as well as additional planned actions,in future communications. See more data in our
metric tables.

ISO 50001 and SEP
50001™ certification
The internationally recognized ISO 50001 standard
and the U.S. Department of Energy’s (DOE)
Superior Energy Performance 50001™ (SEP 50001™)
certification programs help 3M sites recognize andseize opportunities to increase their energy efficiency
and move from loosely organizing energy projects
to managing them with a structured system. By
integrating the systematic ISO-based management
framework of plan-do-check-act, our sites havesaved on energy costs and consumption, expanded
employee engagement, and increased visibility into
site energy performance.
In 2022, we continued our virtual ISO 50001 and SEP
50001™ audits. 3M has been busy increasing our ISO
50001 and SEP-certified profile, with 60 sites certified
globally and 37 sites certified to SEP Certification.

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What we create

Energy management awards
3M Energy Excellence Awards
These awards honor individuals and teams thatincorporate the goals of the Corporate Energy
Program in engineering projects. Nominated projects
and individuals have demonstrated their commitment
to including energy efficiency in project design,
equipment selection, or the use of alternative energy
supplies. In 2022, we recognized Dr. Freddie Pask,
3M sustainability lead, with an individual award, andthe Brazil Team, the Canada Team, the Singapore
Team, and the China Team with team awards.

External energy recognition
In 2022, we were recognized by a number of externalorganizations.
Association of Energy Engineers –• Latin America Region Energy Manager of the Year
to Jose Solis, engineering manager, LATAM• Energy Innovator of the Year to Brian Mohr, utility
maintenance and reliability engineer, U.S.
• Young Energy Professional of the Year to Rashmi
Brackenbury, senior energy engineer, Canada• Energy Project of the Year to the Juarez
Solar Project
U.S. Department of Energy Better Buildings, Better
Plants – Better Practice Award for our efforts with
3M’s Energy Design Requirements and Guidelines,
our corporate energy efficiency policy that provides
guidelines for all facility projects
U.S. Department of Energy Office of Energy
Efficiency and Renewable Energy – National award
recognizing 3M as a leader in energy management
Clean Energy Ministerial (CEM) – Energy
Management Insight Awards to 56 3M sites, including
27 in the U.S. and 29 in 11 other countries from
Australia to Taiwan

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91

NASA POWER / RETScreen Recognition of
Excellence Awards – Inaugural award given to
Andrew Hejnar, 3M energy manager, in the Facility
Owners and Operators category for his work inutilizing solar and meteorological data sets fromNASA’s POWER project in numerous global facilities

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
emissions reduction.

Managing air quality

Main VOC by source type3M 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),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.

88%

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

VOC by site
Eighty-eight percent of our sites emit less than
100 metric tons per year of VOCs. Thirty-three percent
of our sites emit less than one metric ton per year of
VOCs. See more data in our metric tables.

Implementing and maintaining
pollution control
3M has made significant progress in reducing air
emissions — at the source and by improving process
efficiencies. Where we can’t reduce emissions within
the process, we install and maintain air emission
control equipment as required by federal, state, andlocal regulations. We evaluate all equipment options,select the most environmentally effective and costefficient, and properly operate the equipment.
Technologies include thermal oxidization, solvent
recovery, carbon adsorption, biofiltration, electrostatic
precipitators, baghouses, scrubbers, and cyclones.

of our sites
emit less than 100 metrictons per year of VOC

33%

of our sites
emit less than 1 metric ton peryear of VOC

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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 technologies impacting
climate and energy
Fueling green hydrogen production
A sustainable fuel source, green hydrogen is producedwith renewable energy and doesn’t release operational
carbon emissions. This makes it 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 endsof the green hydrogen production process.
The first is a catalyst technology that reduces theamount of iridium required for water electrolysis, theprimary means of green hydrogen production. Iridium
is a rare precious metal, and reducing the amountneeded has the potential to yield substantial costsavings for customers.
Once hydrogen is produced, it must be transported
and stored. That’s where 3M’s glass bubbles come intoplay. This efficient form of cryogenic insulation

1

Green Hydrogen Market Size to Surpass US$ 89.18 Bn
by 2030. https://www.globenewswire.com/newsrelease/2022/01/11/2364715/0/en/Green-HydrogenMarket-Size-to-Surpass-US-89-18-Bn-by-2030.html

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Given that more than 95% of current hydrogenproduction is driven by fossil fuels, we see an excellent
opportunity to advance our impact in the field of greenhydrogen — a $1.83 billion market in 2021 that’s
expected to grow to $89.2 billion by 2030.1
Visit Innovating to address climate change to learn
about more climate-focused 3M technologies. Learn
more about 3M glass bubbles at Tiny glass bubbles.
Big thermal insulation. Plus, read how our glass
bubbles are helping launch NASA into space.

Climate and energy | 3M 2023 Global Impact Report

92

Bringing innovation to market
3M is a natural place inventors look to help them bring
their innovations to life. Aaswath Raman, a professorof engineering at UCLA, came to 3M after discovering
a way in which a film technology can cool surrounding
air with no external power sources. After co-founding
his company SkyCool Systems, Raman worked with
3M scientist Tim Hebrink to create 3M™ Passive
Radiative Cooling Film. This innovative multilayer
film enables 24/7 passive thermal management and
10–20% energy savings when deployed on SkyCool
Systems panels and integrated with a building’s HVAC
or refrigeration system.
See more stories of product innovation in the
Customer-inspired innovation section.

Who we are

How we work

What we create

Minding our communities
As a large organization with operations in many diverse
communities globally, we recognize our responsibility
to be mindful of potential negative impacts on ourcommunities as we work to improve our climate
impact. This includes responsibly sourcing 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.

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Looking forward
Climate change remains among the greatest challenges
facing the world, and we must act with urgency toaddress it — for our climate and our communities. To
that end, we’re developing a climate transition planthat we’ll publish in future communications.
As we look to achieve our long-term goal of carbon
neutrality by 2050, we’ll continue to evaluate how
we can apply our science in the short term to stay on
track. Similarly, as we approach our goal of using 100%
renewable electricity at all global sites, we’ll consider
other ways we can expand our renewable energy tomaintain our progress. And we’ll explore options for
reducing our dependence on fossil fuels to help
further reduce our GHG emissions.

In 2023, we’ll be launching two world-classcompanies focused on growth and innovation.
We expect the creation of the two companies tobe completed by the end of the year. Throughout
2023 we’ll prioritize our focus on science as werecalculate GHG emissions and evaluate further
reductions for two world-class companies.
We’ll continue to develop and launch products to
help our customers reach their own sustainability
goals by improving energy efficiency, increasing
renewable electricity, and reducing emissions.

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What we create

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Suppliers | 3M 2023 Global Impact Report

Suppliers
Our commitment Our sustainability goal
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.

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

Completed over457

assessments

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.

~10%
of our higher-risk
suppliers

31

incountries

94

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What we create

3M’s supply chain consists of more than 55,100
suppliers in over 276 subcategories in 111 countries
and regions. 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

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Suppliers | 3M 2023 Global Impact Report95

Due Diligence Management System

3M Supplier Responsibility Code

3M follows the Organisation for Economic
Co-operation and Development (OECD) Due
Diligence framework for all our responsible sourcing
activities. 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 2022.

ValuesEstablish strong policies andmanagement systems

Forced labor and human trafficking
3M’s Modern Slavery Statement communicates ourcommitment to acting ethically and with integrity in all
our business relationships and to using robust policies
and effective systems and controls to prevent humanrights issues in our organization and in our supply
chains.

Transparency

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, especiallyhuman trafficking, forced labor, modern slavery, andrelated crimes. For example, 3M Brazil is a signatory
to the National Pact to Eradicate Slave Labor andjoined 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.

Design and implement a strategy torespond to identified risks

Identify and assess
risks in the supply chain

Transformation

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.
A self-check exercise and final quiz help assess thetraining’s effectiveness.
We created an SRC guidance document and made itavailable on the 3M Supplier Direct website. 3M’s
Business Partners website also 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 (ILO) andrelevant local and national laws. Learn more in
the Human rights section and in 3M’s Modern
Slavery Statement.

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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 2022, we continued to navigate and adapt toconstraints on 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.

• 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.

Beyond risk, we aim to leverage our supply chains in
our overarching sustainability goals. We’re currently
exploring supply chain integration opportunities as we
pursue circularity.

• Environment – Our suppliers are expected to beenvironmentally responsible in their operations byidentifying environmental impacts and minimizing
effects on the community, environment, andnatural resources.

Implementation and governance• 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 — anonymously, if
allowable by local laws.
• Management systems – We expect our suppliers tooperationalize their alignment with the SRC, as well
as all legal requirements, and to commit tocontinual 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.

3M’s global Responsible Sourcing team, part of
the Strategic Sourcing and Packaging Solutionsorganization, implements our supplier risk assessment
and auditing program. It also helps assure that 3M
complies with all export, import, and trade compliancelaws across our global business activities. Oversightis provided by Strategic Sourcing leadership and across-functional executive committee consisting ofleaders from 3M Enterprise Operations, including
Supply Chain, Strategy, and Strategic Sourcing, as well
as from Human Resources, Ethics & Compliance, Legal
Affairs, Corporate Audit, EHS, and Sustainability.
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.
The Due Diligence Management System results areprovided to the cross-functional executive committee
at least twice a year, and Strategic Sourcing leadershipis updated quarterly on the supplier risk assessment
and auditing program’s status and results.

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Risk assessment process

Responsible mineral sourcing

Although it applies to all suppliers, our supply
chain risk assessment process prioritizes higher-risk
suppliers. The process begins with a self-assessment
questionnaire (SAQ) that helps us understand supplier
programs and determine if they meet our expectations.
The SAQ focuses on our SRC requirements. 3M may
conduct a virtual or on-site assessment. In 2022, we
integrated a third-party ESG audit approach, RBA’s
Validated Audit Program, into our verification
process for suppliers in higher-risk categories.

An area of priority in our raw material supply networkis the responsible sourcing of minerals. 3M deplores
the violence and inhumane treatment that has occurredin the Democratic Republic of Congo, adjoining
countries, and other conflict-affected and high-risk
regions as defined by global regulatory bodies. We’recommitted to supporting the responsible sourcing ofminerals, and we use third-party risk assessments to
help us achieve this. See our Responsible Minerals
Sourcing Policy for more details.

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 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.

Since 2008, 3M has conducted over 8,300
on-site or self-assessments of prioritized suppliersin higher-risk countries. In 2022, we completed
457 assessments — about 10% 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.

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.

Higher-risk supply chains

When we identify a noncompliant smelter, we
conduct a robust due diligence process that starts
by contacting the smelter to educate them andencourage them to participate in the Responsible
Minerals Assurance Process (RMAP) audit. We also
contact 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 be compliant with RMAP.

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.

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Learn more in 3M’s Form SD and 3M’s Conflict
Minerals Report, which we’ll publish with the
Securities and Exchange Commission in May
of 2023, at Responsible Minerals.

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. We developed our Pulp andPaper Sourcing Policy in 2015 to set standards of
excellence for our suppliers through all tiers of supply,and in 2022 we expanded its scope and renamed it the
3M Forest Products Sourcing Policy.

