Accelerating
our ambitions
2022

Global Impact ReportSite spotlights

Who we are

How we work

What we create

About thecover
The cover image of this 2022 Global Impact Report depicts an Xcel Energy
wind farm located in Pipestone, Minnesota. In 2019, 3M converted our global
headquarters — a 409-acre campus in Maplewood, Minnesota — to using
wind energy produced from this location. Since then, we have continued
to expand our wind and other renewable electricity sources as part ofour commitment to go 100% carbon neutral by 2050. For a full list of 3M
sites that were converted to 100% renewable electricity in 2021, see the
Climate and energy section.

About report

3M 2022 Global Impact Report | #improvinglives

2

Goal:
Increase renewableenergy to50%

total electricity use
by 2025 and to100%
by 2050

Global Impact
Reporting Hub
To increase transparency andrelevance for our employees,
customers, and shareholders, wehave introduced a new, web-based
reporting hub to supplement ourannual Global Impact Report.
Featuring a streamlined navigation,
this hub will provide a new levelof accessibility for our approachto environmental, social, andgovernance priorities andcommitments as we continue
to track progress toward ourambitious goals.
Access the hub at
3M.com/GlobalImpact

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What we create

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About report

3

Contents
Ourleadership
Message from
our CEO
Message from
our CSO
3M at a glance

4

Site
spotlights

Who
we areItapetininga, Brazil 12

Introduction

21

Introduction

69

14

Leading withpurpose

22

Corporate
governance

70

Advancing impact

34Enterprise risk

78Communities

40

Diversity, equity,and inclusionCorporate
Code of Conduct

82

55

Human rights

Recognition

64

Perth, Canada

8

Seefeld, Germany

16

10

Yamagata, Japan

18

How
we workWhat
we createAboutreportIntroduction

181

Our customers

182

About report,
scope, andboundaries

213

Innovation
management

193

GRI and
UNGC index

218

Our products

206

SASB index

230

92

Assurancestatement

233

Compensation

102

Metric tables

237

Employeeprograms

107

Environmental,
health, and safety
management
120
Circular materials 135
Climate and energy 149
Suppliers

166

Site spotlights

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What we create

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A message from

There are examples like these acrossour enterprise. I want to thank our
95,000 employees — including the
50,000 people in our factories — forliving our purpose every day and fortheir immense contributions to 3M.
Purpose drives our performance andensures we meet the expectations of
our stakeholders — which was evident
throughout last year.

Mike Roman
Throughout my 34 years at 3M, I
have been proud of the difference we
make. Our work is rooted in purpose— unlocking the value of people,
science, and ideas to reimagine what
is possible and build what is next.

We use science tostrengthen healthcare, empower
consumers, andreshape the futureof transportationand manufacturing

We use science to strengthen healthcare, empower consumers, andreshape the future of transportationand manufacturing. These past
two years, we have helped lead the
response to COVID-19 and distributed
more than 4 billion respirators toprotect nurses, doctors, and first
responders, while helping accelerate
manufacturing of needed vaccines. At
the same time, we have stepped up
our efforts in environmental, social,and governance (ESG), investingin environmental stewardship andadvancing equity and inclusion in
our company and communities.
In combination, these efforts
demonstrate the societal value 3M
uniquely brings to the world.

4

Every day, the extraordinary
people of 3M bring our purpose
to life. It is found in the ingenuityof 3M employees like Steven Toh,an engineer who pioneered an
innovative rooftop solar projectat our site in Tuas — one of thelargest projects of its kind in allof Singapore. It’s found in theleadership of L.C. Cartagena, acrew director at our Aberdeen,South Dakota site, whose teambroke multiple shift records andproduced more than 1 billion
respirators over the last two years.
It’s found in the boldness of Martin
Dittmar, an engineer at our site in
Wuppertal, Germany. Last July, after
their community was devastatedby a historic flood, Martin led acrisis team that jumped into action,
shutting down operations to protect
lives — then, incredibly, rebuilding
the site in a matter of weeks, so they
could serve customers with critical
medical products.

Since 2020,
3M’s Aberdeen, South Dakotasite produced more than

1B

respirators

Site spotlights

Who we areStrong 2021 driven bymarket-leading businesses
In an uncertain environment, our2021 performance demonstrated
the strength and resiliency of the
3M model. While managing throughglobal supply chain disruptions, westayed focused on our customers anddelivered another year of top-line
growth greater than the economies
we serve. Companywide, we posted
9% organic growth, which was broadbased across our market-leadingbusinesses. We also saw margins of
21% and an 8% increase in earnings
per share — or a 14% increase on an
adjusted basis. We generated robust
free cash flow of $5.9 billion, with aconversion rate of 99% — enabling
us to invest in the business, reduce
net debt by $1 billion and return $5.6
billion to our shareholders throughdividends and share repurchases.
Over the last three years, 3M has
returned $14 billion to shareholders, andin February of 2022, we increased ourdividend for the 64th consecutive year.