We expect all forest products from our suppliers
to contain materials that are legally harvested,sourced, transported, and exported from theircountry of origin.

In addition, we expect all suppliers to work to assurethat virgin-wood fiber supplied to 3M is traceable, isharvested in a way that maintains or enhances highconservation values, and is free of deforestation.
To support our policy, we partner with Earthworm
Foundation, which innovates in the areas of forest
protection and restoration. It aims to directly address
the underlying challenges impacting forest andcommunity health that aren’t being resolved throughcompliance and forestry certifications alone.
We work with our suppliers around the world to map
our global forest product supply chain down to theforest source. Using our third-party SaaS (software asa service) product, we collect and analyze supply chain
traceability and Due Diligence Management System
information from our suppliers.

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What we create

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We utilize several tools and processes to evaluate
supplier performance and measure supply chain policy
conformance, including:Learn more about supplier assessments and ourcollaborative efforts in our Forest Product Sourcing
Policy Progress Reports at Sustainable Forestry.

• Supply chain mapping

Renewable materials sourcing• Desktop risk assessments and grievance tracking• Forest Products Supplier Self-Assessments• Policy conformance 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 the Indigenous
Protected and Conserved Area in British Columbia,
the Centre of Social Excellence capacity-building
program in Brazil, the Sustainable Forestry and African
American Land Retention Program in the U.S., andthe Kainuu Forest stakeholder engagement project inFinland. See details of our supply chain traceability
and locations of our pulp and paper field assessments
and transformation projects in the Suppliers tab of
ESG metrics.
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 level3M also conducts due diligence on other renewablematerials that have the potential for higher
environmental and social risks. We worked with
Earthworm Foundation to conduct a comprehensive
renewable materials risk assessment, which led us toprioritize additional renewable materials and expand
our previous Pulp and Paper Policy into our new Forest
Product Sourcing Policy.

Supplier Diversity

Suppliers | 3M 2023 Global Impact Report

Supplier engagement
Supplier sustainability solutions repository – Our
suppliers continue to populate this resource withproposed solutions for 3M product developers
and R&D. The repository helps these 3M teams
source more sustainable materials and supports our
Sustainability Value Commitment for all new products.
Supplier recognition program – This annual program
recognizes suppliers that help us carry out our promise
to solve some of the world’s greatest challenges. 3M
sourcing professionals nominate outstanding suppliers
based on strategic support, contract compliance,
actions that improve 3M’s competitiveness, andoverall performance.

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.
In 2022, we engaged a third-party provider to conduct
data collection and manage the certification process.
This has helped us track and manage our supplier
diversity information, leading to more complete andaccurate data than we’ve had in the past.
To learn more, including about diverse classifications,
our spend goals and outcomes, and partnerships andprograms, visit Supplier Diversity.

• Increased engagement with upstream supply chain• Adoption of new or enhancement of existing forest
product policies, including adding Free, Prior andInformed Consent (FPIC)• Invitations to 3M to collaborate on challenges
around responsible sourcing and creating apath forward98

As a global paper purchaser and sustainability leader, we can positively
influence practices throughout the forest products supply chain.

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Suppliers | 3M 2023 Global Impact Report

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Looking forward
We recognize that our complex supply chain
involves both risks and opportunities. By
collaborating with suppliers and advisors, in
2023 we’ll continue to improve our supply chain
management systems and compliance resources.
We’ll integrate more third-party resources tohelp us conduct more assessments in higher-riskareas of the world. We’ll continue to evaluate ourportfolio of higher-risk renewable materials andperform supply chain traceability to understandand mitigate 3M’s risks.
In the first quarter of 2023, we’re launchinge-learning modules on 3M Supplier Diversity andhow to best support and align with our initiatives.
The initial rollout will be to the broader sourcing
organization, business partners, and executive
leaders in the U.S., with expansion to the globalorganization to follow. Our GAME Changer
program will also launch first quarter. Piloted in
2021, this program builds capacity of diverse
suppliers through growth, advocacy, mentoring,and education (GAME).
We’ll continue to publish details of our work in
our Forest Product Sourcing Progress Reports,
including around a new KPI that measures ourvolume of forest product supply against our
responsibly sourced indicators.

Who we are

How we workWhat
wecreateInnovation management

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Customer-inspired innovation

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What we create

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About reportInnovation management | 3M 2023 Global Impact ReportInnovation management
Our commitment Our sustainability goal
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 products entering the new productcommercialization process have a Sustainability Value
Commitment that demonstrates how the productdrives impact for the greater good.

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

Achieved

100%

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.

More than

132K
patents

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.

1

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Who we are

How we work

What we create

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
Innovation is built into our foundation — founderWilliam L. McKnight’s McKnight Principles set thecourse for the company’s unique 15% Culture, whichallows employees to spend 15% of their time on
projects they choose. For over six decades, this has
inspired creativity, risk-taking, and collaboration.

3M Technology Platforms

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About reportInnovation management | 3M 2023 Global Impact Report

Our 15% Culture encourages innovation to flourish
through uncommon connections as our scientists
make interesting links among our many technologies.
Indeed, our 51 Technology Platforms are shared andcombined across businesses to invent products for avariety of industries. The projects and ideas that result
may eventually become successful 3M products suchas the 3M™ Emphaze™ AEX Hybrid Purifier, which
continues to help researchers who are developing
COVID-19 therapies. This solution helps remove
impurities and DNA from the cell culture as scientists
develop new protein-based therapies and drugs.

Global team collaboration
One of the many things that makes 3M unique is ourcommitment to collaboration.

102

 We collaborate with each other acrossbusinesses, across technologies, and acrossoceans and continents.
Case in point: 3M Tech Forum is a self-directed
and self-organized catalyst for the 10,000-plus
people in 3M’s technical community. This dynamic
collaboration allows 3M researchers to compare
notes with colleagues around the world, collaborate
around the company’s 51 Technology Platforms, anddevelop new ideas that fuel our innovation pipeline.
The collaboration takes place throughout the year,
including at an annual global event, spring symposium,
recognition programs, and many chapter events.
With more than 100 topic-specific chapters acrossthe globe, Tech Forum featured over 1,000 events in
2022. Recognition within the technical community
includes the Tech Forum Excellence and Education
award, which is given to individuals or teams forachievement in educating the community about
3M technologies or processes, investing in thepreservation and accessibility of 3M technicalknowledge, or broadening Tech Forum’s global
reach, activities, communication, and collaboration.

Research & development
We continue to invest in scientific research andproduct development in collaboration with ourcustomers. In 2022 we invested $1.9 billion, or
nearly 5.4% of our sales, into R&D. 3M has earned
more than 132,000 patents over the years, atestament to the strength of our innovation engine.
Over the past five years, 3M has earned an averageof close to 3,500 patents per year. And a quarterof our intellectual property sits in manufacturing —giving us a competitive advantage across all ofour businesses.

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What we create

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
comes from 3M’s Corporate Research Lab (CRL). The
constant sharing of technology and product roadmaps
across CRL, business groups, and divisions, along withthe alignment of resources, helps maximize the impactof our people and capabilities.
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 (TWG) to
help drive the advancement of our core and emerging
technologies across 3M and deeper into divisions.
For example, in 2022 we established our Sustainable
Material TWG to accelerate the development of tools,
technologies, and capabilities that drive the deliveryof disruptive sustainable products. With executive
champions and laboratory leadership, TWGs are oneof our most effective ways to align our R&D efforts
across the enterprise.
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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About reportInnovation management | 3M 2023 Global Impact Report

3M Ventures
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 aims toadvance 3M innovation by creating growth options inareas of strategic interest by making minority equity
investments. 3M Ventures focuses on opportunities
where we’re uniquely positioned to add value andaccelerate growth, as well as where we gain accessto new technologies or capabilities that help us better
meet our customers’ needs.
In addition, this team works to advance collaborations
with our portfolio companies while also incubating newopportunities within 3M. An example of our businessbuilding is the development of 3M™ Nanostructured
Supported Iridium Catalyst. 3M applied our materials
science and manufacturing expertise to produce aunique catalyst powder, which makes the productionof green 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.

Building sustainability
into all new products
A Sustainability Value Commitment (SVC) describes
how a product integrates environmental or social
considerations to pursue the commitments of ourStrategic Sustainability Framework. Examples include:• Reusability• Recyclability• Waste reduction• Energy and water savings• Responsible sourcing• Use of renewable materials appropriate
to the product throughout its life cycle

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An SVC can also stem from a core purpose theproduct addresses, such as an environmental or social
challenge like improving air quality, reducing GHG
emissions, or improving patient and worker safety inhealth care and industrial settings.
Since 2019, 100% of our products entering the new
product commercialization process have included
an SVC as required by our SVC sustainability goal.
By embedding sustainability into our R&D process,our product portfolio, and the mindsets of ourcustomers and suppliers, we continue to advance ourcommitment to improving our business, our planet,and every life.
In 2022, we conducted an internal annual SVC
quality audit for 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.
Learn about products that display our commitment tosustainability in our Global Impact Highlights brochure.

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About report

Our technology andproduct frameworks

Our product innovation
takes the long view

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:

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.

• Explore – Identify the business opportunity• Qualify – Identify differentiated product concepts
to meet customer needs• Deploy – Develop the technical solution

Life cycle management
Life cycle management (LCM) is our approach toassuring 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, at a minimum:• EHS evaluation of raw material compositionand product characteristics

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 for eachnew product.
Together, our NTI and NPI frameworks guidetechnology and product commercialization for
all global businesses.

• 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 toassure 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.

Research &Development

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.

Raw Materials
Acquisition

Manufacturing& Production

Disposal/
Recycling

Distribution& Transportation

Product Use & Reuse

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Assessing the sustainabilityof our products
The LCM system applies to all 3M products. In
addition, for select products we conduct Life
Cycle Assessments (LCAs), Environmental ProductDeclarations (EPDs), product carbon footprints(PCFs), and screening assessments, which help 3M
divisions better understand the potential impactsof their product-development decisions. With
all of these resources, we’re able to make more
informed sustainable design decisions, substantiate
environmental marketing claims, and supply upstream
product-level sustainability data — all helping us
better serve our customers.
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 IMP White• 3M™ Sun Control Window Film Prestige 70
Exterior Series• 3M™ Smog-reducing Roofing Granules

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.

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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 principles 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 ProductStewardship Network helps carry out the responsibilityof regulatory management and LCM for our products.
3M’s EHS and Product Stewardship (EHS&PS)
organization aligns protection of our employees,
our communities, and our customers. Through3M EHS&PS, we have roughly 400 productstewards embedded within our businesses andcountries of operation. These stewards act aschampions of product EHS, regulatory compliance,and sustainability. They help assure 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. Together,individuals from across these functions work to
support our core value of respect for our social andphysical environment. For example, our Product Safety
corporate staff group assesses 3M products for the
potential to cause adverse health or environmental
impacts. Toxicologists, scientists, and engineers inthis group evaluate and communicate health-related
information and conduct testing in our Strategic
Toxicology Laboratory or externally to ensure our
products are safe for human health and the environment.

~400

product stewards embedded
within our businesses andcountries of operation

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 events arereported monthly to executive leadership.

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Internal audit processes and monitoring

Maintaining our expertise

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.

3M values the ongoing professional development,
education, and training of our product stewardshipprofessionals. In addition to supporting attendance
at a wide variety of external classes andconferences, we offer internal education covering
regulatory updates, policies and standards,
toxicology, systems and business processes,
and an orientation to product responsibility. We
cover fees for professional certification exams,
recertification dues, external conferences, andother professional development opportunities.

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

Innovation management | 3M 2023 Global Impact Report

Training and development activities in 2022 included:• New certification of 14 employees through U.S.
TSCA formal certification program for a total of 103
individuals certified• 12 actively certified Diplomates of the American
Board of Toxicology• 61 live programs and 88 new on-demand sessions
for the Product Stewardship Network’s educational
catalog, resulting in over 9,000 training instancesand over 300 available on-demand recordings• An internal Product Stewardship website with over
1,500 documents to help guide our staff in adhering
to 3M and global regulatory requirements• A monthly global newsletter to keep the network
informed of recent and upcoming regulatory andprogram changes

External advocacy
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 (CCI),
and the International Consumer Product Health and
Safety Organization (ICPHSO).

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Recognition foroutstanding results
AIChE’s Energy and Sustainability Award – Timothy
Hebrink, senior staff scientist at the 3M Corporate
Research Process Laboratory, was the 2022 winnerof this award from the world’s leading organization
for chemical engineering professionals. He won for
his innovative research on passive radiant coolingfilm and for his technical leadership, which has
driven the development of polymers enabling thecommercialization of multiple energy-saving products.
In total, these products have reduced CO2 emissions
by 30 megatons over the past 20 years.
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.
In 2022, 31 awards were given for projects ranging
from leading the development and installation of newtechnologies at manufacturing sites to deliveringcost-effective sustainable solutions for customers tooutstanding leadership of product launches.
The Carlton Society – The company’s highest
recognition, this is 3M’s Hall of Fame for scientists
who have made extraordinary contributions. The
annual awards ceremony is an opportunity to stayconnected with the innovators and breakthroughachievements that built and grew 3M. New inductees
represent the technical accomplishments that are at
the heart of 3M’s growth and success.

Our energy-saving products
have reduced CO2 emissions by

30

megatonsWho we are

How we work

What we create

Diversity supports innovation
At the heart of innovation is a collaboration of uniquebackgrounds, 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 uniqueneeds. This is one of many important reasons wecontinue to set goals and work toward diversifying ourworkforce 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, primarily intended to introduce
emerging female and/or underrepresented
science and engineering graduate students to thewide range of rewarding careers in research anddevelopment at 3M. Participants heard fromleading 3M researchers, managers, and talentacquisition about our technologies as well as
our recruiting process and career opportunities.

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About reportInnovation management | 3M 2023 Global Impact Report• 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.
• 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, andHispanic/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.
Learn about 3M’s initiatives to expand STEM
opportunities for underserved K–12 students
in the Communities section.

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 – This policy reflects
our role in supporting our global community througheffective and responsible chemicals management. The
policy has led us to identify chemicals whose use inproducts and manufacturing processes is subject torestrictions 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.
The research must also be in accordance with threeprinciples, as described in the Belmont Report:
respect for person, justice, and beneficence.
Alternatives to animal testing – 3M is a major
advocate for the use, wherever practical, of
alternative (non-animal) test methods to help
develop safe products. We actively engage withgovernments, lobbying groups, and industry partners
to help advance the appropriate use of non-animal
methods. We’re a strong contributor in this areaand have built our internal capabilities for alternative
methods, such as computational toxicology and invitro testing. We actively invest in internal and external
development of new methods to replace animal
testing. Where 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 is an
integral part of keeping stakeholders informed.
The ways we communicate these hazards, aswell as product chemical components, include
safety data sheets, product labels, productliterature, instructions for use, transportation
classification documentation, and other tools,
including our Ingredient Communication website,which provides customers and consumers withenhanced ingredient information for over 400
products. The website provides transparency
into 3M formulations by identifying intentionallyadded ingredients and select contaminants.

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What we create

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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Looking forward
We will continue to drive long-term growth andproductivity by focusing on new investment
opportunities, including in automotive
electrification, home improvement andcleanliness, personal safety, biopharma filtration,and electronics and software.
In anticipation of new regulations around plastics
reporting, we’re laying the groundwork withimproved systems for collecting information. We
also expect new regulations around extended
producer responsibility and packaging, and we’rein the process of developing a related policy to be
published in 2023.
Finally, we’re looking to transition to a new
global chemical inventory management systemthat will enable a more efficient process.

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Customer-inspired innovation
Our commitment Our sustainability goals
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 forour customers.

Our impact
We invested $1.9 billion, or nearly 5.4% 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.

Help our customers
reduce their GHGs
by 250 million metrictons of CO2 equivalentemissions through theuse of 3M products
by 2025

Reduced121M

metric tons

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

Increased to

4.91M
training instances

Our most successful
products are infused withcustomer insights

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What we create

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.
• 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.

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Customer-inspired innovation | 3M 2023 Global Impact Report• As part of our collaborative approach with industry
players, 3M joined our customer Enel GreenPower and 15 other global leaders across therenewable energy value chain to found the Global
Alliance for Sustainable Energy. This initiative iscomprised of focused working groups with an aim todecarbonize the global energy system in alignment
with the 2030 agenda set out in the UN SDGs. The
alliance presented its initial work on “Enabling asustainable value chain” at COP27.

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 equivalentemissions through the use of 3M products by 2025.
3M has a process for developing reasonable estimatesof emissions avoided by using select 3M products.
In 2022 alone, we estimate that our customers avoided
emitting 20.6 million metric tons of CO2 equivalents
through the use of select 3M product platforms. Since
2015, this is a total avoidance of 121 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 helped
customers avoid emitting

121M

metric tons of CO2 equivalents

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Customer collaboration
For collaboration that results in meaningful
innovation — solving real problems — it’s essential
to be close to our customers. We have 48 Innovation
and Customer Technical Centers in 35 countries
where our customers can experience firsthand thebreadth of 3M technologies and products andtheir potential applications. In 2022:• We opened an enhanced and expanded 3M
Innovation Center as part of our new regional
headquarters in Dubai Internet City.
• Our Customer Technical Center in Shanghai, China,
revealed a significant makeover with a focus on theuse of digital assets to enhance thecustomer experience.
• 3M CEO and Chairman Mike Roman opened a new
Customer Technical Center in Cergy, France.
In addition, we have laboratories and applicationengineering capabilities in 47 countries, where ourscientists work closely with customers on solutions
to their specific problems. In 2022, we opened a newbattery component testing lab to support accelerating
opportunities in automotive electrification.
Our 3M Brand and Design team leverages design
thinking to solve problems across capabilities at our
Design Centers at 3M’s headquarters in St. Paul,
Minnesota, and in Italy, Japan, India, and China.
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.

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Customer-inspired innovation | 3M 2023 Global Impact ReportInnovation 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 with customer
insights throughout the entire product development
process. See 3M products that have resulted fromsuccessful customer relationships in our
Global Impact Highlights brochure.

Automotive electrification
Many automotive original equipment manufacturers
see 3M as a science partner and a trusted source forinnovative solutions. Industry leaders regularly tap
into our material science expertise to help them solve
design challenges.
In 2018, 3M was approached to help customers
address one of the biggest hurdles to automotive
electrification: battery safety for electric vehicles(EVs). Our teams came together with customers tounderstand their challenges and developed a new
barrier solution that cushions cells to help enhance
performance while protecting adjacent cells fromheat in the event an individual cell fails. With this,
3M helped enable the future of electrification andadvance the adoption of high-energy lithium-ion
batteries for EVs.
We’re also helping customers improve EV
sustainability. The tremendous global demand forlithium, nickel, cobalt, and other scarce metals
combined with the energy needed to make EV
batteries has led the industry to look for ways toreduce its carbon footprint. Plus, regulations are
driving EV makers to achieve better recyclability andhigher recovery rates of battery materials. 3M has
begun evaluating how our core Technology Platforms
could help make EV batteries more repairable,
reusable, and recyclable.

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Learn more at Automotive Experience and
EV Solutions.

Innovative home and business solutions
Smog-reducing roofing granules – Our smogreducing roofing granules are designed to eliminate
smog pollutants and improve air quality, having
the same type of effect as trees. In May 2022, weannounced that the equivalent of 1 million trees’ worthof smog-fighting capacity has been installed on roofs
using these granules.
Window films – Windows are the weakest energyefficiency link in the building envelope, but replacing
them comes at a high cost. 3M’s Prestige Exterior
Series is a nonmetalized window film designed toreduce the amount of solar heat entering a building,lowering the burden on the building’s air conditioning
system without changing window appearance or
causing signal interference. Learn more at Building
Window Solutions.
3M’s Government Affairs team and Commercial
Solutions Division partnered with the U.S. Departmentof Energy to help identify our window films as a
product that can help the U.S. government improveenergy efficiency. We’re proud to be one of six
innovative building technologies selected by the U.S.
General Services Administration’s (GSA) Green Proving
Ground Program, which is validating our window film
technology’s impact on GSA-controlled buildings —more than 9,600 buildings nationwide.

Biopharmaceutical purification
In 2022, 3M continued to help our customers fightthe COVID-19 pandemic from multiple angles,
including through the use of our purification
technologies by our customers who are involved in
the development and manufacturing of antibodies
and vaccines. Our global presence allows us to work
closely with leading manufacturers, accelerating theengineering and scaling of their processes across theentire product development life cycle.

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These highly integrated collaborations involve
constant communication so we can stay apprisedof their initiatives and be ready to support them ingetting these critical products into the hands of the
populations that need them. For more information, visit
3M Innovations in Biopharmaceutical Purification.

Health care electronic andsoftware solutions
iOn progress remote therapy monitoring –This negative pressure wound therapy device is aconnected cellular device that collects data froma machine in the patient’s home. It then sends
information to the cloud and pushes it into a smart
application, creating tasks for 3M’s virtual therapy
specialists. With this device, we’ve reduced the total
cost of wound care by 25%. In addition, it gives us awindow into patients’ lives, yielding insights that help
us shape future innovation.
3M™ Fluency Direct™ – When doctors talk into thisdevice, it translates their words into medical notes.
In 2022, we made improvements to the algorithm toincrease accuracy in translating users’ accents andvocabulary. With consistent speech recognition, thisdevice helps bridge the gap for non-native English
speakers. Transcriptions enter into the patient’s
electronic medical record faster, and as a cloud-based
solution, Fluency Direct provides energy efficiency
as well. More importantly, it allows doctors to spend
more time with patients and less on paperwork.

Augmented and virtual reality
One of our approaches to innovation is to identify an
emerging market and evaluate what challenges in thatspace we’re uniquely able to solve for our customers.
Starting in the early 2010s, one such opportunity arosein the wearables space with augmented reality (AR)and virtual reality (VR) headsets. Manufacturers werelooking to create the best possible viewing experience
while maintaining a thinner form factor, including using
folded optics.