How we work

What we create

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3M 2022 Global Impact Report | #improvinglives

5

Advancing commitments
to environmental, social,and governance (ESG)
3M is a longtime leader inenvironmental stewardship among
manufacturers, going back morethan 45 years to our groundbreaking
Pollution Prevention Pays program.
It is a value that matters deeply to
3M employees, to our stakeholders,
and to me personally. In 2021, we
advanced our leadership with a $1
billion commitment to achieve carbon
neutrality, reduce water use, improvewater quality, and reduce our useof plastics. We have put forward
ambitious goals to bend the curve —for example, a 20% water reduction
by 2025 and 50% carbon reduction by
2030 – while delivering on pledges tomake our factories and communities
more sustainable.

20%

water reduction
by 2025 and

50%

CO2

carbon reduction
by 2030

We are on track to complete a
new water filtration system in our
Cordova, Illinois site by the end of2022. In the past several months,
we have committed €125 million to
improve water quality at our site in
Zwijndrecht, Belgium. In Cottage
Grove, Minnesota, we have closed
our incinerator and partnered with aleading disposal company to manage
our waste stream — reducing energy
use by 25% — while committing toinvest $165 million to improve water
quality and reduce water use.

Beyond our operations, we have arequirement that every new productimprove sustainability. Over the last
five years, 3M innovations have helped
our customers avoid more than 75
million tons of CO2 emissions — fromglass bubbles that lighten the weightof vehicles, to films that make homes
and electronics more efficient. Goingforward, we will continue to stepup our sustainability commitments,
including through new partnerships
like the Water Resilience Coalition andongoing support of the United Nations
Global Compact.

Site spotlights

Who we are

For society, we are advancing
diversity, equity, and inclusion with apledge to double our representation ofunderrepresented groups within 3M.
We are executing multiple programs to
make STEM education more available— including new investments, newscholarship programs, and new
partnerships like the United Negro
College Fund, supporting our goalof 5 million STEM engagements by
2025. Our businesses have also madecommitments — Safety and Industrial
is focusing on access to skilled trades— and we are increasing transparency
through an annual Diversity, Equity
and Inclusion Report with details on
our progress and metrics.
For governance, we continue toact with unwavering integrity andtransparency — leading to an eighth
straight recognition by Ethisphere®
as one of the World’s Most EthicalCompanies® in 2021.
Increasingly, we live in a world where
litigation is impacting many industries
and companies, including 3M. For us,
the focus is on PFAS — specifically,
PFOA and PFOS — and Combat
Arms Version 2. We will continue tovigorously defend our legal positions
based on science and our values. I
encourage you to see our SEC filings
for more details.

How we work

What we create

Building for long-term
growth and value creation
The foundation of 3M’s ability tocreate unique and differentiated value
is our fundamental strengths: our51 Technology Platforms, advanced
manufacturing, global capabilities,
and leading brands. At the same time,
we evolve and build on our foundation
through four strategic priorities, which
position us for long-term growth andvalue creation: accelerating innovation,
actively managing our portfolio,transforming our operating model withnew digital capabilities, and investing in
our people and culture.

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We are innovating faster anddifferently — implementing new
ways to virtually collaborate withcustomers and partners — while
investing $3.6 billion in 2021 in the
combination of R&D and capital
expenditures. To make the mostof long-term opportunities, we areprioritizing investments in large,
fast-growing areas aligned to global
trends like automotive technology,
home improvement, personal safety,
health care, and electronics. In
2021, we saw organic growth in our
automotive electrification platformof 30% and our biopharma businessof 26%. With people spending moretime at home, we saw organic growthin our home improvement businessof 12% last year — on top of 13% in2020 — driven by iconic brands,
including our Command™ DamageFree Hanging Solutions and Filtrete™
Home Filters. To support increasing
demand for Command and Filtrete, we
are investing $500 million to expand
our operations in Clinton, Tennessee,
adding nearly 600 manufacturing jobs.
The world is changing rapidly, andwe will continue to capitalize on
opportunities across our businesses
that are sizable and significant.