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Customer-inspired innovation | 3M 2023 Global Impact Report

Over the next decade, 3M scientists engaged regularly
with customers and explored how our multilayer
optical films (MOFs) — expertise and technology we
had originally pioneered in the 1990s — could beapplied to help make folded optics a viable solution.
3M now produces folded optics for high-resolution
VR headsets for multiple customers, leveraging either
curved or flat lenses in their devices.
Learn more at Optical Solutions.

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
best practices and effective application. This is inline with our efforts to advance the UN Sustainable
Development Goals (SDGs) focused on health care,
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 at hospitals and clinics, professional
conferences, and through online webinars andcourses — all around the world — through3M Health Care Academy.
SM• Our Personal Safety Division provides relevant
training on workplace safety hazards and healthrisks; personal protective equipment (PPE), as
regulated by the United States Occupational Safety
and Health Administration (OSHA); and the proper
use and maintenance of 3M products.

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In 2022, the total number of health and safety training
instances was 1.96 million. Training instances aremeasured as the number of completions per course
per year and include webinars, our e-learning
platforms, and in-classroom events. See moredata in our metric tables.

1.96M
health and safety
training instances

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Customer-inspired innovation | 3M 2023 Global Impact Report

Looking forward
We remain relentlessly focused on serving ourcustomers as we continue to navigate a fluid
environment. In 2023, we’ll take the steps necessary
to ensure we meet their most critical needs, including
continuing to proactively manage our global
supply chains.
We’ll also continue to leverage our diversified
technology portfolio to create innovative solutions
for our customers and industries. Our Technology
Platforms continue to evolve — addressing thechanging and anticipated needs of highgrowth markets.

In a transformative move, we’re launching two worldclass companies focused on growth and innovation.
Each company will be well-capitalized, more agile,
focused, and better positioned for long-term success.
We expect the creation of the two companies tobe completed by the end of 2023. Until then, we’ll
continue to operate as one global company.
As we imagine the brighter future we want to help
build, we’re eager to work in new and creative ways to
not only advance our own impact on sustainability, but
our customers’ as well.

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Brownwood, Texas

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Sagamihara, Japan

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Ranjangaon, India

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Brownwood, Texas | 3M 2023 Global Impact Report

Brownwood, Texas
Since opening in 1965, 3M Brownwood has expanded
multiple times to reach its current manufacturing
capacity of 910,000 square feet, roughly 600
employees, and production for several businessdivisions. Using 31 of 3M’s 51 core Technology
Platforms, this site manufactures products including:• Reflective materials for roadway signs,
construction work zones, license plates, androadway pavement markings• Reflective fabrics and transfer films for industrial,commercial, and occupational safety markets• Intermediate coating solutions for other 3M sites• Screen print inks for use with reflective materials• Specialty tapes for electrical markets
3M Brownwood is certified to ISO 9001, ISO 14001,
ISO 50001, SEP 50001, CE, EN-12899, and
OEKO-TEX® STANDARD 100.

First 100% renewableenergy site
By using the plan-do-check-act cycle within the
ISO 50001 framework, 3M Brownwood improved
its energy performance by more than 5% from 2020
to 2022. This led the U.S. Department of Energy
to recognize the site for achieving ISO 50001 andSuperior Energy Performance 50001 certifications.
3M Brownwood’s energy team actively manages
the site’s major energy-intensive equipment andimplements new energy-reduction ideas.

In December 2021, 3M Brownwood entered intoa solar power purchasing agreement that made it
powered by 100% renewable electricity. This long-termsourcing agreement also makes 3M Brownwood the3M site with the lowest-cost electricity globally.

In 2021, the site replaced exterior lightingwith LED lamps. Other projects are in progress
to address interior lights, and together these
updates will conserve over 13,000 MMBTU
of source energy annually.

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Water enhancements
Expected to reducewater use by over

7M

gallons each year

In 2021, 3M Brownwood began installing automatedsteam trap monitors. If a failure occurs, the monitors
can quickly identify it and give notification, helping
reduce both natural gas and water consumption. The
batteryless monitors generate electricity internallyusing heat from the steam line, and they update theirstatus 24/7 using wireless and cellular communication.
In 2022, the site added enough monitors to cover 100%of its steam traps.

In total in 2022, ourwaste reduction
efforts resulted in over

Also in 2022, 3M Brownwood began improving thetechnology that controls water parameters in its fivecooling towers. This update is expected to reducewater usage by nearly 10%, or over 7 million gallons
each year. The project is set for completion inearly 2023.

3M

Waste reduction
Using machine learning algorithms along with
proprietary and commercially available machine
vision systems, 3M Brownwood is improving its yields,
helping it conserve natural resources and reduce solid
waste generation.
Over the last two decades, the site has partnered with
3M’s Transportation Safety Division laboratory toredesign its product offerings to help eliminate solvent
usage. Investments in new equipment are leadinga transition from legacy products with high solvent
content to newer more sustainable products withmuch lower or no solvent content, reducing overall
volatile organic compound emissions.
Where we can’t eliminate solvent usage, we recycleor reuse as much as we can. For example, 3M
Brownwood’s solvent recovery area distills cleaning
solvent for reuse around the plant, helping reduce newsolvent purchase and use.

9M

pounds of liners andsolvents being
recycled or reusedon-site and overpounds of paper
and plastic
recycled offsite.

Engagement and giving
As active participants in the local community,
3M Brownwood employees serve as volunteers,
board members, and council members. Together
with 3M, the site awarded a $250,000 grant to the
Texas State Technological College (TSTC) campus
in Brownwood as part of the 3M Manufacturing
and Academic Partnership. TSTC used the grant
to purchase mechatronic equipment and relatedclassroom materials and loan it to local high schools,
helping encourage students to pursue manufacturing
careers. Each year, in addition to United Way giving,
3M Brownwood and its employees award close
to $40,000 to local nonprofit organizations.

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Sagamihara, Japan
3M Sagamihara, a bustling 1,000-employee site in
Sagamihara, a suburb of Tokyo, Japan, consists ofthree factories, four laboratories, and a Customer
Technical Center. The first factory started manufacturing
abrasive products and pressure-sensitive adhesive tapeproducts in 1961. Not even a decade later, in 1970, thethird factory rumbled to life and has been rolling out
adhesives ever since. 3M Sagamihara uses coating,slitting, press-converting, and continuous-forming
processes to produce abrasive products, carrier tapes,
compounds, pressure-sensitive adhesive tapes, and more.

Environmental efforts
3M Sagamihara is ISO 14001-certified and has
achieved several milestones in its efforts to reach
3M’s sustainability goals:• 3M Sagamihara sends no byproducts directly tolandfill, making it one of 3M’s zero landfill sites• Having worked diligently over recent years to
improve energy efficiency and reduce energy
consumption, in 2022 3M Sagamihara became
powered by 100% renewable energy• The site achieved its annual target for reducing
water consumption
3M Sagamihara continues to manage its gas andwater discharge in compliance with local laws andregulations and has begun implementing the 3M Water
Management Standard as it aims to become a worldclass sustainable 3M site.

Safety assurance
As a site with diverse and complex manufacturing
operations, 3M Sagamihara makes safety a top priority.
The site’s integrated production capabilities, from the
manufacture of raw materials like adhesives to thecoating of intermediate products and the processing of
final products, require both operational and preventive
safety measures.

The site conducts risk assessments for work activities
in alignment with 3M’s Environmental, Health,and Safety (EHS) Management Standard. For any
manufacturing activities considered high risk, 3M
Sagamihara makes continual process improvements
to reduce risk factors. When new equipment isintroduced or work processes change, the site follows
the 3M Management of Change Standard to mitigate
EHS risk associated with the changes.

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How we work

What we create

Site spotlights

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Sagamihara, Japan | 3M 2023 Global Impact Report

118

Community engagement
Employees of 3M Sagamihara reflect 3M’s
commitment to support our operating communities
through several local activities:• Through the 3M Visiting Wizards program, site
employees connect with upper-grade elementary
school students. Throughout the years, employees havevolunteered to conduct remote scientific experiments
to bring the fun of science to life for the students. They
have demonstrated and coached students throughexperiments the students could do from home, making
the experience friendly and accessible.
• 3M Sagamihara conducted an employee food drive,
collecting and donating nearly 200 food items such as
rice, snacks, cup noodles, and canned goods.
• The site has consistently supported the Sagamihara
Environment Improvement Society, which consists ofseveral local companies and public facilities working
together to address environmental issues in the
Sagamihara area.
• Every year, 3M Sagamihara donates and distributes 3M
products at the Sagamihara Cherry Blossom Festival.

Starting in 2023, 3M Sagamihara will expand therisk assessment process to include 3M’s Guarding
Assessment and Prioritization (GAP) tool into its
machine guarding assessment process. This will help
the site better assess the risk level of its machines andtake proactive steps toward worker safety.

Employee food drive
collected nearly200
food items

Who we are

How we work

What we create

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Ranjangaon, India | 3M 2023 Global Impact Report

119

Ranjangaon, India
Since 2007, 3M Ranjangaon has operated outside thecity of Pune near the western coast of India. With 275
employees, the site serves all four 3M business groups
through its manufacture of products such as industrial
adhesive tapes and labels, respirators, automotive
procare products, cable joining kits, medical tapes anddressings, and more.

Water conservation

3M Ranjangaon is certified to ISO 14001, ISO 9001,
ISO 45001, ISO 9743, ISO 13485, GMP, and
GLP standards.

• Ongoing water monitoring, measurement, anddata analysis using technology to help identify andquickly address process water leaks.

Renewable energy
3M Ranjangaon harnesses the sun’s power for part ofits own operations. The site’s 500 KWp rooftop solar
power plant meets close to 15% of its energy needs.
The 1,540 solar panels generate 618,000 KWH ofrenewable power, reducing the site’s CO2 emissions
by 375 metric tons.
In its 20-year project lifetime, the plant is expected
to generate 12,400 MWH of power, reducing carbon
emissions by 7,500 metric tons. 3M Ranjangaon
continues to increase its solar power capacity with theconstruction of an additional 750 KWp rooftop solar
power plant, which will be completed in 2023.

Renewable power offsets
CO2 emissions by375

metric tons

3M Ranjangaon has several initiatives underway toconserve water:• A full-capacity rainwater harvesting system collects
rainwater from rooftops and roads into a rainwater
recharge borewell.

• New manufacturing processes align with 3M’s water
reduction goal.
• A state-of-the-art multiple-effect evaporator
ensures maximum water savings.

Who we are

How we work

What we create

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Ranjangaon, India | 3M 2023 Global Impact Report

120

Commitment to healthcare and education
As a part of its community outreach, 3M Ranjangaon
partners with a renewable energy social enterpriseand foundation to help strengthen health care in thelocal area. Through the partnership, customized solar
power systems were installed at primary health centersin seven nearby villages. This has given the centersreliable 24/7 power — with no more hours-long power
outages — a critical element to effectively treating the
local population. In addition, the new solar systems
help the health centers collectively reduce CO2
emissions by more than 50 metric tons every year.
3M Ranjangaon demonstrates its commitment
to girls’ education through Project Nanhi Kali.
Through this program, the site has supported theeducation of over 2,800 first- through 10th-grade girls
from rural communities near Pune. Implemented inpartnership with the K.C. Mahindra Trust, the program
celebrated its first set of 87 graduates — students
who completed 10 years of schooling — in 2022.
With many of the girls being the first in their family
to achieve this level of education, the program
reaffirms 3M’s global commitment to improveacademic outcomes and provide transformational
opportunities for the next generation.

Recycling waste
To help reduce its carbon footprint, 3M Ranjangaon
has embraced waste coprocessing. It uses waste as anenergy source in place of natural resources like coal,petroleum, and gas. Through partnerships with thecement industry, 3M Ranjangaon sends its waste to
cement kilns to be used as an alternate material for coalin the clinker mixture.
In 2022, waste coprocessing helped the site reduce
2,650 metric tons of CO 2 equivalent. Efforts toprevent landfill helped reduce the carbon footprint
by an additional 2,110 metric tons of CO2 equivalents.
Together, the site’s efforts helped it significantly
minimize its carbon footprint, reduce incineration
costs, and better utilize waste.

Waste coprocessing
helped reduce

2,650

metric tons of CO2 equivalentWho we are

How we workAboutreportAbout report, scope,and boundaries

122

GRI index

126

SASB index

140

Assurance statement

143

Metric tables

147

What we create

Site spotlights

About report

3M 2023 Global Impact Report121Who we are

How we work

What we create

Site spotlights

About report

About report, scope,and boundaries
Report schedule and period

Forward-looking statement

Current issue: March 22, 2023

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,”“target,” “forecast,” and other words and terms ofsimilar meaning in connection with any discussion of
future operating, financial performance, or businessplans or prospects. In particular, such statements
may include but are not limited to: (1) statements
which may relate to the purpose, ambitions, aims,
commitments, targets, plans, and objectives of 3M;
sustainability goal progress; the ambition 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 (EHS) data as it relates to theenvironment, safety performance, management
systems, implementation, and regulatory compliance,
including data collection systems at applicablesites that track and collect EHS data through thecorporatewide EHS reporting systems; (4) 3M’s carbon
emissions and renewable energy data as it relates torenewable energy contracts with third parties andutility-controlled generation or distribution networks.
(5) social data as relates to employee metrics, social
practices, and community engagement programs

Next issue: Scheduled for March 2024
Previous issue: May 11, 2022
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 2022 (January 1, 2022, toDecember 31, 2022).

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 the2022 Annual Report and 2023 Proxy Statement.

About report | 3M 2023 Global Impact Report

122

__
__
__

derived from various databases from within the
Human Resources and 3M Foundation organizations;(6) responsible sourcing of materials and the related
responsible sourcing systems and data; (7) acquisitions
and 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.

Who we are

How we work

What we create

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 statements, depending on a variety offactors and circumstances, some of which are outside
the control of the Company.
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 that can reasonably be considered important forreflecting the organization’s economic, environmental,
and social impacts, or influencing the decisions ofstakeholders. “Material” for the purposes of this report
should not, therefore, be read as equating to any useof the word in other 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.

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Data collection, adjustments,and verification
The data provided in this report through facts andfigures is based on activities during 3M’s fiscal year
2022 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 for
accuracy 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 2022
Annual Report on Form 10-K.
• 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 3M Foundation organizations.
This data has been reviewed and verified by the

About report | 3M 2023 Global Impact Report123• departments 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.

Base year, restatements,and other adjustments
3M’s 2022 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 datafor 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 greenhouse gas
emission data, 3M follows the World Resource Institute(WRI) and World Business Council for Sustainable
Development (WBCSD) GHG Protocol.

Who we are

How we work

What we create

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.
In 2018, we identified an opportunity for classificationof our manufacturing sites for a portion of ourgreenhouse gas (GHG) emissions aligning to our2002 inventory. This change impacted calculation
methodologies for energy and waste GHG estimations,
therefore, limiting direct comparability of Scope 1,
Scope 2, and Scope 3 Category 5 between reporting
years 2017 and 2018. For this reason, reporting years
2017 and 2018 Scope 1 and Scope 2 GHG emissions
year-on-year comparison should be viewed as an
estimate. The 2018 GHG inventory is fully comparablewith baseline year 2002.

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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, 2022, to December
31, 2022. 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 2023 Global Impact Report

124

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 to 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 2022 Annual
Report, 2023 Proxy Statement, and/or other noted
sources on 3M’s Investor Relations website.
Our priority topics are identified in our Sustainability
Priority Matrix 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, 2022, toDecember 31, 2022.

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. See the Climate and energy section
for disclosures. 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.

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In 2022, 3M was invited to participate in the UN
Global Compact Communication on Progress Early
Adopter Programme. With the UNGC’s new COP
digital platform, we disclosed our progress toward
the Ten Principles of the United Nations Global
Compact and our contribution to the Sustainable
Development Goals. We also provided feedback to
UNGC staff to help improve future user experiences.

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 corporate operations in over 70 countries andsales 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 with customers to create breakthroughs via
our Consumer, Transportation & Electronics, Safety &Industrial, and Health Care business groups.

About report | 3M 2023 Global Impact Report

125

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.

Who we are

How we work

What we create

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GRI index | 3M 2023 Global Impact Report

126

GRI index

Global Reporting Initiative(GRI) content index
Disclosure
numberDescription

Cross-reference (hyperlinks) 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
Location of operations: Leading with purpose

8

Ownership and legal form: Annual Report on Form 10-K
2-2

Entities included in the organization’s sustainability reporting

About report

122

2-3

Reporting period, frequency and contact point

About report

122

Sustainability@mmm.com
2-4

Restatements of information

About report

122

2-5

External assurance

Assurance statement

143

2-6

Activities, value chain and other business relationships

3M.comAbout report

122

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

109
59
94

Who we are

How we work

What we create

Site spotlights

About report

Disclosure
numberDescription

Cross-reference (hyperlinks) or direct answer

2-7

Employees

ESG metrics, Employee demographics tab

GRI index | 3M 2023 Global Impact Report127

Page #

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

59

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

65

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

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

59
65

Metric tables: social performance, employees
2-9

Governance structure and composition

3M Board of Directors
3M Committee Composition
Corporate governance37

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

Nomination and selection of the highest governance body

Corporate governance37

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

37

3M Corporate Governance Guidelines
Corporate governance37Enterprise risk

41

Leading with purpose

8

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

Delegating of responsibility for managing impacts

Corporate governance

37

2-14

Role of the highest governance body in sustainability
reportingCorporate governance37

Leading with purpose

8Conﬂicts of interest

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

2-15

Corporate Code of Conduct

43

Corporate governance37

Who we are

How we work

What we create

Site spotlights

About report

Disclosure
numberDescription

Cross-reference (hyperlinks) or direct answer

2-16

Communication of critical concerns

Annual Report on Form 10-K, Item 1A

GRI index | 3M 2023 Global Impact Report

Corporate governance

128

Page #

37

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
56

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

Process to determine remuneration

Compensation

56

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

2022 Annual Report – Message from our Chief Executive Officer
Proxy Statement, Board committees – Science, Technology & Sustainability Committee

2-23

Policy commitments

Corporate Code of Conduct

43

Environmental, health, and safety management

65

Ethics & Compliance at 3M

2-24

Embedding policy commitments

Human rights

50

Innovation management

101

Leading with purpose

8

Suppliers

94

Corporate Code of Conduct

43

Ethics & Compliance at 3M

Who we are

How we work

What we create

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GRI index | 3M 2023 Global Impact Report

129

Disclosure
numberDescription

Cross-reference (hyperlinks) or direct answer

Page #

2-25

Process to remediate negative impacts

Corporate Code of Conduct

43

Leading with purpose

8

Corporate Code of Conduct

43

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

43

Environmental, health, and safety management

65

Significant legal actions for noncompliance with laws and regulations would be discussed
in our Annual Report on Form 10-K, Item 8 – Note 16: Commitment and Contingencies.
2-28

Membership associations

Climate and energy

82

Circular materials

74

Innovation management

101

Leading with purpose

8
8

2-29

Approach to stakeholder engagement

Leading with purpose

2-30

Collective bargaining agreements

Human rights

50

GRI 3

Material topics 2021

-

-

3-1

Process to determine material topics

Leading with purpose

8

Proxy Statement, Proxy highlights – Shareholder outreach and engagement

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

Climate and energy

82Enterprise risk

41

Payments to the providers of capital in 2022 is $3.8 billion

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 13 : 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

26

Who we areDisclosure
number

How we work

What we create

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About report

GRI index | 3M 2023 Global Impact Report

130

Description

Cross-reference (hyperlinks) or direct answer

Page #

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

Employee programs

59

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 more than 70 countries. 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

26

203-1

Infrastructure investments and services supported

Communities

26

203-2

Signiﬁcant indirect economic impacts

ESG metrics, Community engagement tab

202-1

GRI 204

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.

Communities

26

Procurement practices 2016

-

94

3-3

Management of material topics

Suppliers

204-1

Proportion of spending on local suppliers

3M operates in more than 70 countries. Spend by region can be found in ESG metrics,
Suppliers tab.
Suppliers

94

GRI 205

Anti-corruption 2016

-

-

3-3

Management of material topics

Corporate Code of Conduct

43

205-1

Operations assessed for risks related to corruption

Corporate Code of Conduct

43

205-2

Communication and training about anti-corruption policies
and procedures

Corporate Code of Conduct43

Suppliers

94

Conﬁrmed incidents of corruption and actions taken

Corporate Code of Conduct

43

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 16: Commitment and Contingencies.
GRI 206

Anti-competitive behavior 2016-

3-3

Management of material topics

Antitrust and Competition Principle
Corporate Code of Conduct43

Who we areDisclosure
number
206-1

How we work

What we create

Site spotlights

About report

Description

Cross-reference (hyperlinks) or direct answer

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

Antitrust and Competition Principle

GRI index | 3M 2023 Global Impact Report131

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 16: Commitment and Contingencies.

GRI 207

Tax 2019

-

-

3-3

Management of material topics

Corporate governance

37

207-1

Approach to tax

Corporate governance

37

207-2

Tax governance, control, and risk management

Corporate governance

37

207-3

Stakeholder engagement and management of concerns
related to tax

Corporate governance

37

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

74

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

Climate and energy

82

302-1

Energy consumption within the organization

ESG metrics, Environmental tab

302-2

Energy consumption outside of the organization

Climate and energy

82

Metric tables: 3M historical metrics, environmental footprint; environmental
performance, energy147

ESG metrics, Environmental tab
Climate and energy

82

Metric tables: environmental performance, greenhouse gas

147

Who we are

How we work

What we create

Site spotlights

About report

Disclosure
numberDescription

Cross-reference (hyperlinks) 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 2023 Global Impact Report132

Page #

Climate and energy

82

Metric tables: 3M historical metrics, environmental footprint; environmental
performance, energy147

ESG metrics, Environmental tab
Climate and energy

82

Metric tables: 3M historical metrics, environmental footprint; environmental
performance, energy147

ESG metrics, Environmental tab
Climate and energy

82

Metric tables: environmental performance, greenhouse gas

147

GRI 303

Water 2018

-

-

303-1

Interactions with water as a shared resource

Circular materials

74

Metric tables: environmental performance, water

147

303-2

Management of water discharge-related impacts

Circular materials

74

Environment, health, and safety management

147

303-3

Water withdrawal

ESG metrics, Environmental tab
Circular materials

74

Metric tables: environmental performance, water

147

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

74

Environment, health, and safety management

65

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.