6

The ongoing reshaping of our portfolio
is key to unlocking value for customers
and shareholders. Every day, we
challenge ourselves to allocate ourresources to the most attractive
opportunities while identifying
acquisitions and divestitures that shift
us to more attractive markets. In 2021,
we announced an agreement to divest
and combine our food safety businesswith Neogen, creating a global leader
that is positioned to capture longterm, profitable growth.

The world
is changing
rapidly, and wewill continue
to capitalize on
opportunities
across ourbusinesses thatare sizable andsignificant

Site spotlights

Who we are

We are transforming 3M by accelerating
our digital capabilities and expanding
our use of data and analytics tobetter serve customers and optimize
our supply chain operations. We
have moved more than 60% of ourenterprise data capacity to the cloud,while simplifying business processes,
streamlining our operating model,
and deploying next-generation
cybersecurity tools to protect our assets.
All of this work is done by people at
3M who are powered by inclusion,
one of our core cultural values, andinspired by our purpose. This shapes
our commitment to a more diverse
and equitable future, and everything
we do to help our people be at theirvery best. Last year, we introduced
new employee work models rooted
in flexibility and trust — called
Work Your Way — while making
investments to support 3M employees’
health and well-being.

We aretransforming 3M
by accelerating ourdigital capabilities
and expanding ouruse of data andanalytics

How we work

What we create

Confident in our future
As I look across 3M, we have four
market-leading business groupsaligned to attractive end markets, with
big opportunities in front of them.
Together, they form an outstanding
portfolio — focused on growing
trends and leveraging the world-classcapabilities of 3M. We also have apremier leadership team with deep
expertise and diverse experiencesfrom both inside and outside 3M.
We are building a stronger enterprise,and I am confident we will continue
to grow our businesses, improve
our operational performance, andlive our purpose — delivering forour customers, shareholders, and all
stakeholders who have placed theirtrust in us.
Mike Roman
Chairman and CEO

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Site spotlights

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How we work

What we create

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3M 2022 Global Impact Report | #improvinglives

A message from

Gayle Schueller
I had the good fortune to attend the
COP26 Climate Change Conferencein person in November 2021
in Glasgow. Bringing together
representatives from more than
140 countries and thousandsof companies, the conference
underlined three key ideas that drive
our sustainability strategy at 3M:
collaboration, urgency of action, andsound science.

Whether it is ourenvironmental
goals, social
justice initiatives,or governancecommitments, oursuccess is fueledby our purpose

In every plenary session and hallway
discussion, people from around theworld shared a common perspective:
While it was good to be together inperson after so many months apart due
to the pandemic, we all have to do morethan just meet; we all must also act toaddress the singular global challenge ofour time, and we cannot fail.

Since 2002, 3M has reduced
its carbon footprint by

75%
50%

and we are approaching our goal ofrenewable electricity at all
global sites by 2025
That same energy drives us at 3M toact now to apply science to improve
lives and improve our planet. We are
not waiting: Since 2002, we have
reduced our carbon footprint by
75%. I’m happy to say for the monthof December 2021, 3M’s operations
were powered by over 50% renewableelectricity. We’re on target to surpass
our 2025 annual renewable energy
goal two years ahead of schedule.
We’re also investing $1 billion over
20 years to accelerate air and water
stewardship and drive toward carbon
neutrality, and we’re implementing
new goals to reduce the company’s
use of plastics.
The COP26 Climate Change Conference washeld in Glasgow, Scotland, in November 2021.

8

Site spotlights

Who we are

Whether it is our environmental goals,social justice initiatives, or governancecommitments, our success is fueledby our purpose: unlocking thevalue of people, ideas, and science
to reimagine what’s possible.
Collaboration, urgency, and soundscience are the force multipliers of
our work.
Collaboration means first asking our
stakeholders a simple question: Whereis 3M’s opportunity to make thebiggest impact? Once we understand,we act. Our businesses are using
their expertise to act on equity
commitments to improve health care,upskill employees, increase access tohomeownership, and provide STEM
education opportunities.

We’re also
investing $1 billion
over 20 years
to accelerate
air and water
stewardship andimplementing new
goals to reducethe company’s useof plastics