Who we areDisclosure
number
304-2

How we work

What we create

Site spotlights

About report

GRI index | 3M 2023 Global Impact Report

133

Description

Cross-reference (hyperlinks) or direct answer

Page #

Significant impacts of activities, products and services
on biodiversity

Circular materials

74

EHS management

65

Suppliers

94
94

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

Climate and energy

82

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)

Climate and energy

82

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

147

ESG metrics, Environmental tab
Climate and energy

82

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

147

ESG metrics, Environmental tab
Climate and energy

82

Metric tables: environmental performance, energy, and greenhouse gas

147

ESG metrics, Environmental tab
Climate and energy

82

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

147

ESG metrics, Environmental tab
Climate and energy

82

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

147

Climate and energy

82

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 and energy section for more information.

Who we areDisclosure
number305-7

How we work

What we create

Site spotlights

About report

Description

Cross-reference (hyperlinks) or direct answer

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

ESG metrics, Environmental tab

GRI index | 3M 2023 Global Impact Report

134

Page #

Climate and energy

82

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

147

GRI 206

Waste 2020

-

-

3-3

Management of material topics

Circular materials

74

Environmental, health, and safety management

65

306-1

Waste generation and significant waste-related impacts

Circular materials

74

306-2

Management of significant waste-related impacts

About report

122

Circular materials

74

Environmental, health, and safety management

65

306-3

306-4

306-5

Waste generated

Waste diverted from disposal

Waste directed to disposal

ESG metrics, Environmental tab
Circular materials

74

Metric tables: environmental performance, waste

147

ESG metrics, Environmental tab
Circular materials

74

Metric tables: environmental performance, waste

147

ESG metrics, Environmental tab
Circular materials

74

Metric tables: environmental performance, waste

147

GRI 308

Supplier environmental assessment 2016

-

-

3-3

Management of material topics

Suppliers94

Supplier Responsibility Code308-1

New suppliers that were screened using
environmental criteria

Suppliers

308-2

Negative environmental impacts in the supply chain andactions taken

Suppliers

GRI 401

Employment 2016

-

-

3-3

Management of material topics

Employee programs

59

94

Supplier Responsibility Code94

Supplier Responsibility Code

Who we are

How we work

What we create

Site spotlights

About report

Disclosure
numberDescription

Cross-reference (hyperlinks) or direct answer

401-1

New employee hires and employee turnover

ESG metrics, Employee demographics tab

GRI index | 3M 2023 Global Impact Report

Employee programs

135

Page #

59

Confidentiality constraints. We can provide total turnover rate of 16.9% but are not able toprovide breakdown by age group, gender, and region.
Total turnover includes employee-initiated turnover and all other forms of turnover (e.g.,
due to restructuring, poor performance, retirement, etc.). Our total employee turnoverrate is an annualized rate that measures terminated or retired 3M employees during thecalendar year, excluding foreign service employees and 3M temporary employees.
401-2

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

Employee programs

59

401-3

Parental leave

Employee programs

59

GRI 402

Labor/management relations 2016

-

-

3-3

Management of material topics

Employee programs

59

402-1

Minimum notice periods regarding operational changes

Employee programs

59

GRI 403

Occupational health and safety 2018

-

-

3-3

Management of material topics

Environmental, health, and safety management

65

403-1

Occupational health and safety management system

Environmental, health, and safety management

65

403-2

Hazard identification, risk assessment, and incident
investigation

Corporate Code of Conduct

43

Environmental, health, and safety management

65

403-3

Occupational health services

Environmental, health, and safety management

65

403-4

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

Environmental, health, and safety management

65

403-5

Worker training on occupational health and safety

Environmental, health, and safety management

65

403-6

Promotion of worker health

Environmental, health, and safety management

65

403-7

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

Environmental, health, and safety management

65

Innovation management

101

Workers covered by an occupational health and safety
management system

Employee programs

59

Environmental, health, and safety management

65Work-related injuries

ESG metrics, Employee health & safety tab

403-8
403-9

Environmental, health, and safety management

65

Metric tables: health and safety; historical metrics, health and safety147Who we are

How we work

What we create

Site spotlights

About report

Disclosure
numberDescription

Cross-reference (hyperlinks) or direct answer

403-10Work-related ill health

ESG metrics, Employee health & safety tab

GRI index | 3M 2023 Global Impact Report

136

Page #

Environmental, health, and safety management

65

Metric tables: health and safety; historical metrics, health and safety147

GRI 404

Training and education 2016

-

-

3-3

Management of material topics

Employee programs

59

404-1

Average hours of training per year per employee

Employee programs

59

404-2

Programs for upgrading employee skills and transition
assistance program

Employee programs

59

404-3

Percentage of employees receiving regular performance andcareer development reviews

Employee programs

59

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

37

Diversity, equity, and inclusion

33

3M Diversity, Equity & Inclusion (DEI) Report
Board of Directors
Corporate governance37

Corporate Officers
405-2

Ratio of basic salary and remuneration of women to men

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

56

Diversity, equity, and inclusion

33

GRI 406

Non-discrimination 2016

-

-

3-3

Management of material topics

Human rights

50

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 16: Commitment 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

50

Suppliers94

Who we areDisclosure
number407-1

How we work

What we create

Site spotlights

About report

Description

Cross-reference (hyperlinks) 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 2023 Global Impact Report

137

Page #

Human rights

50

Suppliers94

Supplier Responsibility Expectations
GRI 408

Child labor 2016-

3-3

Management of material topics

3M Supplier Responsibility Code-Human rights

50

Suppliers94

Supplier Responsibility Expectations
408-1

Operations and suppliers at significant risk for incident ofchild labor

Human rights

50

Suppliers

94

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

50

Suppliers

94

3M Supplier Responsibility CodeHuman rights

50

Suppliers94

Supplier Responsibility Expectations
GRI 410

Security practices 2016

-

-

3-3

Management of material topics

Human rights

50

410-1

Security personnel trained in human rights policies orprocedures

Human rights

50

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

50

Suppliers

94

To the best of our knowledge, there were no incidents reported to Ethics & ComplianceDepartment related to the rights of indigenous people in 2022.

Who we are

How we work

What we create

Site spotlights

About report

GRI index | 3M 2023 Global Impact Report138

Disclosure
numberDescription

Cross-reference (hyperlinks) or direct answer

Page #GRI 413

Local communities 2016

-

-

3-3

Management of material topics

Circular materials

74

Climate and energy

82

Communities

26

Environmental, health, and safety management

65

Human rights

50

Suppliers

94

Circular materials

74

Climate and energy

82

Communities

26

Corporate Code of Conduct

43

Customer-inspired innovation

109

Environmental, health, and safety management

65

Human rights

50

Leading with purpose

8

Suppliers

94

Circular materials

74

Climate and energy

82

Corporate Code of Conduct

26

Enterprise risk

41

Environmental, health, and safety management

65

Human rights

50

Suppliers

94

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

94

414-1

New suppliers that were screened using social criteria

Suppliers

94

414-2

Negative social impacts in the supply chain and actions taken

Suppliers

94

GRI 415

Public policy 2016

-

-

3-3

Management of material topics

Corporate governance

37

Lobbying and Political Activities Principle

Who we are

How we work

What we create

Site spotlights

About report

GRI index | 3M 2023 Global Impact Report139

Disclosure
numberDescription

Cross-reference (hyperlinks) or direct answer

Page #

415-1

Political contributions

Corporate governance

37

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

101

416-1

Assessment of the health and safety impacts of product andservice categories

Innovation management

101

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 16. Commitments and Contingencies.

GRI 417

Marketing and labeling 2016

-

-

3-3

Management of material topics

Innovation management

101

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 16. 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 16. Commitments and Contingencies.

GRI 418

Customer privacy 2016-

3-3

Management of material topics

3M Global Privacy Policy

101-

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 16. Commitments and Contingencies.

GRI 419

Socioeconomic compliance 2016

-

43

3-3

Management of material topics

Corporate Code of Conduct419-1

Non-compliance with laws and regulations in the social andeconomic area

Significant legal actions for noncompliance with laws and regulations would be discussed
in our Annual Report on Form 10-K, Item 8 – Note 16. Commitments and Contingencies.

Who we are

How we work

What we create

Site spotlights

About report

SASB index | 3M 2023 Global Impact Report

140

SASB index

Sustainability Accounting Standards Board
Dimension

General Issue Category

Cross-reference (hyperlinks) 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 impactsPage(.pdf)

Climate and energy

82

Metric table: 3M historical metrics; environmental performance, greenhouse gas, and energy147

ESG metrics, Environmental tab
Climate and energy

82

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

147

ESG metrics, Environmental tab
Climate and energy

82

Metric table: 3M historical metrics; environmental performance, greenhouse gas, and energy147

ESG metrics, Environmental tab
Circular materials

74

Environmental, health, and safety management

65

Metric tables: historical metrics; environmental performance, water,
and waste

147

ESG metrics, Environmental tab
Circular materials

74

Environmental, health, and safety management

65

Metric table, historical metrics; environmental performance, waste

147

ESG metrics, Environmental tab
Circular materials

74

Climate and energy

82

Environmental, health, and safety management

65

Suppliers

94

Metric tables: 3M historical metrics; environmental performance147

Who we are

How we work

What we create

Site spotlights

About report

SASB index | 3M 2023 Global Impact Report

141

Dimension

General Issue Category

Cross-reference (hyperlinks) or direct answer

Page(.pdf)

Social capital

Human rights and community relations

Corporate Code of Conduct

43

Ethics & Compliance

Social capital

Customer privacy

Human rights

50

Suppliers

94

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

Data security

Corporate Code of Conduct43Enterprise risk

41

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

41

Social capital

Access and affordability

Customer-inspired innovation

109

Social capital

Product quality and safety

Customer-inspired innovation

109

Innovation management

101

Customer-inspired innovation

109

Innovation management

101

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

109

Innovation management

101

Product Safety, Quality, and Stewardship Principle
Human
capitalLabor Practices

Corporate Code of Conduct

43

Ethics & Compliance
Human rights

50

Suppliers94

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

65

Metric tables: 3M historical metrics; health and safety

147

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

26

Diversity, equity, and inclusion

33

Who we are

How we work

What we create

Site spotlights

About report

SASB index | 3M 2023 Global Impact Report142

Dimension

General Issue Category

Cross-reference (hyperlinks) or direct answer

Page(.pdf)

Businessmodel andinnovation

Product design and life cycle management

Innovation management

101

Businessmodel andinnovation

Business model resilience

Enterprise risk

41

Customer-inspired innovation

109

Innovation management

101

Leading with purpose

8

Suppliers

94

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

74

Suppliers

94

Annual Report on Form 10-K, Item 1A – Risks Related to the Global Economy and Public
Health Crises
Climate and energy

82

Corporate Code of Conduct

43

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.

43

Annual Report on Form 10-K, Item 1 – Raw materials; Item 1A – Risks Related to Our Products
and Customer Preferences; and Item 8 – Note 16: Commitments and Contingencies.
Environmental, health, and safety management

65

Corporate governance37Enterprise risk

41

Environmental, health, and safety management

65

Leading with purpose

8

Suppliers

94

Annual Report on Form 10-K, Item 1A – Risks Related to Our Products and Customer
Preferences and Note 16.
Enterprise risk

41

Who we are

How we work

What we create

Assurancestatement

Site spotlights

Assurance statement | 3M 2023 Global Impact Report

About report

143

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 2023 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 2022 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;

Who we are

How we work

What we create

Site spotlights

3. Audit of performance data presented in the Report including a detailed review of asample of data;
4. In-person facility visits for manufacturing sites located in Brownwood, TX, USA,
Clinton, TN USA, and Decatur, AL, USA. Remote visits were conducted for
Sagamihara, Japan, Pune – Ranjangaon, India, Juarez, Mexico, and Atherstone, UK;
5. In-person 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, waste quantities 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 Sustainability Value Commitments.

A summary of data within the scope of assurance for the 2022 reporting year is attached.

Impact3M 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 Sustainability Value
Commitments for new products, development of product comparisons with respect todecreases in GHG emissions during use phase of products, and evaluation of impacts ofcommunity engagement and support. 3M also measures impacts of grants to underserved
populations and STEM through collection of information regarding the populations that areserved provided by the supported organizations.

Key Observations for 2022


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.



3M updated their materiality assessment to ensure that the material issues continue to bein line with company and stakeholder concerns. They have also moved reporting to the GRI
Universal Standards that drives relevant and comparable reporting to peer companies.



3M has made commitments to decrease the overall carbon footprint with a goal of eventuallyachieving carbon neutrality as evidenced by purchasing power from renewable sources forthe 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 continued to work within their supply chain, specifically with paper providers, to engage
higher tier suppliers to ensure sustainable practices are being followed.

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



3M has committed to diversity and inclusion within their workforce and in community support.
3M measures impacts of grants to underserved populations and STEM through collection of
information regarding the populations that are served from the supported organizations.

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.
Inclusivity
Based on discussions with 3M, their processes appear to be inclusive of stakeholders. In 2022,
3M commissioned a third-party provider to update their materiality assessment and used thatassessment to identify and engage stakeholders. Some of the stakeholder groups that 3M
identified to include in their sustainability processes were 3M executive leadership, 3M
employees, customers, non-governmental organizations, investors and the public. 3M also
continues to work toward developing inclusion and diversity throughout the employment
structure from entry level to management, supporting the pipeline of diverse talent inmanagement across its global operations.

Assurance statement | 3M 2023 Global Impact Report

About report

Materiality

Statement of independence, integrity and competence

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 require a Sustainability Value Commitment.

Apex 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.

Responsiveness

Apex has implemented a Code of Ethics across the business to maintain high ethicalstandards among staff in their day-to-day business activities.

3M receives questions regarding sustainability from customers, investors, non-governmentalorganizations and others through various channels. 3M has engaged enterprise risk and otherteams across the organization to better align with future integrated reporting. The company has
developed guidance for responding to customer inquiries on sustainability issues and uses thisguidance for responding to other groups as well. Responses to external reporting surveys arecoordinated by the corporate sustainability group. Each business group also has sustainability
leads who assist with responding to stakeholders. In addition, external community partnership
relationships have been tied to the 3M sustainability pillars.

144

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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 14, 2023

David Reilly, Technical Reviewer
Technical Reviewer
Santa Ana, California

About report

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Summary of Assured Information
Reporting Year 2022
3M Company

Demographic Metrics

Units

Value

Waste Metrics

Value

Energy Metrics

Total Global Full-time Equivalent(Headcount)

Total Number

91,600

Zero Landfill% of Total
Manufacturing Sites

Units

44.9%

Total Energy Use (Absolute)

MWh

Units

8,190,000

Value

Total Global Employees at Year-End(Headcount)

Total Number

92,100Waste Disposed: Landfill, Treatment andIncineration (Absolute)

Metric Tons

177,000

Total Fuel Oil #1, #2, #6

MWh

Total Number Part-Time Employees

Total Number

1,650

Waste by Disposal Type, Treatment andIncineration

Metric Tons

67,800Total Jet Fuel

MWh

Air Emissions Metrics
-

Units

Value

Absolute Scope 1 Emissions (Direct)

Metric Tons CO2e2,420,000

145,000

Absolute Scope 2 Location-based Emissions(Indirect)

Metric Tons CO2e

1,460,000

17,100Absolute Scope 2 Market-based Emissions(Indirect)

Metric Tons CO2e925,000

3,340,000

Total Number Part-Time Female Employees

Total Number

1,100

Waste by Disposal Type, Landfilled

Metric Tons

110,000

Total Propane

MWh29,000Absolute Scope 1 and Scope 2 Market-based
Metric Tons CO2e
Emissions (Indirect)

Total Number Full-Time Employees

Total Number

90,500Total Hazardous Waste (Absolute)

Metric Tons

58,100Total Gasoline and Diesel

MWh33,100Total Scope 3 GHG Emissions (Upstream)

Metric Tons CO2e

10,700,000

Total Number Full-Time Female Employees

Total Number

32,900Total Nonhazardous Waste (Absolute)

Metric Tons

206,000

Total Coal

MWh0

Total Scope 3 GHG Emissions (Downstream)

Metric Tons CO2e

936,000

Percentage of Female Employees to Total
Employees%

36.9

Total Waste Diverted (Absolute)

Metric Tons

284,000

Total Natural Gas

MWh4,650,000

Category 1 - Purchased Goods and Services

Metric Tons CO2e

7,810,000

Percentage of Female Employees inManagement Positions%

3,100,000

Category 2 - Capital Goods

Metric Tons CO2e474,000

Metric Tons CO2e439,000

Percentage of females on 3M Board of
Directors

35.1

86,200Total Electricity Consumption

MWh

Onsite Recycle & Reuse

Metric Tons

42,700Total Steam ConsumptionMWh300,000

45.1

Offsite Reuse

Metric Tons

32,000Total Hot Water

MWh

1,890

Category 4 - Upstream Transportation andDistribution

Metric Tons CO2e

1,490,000%

9.02

Offsite Recycle

Metric Tons

122,000

Renewable Energy% Total Electricity Use

51.9

Category 5 - Waste Generated in Operations Metric Tons CO2e

199,000

%

6.39
Value

Value

Metric Tons CO2e

Other Metrics

Units

Category 6 - Business Travel

31,500Units
Million Cubic Meters

37.3

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

Category 7 - Employee Commuting

Metric Tons CO2e

261,000

Total Number

17

Total Training Instances - Cumulative total
since 2017

Category 9 - Downstream Transportation andMetric Tons CO2e
Distribution

936,000

100%

Value

Category 13 - Downstream Leased Assets

Metric Tons CO2e

<1,000Units
Total Number

55,100

3M Skill-based Volunteerism - Cumulative
since 201981,800

Biogenic - Scope 1 and Scope 3

Metric Tons CO2e

120,000

8,320

STEM and Skilled trades learning experiences
for underrepresented individuals - 20212022 school year

1,040,000

Total Volatile Organic Compound Emissions(Absolute)

Metric Tons

4,060

Investing in Racial Equity Advancements
Cumulative since 2021

$23,600,000

38.5

%

% 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)

0.451

Global Recordable Incident Rate

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

1.27Work Related Fatalities - 3M Employees

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

Work Related Fatalities - 3M Contractors

Total Number

1

Work Related Fatalities - Total Number

Total Number

2

Total Number of Suppliers

Total Number of Supplier Reviews

Cumulative Number
since 2008

Million Metric Tons
CO2e4,910,000

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

Virgin Fossil-based Plastic Reduction Cumulative since 2021

121

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147

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, five-year, and historical percent
change is calculated. For additional metrics and more details on boundary and scope of metrics, see our ESG metrics.
These metric tables show a three-year history. Past reports showed a five-year history. This change aligns with other external 3M reports such as the Annual Report on Form 10‑K.
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-2022

RY-2021

RY-20202021-2022 Boundary & scope
annualchange, %Global full-time equivalent employees

Total number

91,60094,70095,500-3.3 N/A

Global employee (headcount)

Total number

92,10095,30096,100-3.4 N/A

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

Total number

90,50093,60094,300-3.3 N/A

Total number

32,90034,00033,900-3.2 N/A

Total number

1,650

1,730

1,810

-4.6 N/A

Total number

1,100

1,180

1,260

-6.8 N/A

Female employees to total employees

%

36.9

37.0

36.7

-0.3 Full- and part-time.

Female employees in management
positions

%

35.1

34.1

32.6

2.9 N/A

Females on 3M Board of Directors

%

38.5

36.4

33.3

5.8 N/A

Pay equity

%

100

100

100

N/A 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

44.5

43.2

1.3 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%.

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RY-2021

RY-2020

148

MetricMetric units

2021-2022 Boundary & scope
annualchange, %Underrepresented groups in our
U.S. workforce (entry-level throughmanagement)

%

9.02

8.58

8.13

5.1 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.
Goal is 16.2%.

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

%

6.39

6.19

5.55

3.2 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. Goal is 11.2%.

Financial performance
MetricMetric units

Net sales

Million $USD

RY-2022

34,200

RY-202135,400

RY-2020

32,2002021-2022 Boundary & scope
annualchange, %-3.4 For additional financial metrics please see 3M’s Annual
Report on Form 10-K.

Community engagement
MetricMetric units

Total global giving

Million $USD

82.1

88.5

87.9

-7.2 -

Million $USD

50.1

41.5

57.8

20.5 -

Total cash donations
Total in-kind donations

RY-2022

RY-2021

RY-20202021-2022 Boundary & scope
annualchange, %Million $USD

32.1

47.0

30.1

-31.7 -

Investing in racial equity advancements

Cumulative
million $USD

23.6

12.0

N/A

N/A Cumulative total since 2021.

STEM and skilled trades learning
experiences for underrepresented
individuals

Cumulative
learning
instances

1,040,000

N/A

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

81,80051,70035,200N/A Cumulative total since 2019.