How we work

What we create

About report

3M 2022 Global Impact Report | #improvinglives

9

We act with urgency. We proactively
take steps to engage and collaborate
to improve our capabilities. Since
introducing our environmental
commitments in early 2021, we have
moved quickly. At COP26, we enteredinto a partnership with the United
Nations Framework Convention
on Climate Change (UNFCCC)
to advance the Paris Agreement
and United Nations Sustainable
Development Goals (UN SDGs) alongwith other organizations. We joined
more than 20 other global companies
in investing in TPG Rise Climate, amulti-billion dollar climate impact
investing fund that deploys missiondriven capital at scale.
We worked with 16 otherorganizations in founding the Global
Alliance for Sustainable Energy,
bringing together utilities and global
players in the solar photovoltaic andwind value chains as well as sector
associations and innovation partners
with an aim to decarbonize the global
energy system in alignment with the2030 agenda set out in the UN SDGs.
We joined the Water Resilience
Coalition, serving on the Leadership
Committee to help build a water
resilient world for our communities,
our ecosystems, our companies,
and the global economy. Beyond ourenvironmental commitments andcollaborations, we made progress inour social justice efforts, distributing
funds, creating scholarships, andinvesting in our goal to deliver 5
million STEM experiences by 2025.

Everything we do is guided by soundscience. At our heart, we are a science
company, led by people who believe
science can solve the world’s biggest
challenges. When we planned ourenvironmental goals, we mapped out
a path guided by math, so that not
only would we know where we weregoing, but would be able to clearly
demonstrate, year after year, exactly
how we would get there. We want togo beyond making commitments. We
want to show our progress.

Our Global Impact Report is not only
our report card but our roadmap. Join
us on our journey, share your ideas on
where we are succeeding and where
we can improve, and above all, be ourpartners in imagining and delivering abetter world for everyone.
Gayle Schueller
Senior Vice President andChief Sustainability Officer

Site spotlights

Who we are

How we work

What we create

3M at aglance$35.4B
in sales

3M 2022 Global Impact Report | #improvinglives

About report10

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

Sales in~200
countries

100+
straight yearsof dividends

One of30
companies

on the Dow Jones
Industrial average$1.99Bin R&D spend>129K
patents

51
Technology
Platforms

applied across fourbusiness groups

94.7K
employees
globally

>200
sites

$1.60B
in capital
investments

More than800
brandsand trademarks

Over

55K
products

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How we work

What we create

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Site spotlights
Itapetininga, Brazil

12Perth, Canada

14

Seefeld, Germany 

16

Yamagata, Japan

18

Site spotlights

Who we are

How we work

What we create

Itapetininga,
Brazil3M site spotlight
3M’s Itapetiningasite tripled respirator
production whileadvancing sustainability
initiatives.
In the São Paulo State of Brazil lies
3M’s Itapetininga site, originallyfounded in 1984 and now employing
750 people. As the COVID-19
pandemic reached a critical point,
the site ramped up production of 3M
respirators to help meet demand forrespiratory protection. The site also
produces masking and box sealing
tapes, personal care products, otherpersonal safety equipment, andpurification filters using a variety of
3M’s core technologies.

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While the challenge of increasing
respirator output was alreadysignificant, doing so while also
meeting other production demands
and without losing sight ofsustainability initiatives required
careful planning and a strong focus on
new health and safety strategies.

12

Pandemic response
Helping meet respirator demandfor Brazil as well as the larger Latin
American region required a triplingof production in a short period oftime — while using the same amountof equipment. To achieve this, 3M’s
production, maintenance, andengineering teams all came together
and utilized Lean Six Sigma and Agile
methodologies to drive priority projects.

Site spotlights

Who we are

Two key actions that helped promotehealth and safety among employees
through this critical period during
the pandemic were the over 1,700
COVID-19 prevention trainings
executed by the site. This increased
focus on COVID-19-related safety
protocols, in conjunction with the
installation of a thermal scannerinstalled at the main entrance of thesite to assure 100% of employees
were temperature monitored, helped
mitigate potential outbreaks among
the workers that might impact thesite’s productivity.

How we work

What we create

Since the start of the pandemic,
3M Brazil has donated 552,000
respirators and other health careproducts to 35 public hospitals
throughout the country to help
protect doctors fighting COVID-19
in vulnerable communities — all ofwhich was made possible thanks to
3M Itapetininga.

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Safety strategies
3M Itapetininga embraces 3M’s
corporate EHS Cultural Acceleration
Program — an engagement effort
that empowers employees to raise
concerns via our See and Act approachwith a specific focus on not only
solving issues but also promoting
broader team development at thesame time.
Additionally, the site also has adesignated Internal Committee
to Prevent Accidents (CIPA)
that develops interactive, virtual
campaigns aimed at improving hazard
awareness, hand hygiene, forklift
safety, COVID-19 infection prevention,and more. They reached over 80%
participation among employees
and awarded those with the best
engagement levels.