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Environmental performance
MetricMetric units

RY-2022

RY-2021

RY-20202021-2022 Boundary & scope
annualchange, %Sustainability Value Commitment

-

-

-

-

- -

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

%

100

100

100

N/A -

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)

-

-

-

54.2

18.5

N/A

-

-

-

121

100

82.0

Metric tons CO2e2,420,000

2,980,000

3,600,000-18.8 -

Scope 2 location-based emissions(indirect)

Metric tons CO2e

1,460,000

1,590,000

1,680,000-8.2 -

Scope 1 and 2 location-based
emissions indexed to sales

Metric tons CO2e
per net sales(MM $USD)

113

129

164

-12.4 -

Scope 2 market-based emissions(indirect)

Metric tons CO2e925,000

992,000

1,250,000-6.8 -

Scope 1 and 2 market-based
emissions indexed to sales

Metric tons CO2e
per net sales(MM $USD)

97.8

112

151

-12.7 -

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

Metric tons CO2e

3,340,000

3,970,000

4,850,000-15.9 -

37.8

26.1

9.68

10,700,000 10,100,000

9,180,000

Reduction Scope 1 and Scope 2
market-based emissions%

Total Scope 3 emissions (upstream)

Metric tons CO2e

Total Scope 3 emissions (downstream)

Metric tons CO2e

936,000

1,470,000

448,000

Scope 3, Category 1(purchased goods and services)

Metric tons CO2e

7,810,000

6,970,000

5,770,000- N/A Cumulative total since 2021.
- N/A Cumulative total since 2015.

N/A Baseline year 2019.
N/A Includes Scope 3 Categories 1 through 7.
N/A Includes Scope 3 Category 9 only.
12.1 In 2022, methodology changed to account for inflationary
impacts to the US EPA EEIO emission factors used. 2020
and 2021 results were recalculated based on this change.

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. Additional
information can be found in the About report section. 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.

1

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RY-2020150

MetricMetric units

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

-

-

-

-

Scope 3, Category 2(capital goods)

Metric tons CO2e474,000

432,000

422,000

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

Metric tons CO2e439,000

488,000

556,000

Scope 3, Category 4(upstream transportation and distribution)

Metric tons CO2e

1,490,000

1,720,000

1,920,000-13.4 Does not include emissions from transportation of raw
materials from suppliers. In 2022, methodology changed
to improve data quality and accuracy. 2020 and 2021
results were recalculated based on this change.

Scope 3, Category 5(waste generated in operations)

Metric tons CO2e

199,000

152,000

138,000

30.9 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. 2020 and 2021 results have not beenrecalculated to account for this shift in emissions.

Scope 3, Category 6(business travel)

Metric tons CO2e

31,50020,50021,40053.7 Calculated from 3M primary data on business travel.
In 2022, boundary was expanded to include personal car
mileage traveled for business purposes. 2020 and 2021
results were recalculated based on this change.

Scope 3, Category 7(employee commuting)

Metric tons CO2e

261,000

357,000

352,000

N/A In 2022, boundary was expanded to include contingent
workers regularly reporting to a 3M location. 2020 and
2021 results were recalculated based on this change.
Remote work practices were incorporated into themethodology 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

936,000

1,470,000

448,000-36.3 Methodology developed in 2019. See the Climate
and energy section for more information. In 2022,
methodology changed to improve data quality andaccuracy. 2020 and 2021 results were recalculated basedon this change.

Scope 3, Category 10(processing 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 andenergy section for more information.

- 9.7 In 2022, methodology changed to account for inflationary
impacts to the US EPA EEIO emission factors used. 2020
and 2021 results were recalculated based on this change.
-10.0 Calculated from 3M primary data onenergy consumption.

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RY-2020

151

MetricMetric units

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 andenergy section for more information.

Scope 3, Category 12 (end of life
treatment 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 andenergy section for more information.

Scope 3, Category 13(downstream leased assets)

Metric tons CO2e

<1,000<1,000<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

120,000

2,560

2,830

Air emissions

-

-

-

-

- -

Total volatile organic compound emissions

Metric tons

4,060

4,100

3,800

-1.0 -

Metric tons
per net sales(MM $USD)

0.119

0.116

0.118

2.6 -

-

-

-

- -

Total volatile organic compounds
emissions (indexed to net sales)

RY-2022

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2021-2022 Boundary & scope
annualchange, %
- -

N/A -

N/A Scope 1 and Scope 3 biogenic emissions are included in
2022 totals. Before 2021 only Scope 3 biogenic emissions
were calculated.

Energy2-

Total energy use

MWh8,190,000

8,370,000

8,070,000-2.2 Total won’t match exactly to categories below. Onsite
nonrenewable generated electricity is counted in electricity
consumption and natural gas consumption below.

Natural gas

MWh4,650,000

4,730,000

4,480,000-1.7 -

Electricity consumptionMWh3,100,000

3,200,000

3,070,000-3.1 -

Renewable electricity

MWh1,610,000

1,520,000

1,090,000

5.9 -Nonrenewable electricity

MWh1,490,000

1,680,000

1,980,000-11.3 -

Who we are

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MetricEnergy2 (cont.)-

RY-2022

RY-2021

RY-2020

-

-

-

- -

300,000

296,000

304,000

1.4 -Fuel oil #1, #2, #6

MWh145,000

147,000

222,000-1.4 -

PropaneMWh

29,00037,00029,300-21.6 -

Gasoline and diesel

MWh33,10031,30029,6005.8 -Jet fuelMWh17,100

6,070

7,550

181.7 -

Hot water

MWh

1,890

4,800

2,770

-60.6 -

Coal

MWh

0

0

0
251

1.3 -

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

Total energy (indexed to net sales)

MWh per net
sales (MM $USD)

239

236

Improved energy efficiency

%

13.1

14.2

8.73

N/A Indexed to net sales (MM $USD), baseline year 2015.

Renewable energy% of total
electricity use

51.9

47.6

35.4

N/A -

Total heating consumptionMWh5,130,000

5,220,000

5,050,000-1.7 -

3

Waste disposed

-

-

-

-

Metric tons

460,000

483,000

446,000-4.8 Includes waste disposed and waste diverted.

- -Metric tons

177,000

168,000

151,000

5.4 -Incineration and treatment

Metric tons

67,80062,30054,8008.8 -Landfill

Metric tons

110,000

105,000

96,6004.8 -Waste diverted

Metric tons

284,000

315,000

295,000-9.8 -

On-site recycle and reuse

Metric tons

42,70053,60048,400-20.3 Does not include onsite recycle and reuse from 3M’s
industrial mineral product (IMP) division.

Offsite reuse

Metric tons

32,00032,40029,000-1.2 Does not include offsite reuse from 3M’s industrial
mineral product (IMP) division.

Offsite recycle

Metric tons

122,000

142,000

129,000-14.1 Does not include offsite recycle from 3M’s industrial
mineral product (IMP) division.

Waste-to-energy

1522021-2022 Boundary & scope
annualchange, %MWhTotal waste

3

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Steam consumption

Waste

2

What we create

Metric tons

86,20096,20088,400-10.4 -

Hazardous waste

Metric tons

58,10058,00058,300-0.2 Includes waste-to-energy, incineration, andlandfilled waste.

Nonhazardous waste

Metric tons

206,000

206,000

182,000

0.0 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.

Scope of boundary for the energy metric includes 3M locations larger than 30,000 square feet. Additional scope information can be found in the About report section.
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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RY-2020

Waste3 (cont.)

-

-

-

-

- -

Zero waste to landfill% of total
manufacturing
sites

44.9

45.2

42.9

-0.7 -

Waste disposed (indexed to net sales)

Metric tons
per net sales(MM $USD)

5.18

4.75

4.69

9.1 -

Waste reduction in manufacturing

%

0.576

8.83

9.98

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

%

99

99

99

Water4

-

-

-

-

- -

Total water use

Million cubic
meters

37.3

41.4

44.7

-9.9 -

Total water use (indexed to net sales)

Million cubic
meters per net
sales (MM $USD)

0.00109

0.001170.00139-6.8 -

Increase in water efficiency

%

16.8

10.7

-6.11

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

Total number

17

17

16

153

2021-2022 Boundary & scope
annualchange, %-93.5 Indexed to net sales (MM $USD), baseline year 2015.
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.

N/A Indexed to net sales (MM $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.
0.0 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 (WRI) Aqueduct tool.

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-2022

RY-2021

RY-20202021-2022 Boundary & scope
annualchange, %Global lost time incident rate

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

0.451

0.397

0.331

13.6 -

Global recordable incident rate

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

1.27

1.14

0.967

11.4 -

Work related fatalities - total number

Total number

2

1

0

N/A -

Work related fatalities - 3M employees

Total number

1

1

0

N/A -

Work related fatalities - 3M contractors

Total number

1

0

0

N/A -

Cumulative
customer training
instances

4,910,000

2,950,000

1,660,000

MetricMetric units

RY-2022

RY-2021

RY-2020

Suppliers

Total number

55,10060,70072,300Total number of supplier reviews

Cumulative
number

8,320

7,870

7,390

Health and Safety Training Academies

N/A Cumulative total since 2017.

Supplier responsibility
2021-2022 Boundary & scope
annualchange, %-9.2 N/A Cumulative total since 2008.

3M historical metrics
MetricMetric units

Environmental footprint-

RY-2022

RY-2020

RY-2015--

RY-2010

RY-2005

RY-2002

Historical reportingchange (%)

-

-

-

-

-

Scope 1 emissions (direct)

Metric tons CO2e2,420,000

3,600,000

3,770,000

4,280,000

10,100,000

16,800,000-85.6

Scope 2 location-based emissions(indirect)1

Metric tons CO2e

1,460,000

1,680,000

1,860,000

1,940,000

1,700,000

1,540,000-5.2

1

Who we are

How we work

What we create

MetricMetric units

Environmental footprint (cont.)-

Scope 1 and Scope 2 location-based
emissions1

Metric tons CO2e

RY-2022

Metric tables | 3M 2023 Global Impact Report

About report

Site spotlights

RY-2020

RY-2015

RY-2010

RY-2005

RY-2002

155

Historical reportingchange (%)

-

-

-

-

-

-

-

3,880,000

5,280,000

5,630,000

6,220,000

11,800,000

18,300,000-78.8

Metric tons
per net sales(MM $USD)

113

164

186

233

557

1,120

-89.9

%

78.8

71.1

69.2

66.0

35.5

N/A

N/A

Metric tons

4,060

3,800

4,840

6,070

6,800

N/A

-40.3

Metric tons
per net sales(MM $USD)

0.119

0.118

0.160

0.228

0.321

N/A

-62.9

8,190,000

8,070,000

8,320,000

7,860,000

8,170,000

N/A

0.2

239

251

275

294

385

N/A

-37.9

Metric tons

177,000

151,000

158,000

136,000

145,000

N/A

22.1

Metric tons
per net sales(MM $USD)

5.18

4.69

5.21

5.09

6.84

N/A

-24.3

Total hazardous waste

Metric tons

58,10058,30045,60042,30047,700N/A

21.8

Total nonhazardous waste

Metric tons

206,000

182,000

172,000

134,000

132,000

N/A

56.1

Total water use

Million cubic
meters

37.3

44.7

42.2

43.0

49.0

N/A

-23.9

0.00109

0.001390.001390.00161

0.00231

N/A

-52.8

-

-

-

-

-

-

-

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)
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 incineration2
Waste disposed: landfill, treatment, andincineration (indexed to net sales)

Total water use (indexed to net sales)

MWh
MWh per net
sales (MM $USD)

Million cubic
meters per net
sales (MM $USD)

Health and safety-

Global lost time incident rate

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

0.451

0.331

0.321

0.364

0.594

N/A

-24.1

Global recordable incident rate

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

1.27

0.967

1.22

1.56

1.85

N/A

-31.4

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).
2
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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