Environmental focus
3M Itapetininga is ISO 14001 certified
for environmental management andactively participates in 3M’s Pollution
Prevention Pays (3P) program, withover 20 submitted projects in aspan of just three years since theimplementation of a new tracking
system for the program.
Those projects include:• Installation of water treatment
systems that leverage naturally
occurring processes to replacechemical treatments with theaim of eliminating corrosion or
encrustation in chilled process water

13• Diversion of all waste generated in
the site’s production of earplugs toco-processing facilities to reduceaverage waste-to-landfill by 180
tons annually• Exploration of new products madefrom waste, including some incollaboration with customers —ranging from acoustic blankets
for flooring, anti-impact floors
for playgrounds or gyms, pillow
stuffing, and more

Education for abetter future
3M Itapetininga is committed topositively impacting their community
through the work of the 3M Institute.
In partnership with Iochpe Foundation
and Federal University of Paraná,they have implemented a workforce
development program called
FORMARE, where 3M employees
volunteer as instructors to train
economically disadvantaged young
people while they complete their highschool education.
The eight-month program gives
participants 600 hours of classes
spanning hands-on manufacturing,
computer skills, environmental,
health, and safety, Lean methodology,
Spanish, English, and more. Since
2020, the program has also been
adapted to a primarily virtual format
with limited in-person engagement.
Over 120 students have participatedsince the program’s inception in 2015.

Site spotlights

Who we are

How we work

What we create

Perth,
Canada3M site spotlight
In Eastern Ontario,
3M’s Perth site finds
new ways to reduce
waste and manage
air emissions.
Located on the Tay River one hoursouthwest of Ottawa is the townof Perth, home to just under 6,000
people and the 3M Canada Perthsite since its founding in 1981. While
3M Perth consists of just two main
manufacturing buildings and around
400 employees, the site is responsible
for producing an impressive array of
non-woven abrasives and tapes.

From Scotch-Brite® pads, sponges,
floor scrubber discs, and automotive
discs, to box sealing tape, appliancetape, bundling/reinforcing tape, linttape, and filament tape, the site
supplies both converted and finishedproducts to a variety of industries using
these 3M core technologies:• Coating (hot melt)• Converting• Extruding• Press, die cutting
3M Perth is certified to ISO 9001
(quality management), ISO 14001(environmental management), and3M’s enterprise level ISO 50001(energy management) standard.

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Site spotlights

Who we are

How we work

What we create

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15

Pollution
Prevention Pays
3M Perth received a 3M Exceptional
Project award as part of 3M’s Pollution
Prevention Pays (3P) program fortheir work on effective treatment ofwastewater in their Scotch-Brite™ site.
The site began conducting studies in2018 to develop proof of concept for
a new treatment technology to treat
waste from the on-site scrubber andwastewater from several additional
processes. They considered andeventually utilized the technology that
demonstrated the least environmental
impact, which included the use of
microorganisms to clean the water.
The project also reduced manual
handling time and labor, storage
space, and overall treatment cost,demonstrating the 3M Perth site’scommitment to finding innovative
ways to reduce their impact on theenvironment in their community.

3M Perth reduced
the amount of waste
sent to the landfill by
more than

135K
metric tons oflandfill waste
in 2021

Waste reduction
during COVID-19

Community supportand sponsorships• Big Brothers Big Sisters of Canada,
which champions the health andwell-being of youth

The effects of the pandemic reachedvirtually every industry, including
recycling. Prior to 2021, 3M Perth had
focused much of its waste reduction
activities on recycling, but with thechallenges of finding vendors in adiminished market, they pivoted toa new approach: waste to energy.
In February 2021, 3M Perth began
redirecting nearly 60% of its landfill
waste into a new process where it isshredded, bulked, and then burned forenergy at a cement kiln. This resulted
in a total decrease of more than 135
metric tons of landfill waste in 2021.

Despite its small size, Perth is atown rich with community activities,
programs, and services which 3M
Perth is proud to support. Highlighted
organizations 3M Perth and its
employees supported throughdonations and sponsorships in
2021 include:• Cornerstone Landing Lanark County,
which works to prevent, reduce,and end youth homelessness inthe county

In addition to these efforts, 3M
Perth is actively exploring expanded
capabilities to maximize the use of
raw materials within their processes inalignment with 3M’s commitment to
Science for Circular.

• Lanark County Interval House andCommunity Support, which offers
emergency and ongoing programs
to women and children living in orescaping from domestic violence• The Royal Canadian Legion
Poppy Fund for Remembrance
Day, supporting veterans andtheir families through grants
and resources• Perth Chamber of Commerce• The Table Community Food Centre• Local schools, festivals, andsports programs

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How we work

What we create

Seefeld,
Germany
3M site spotlight
3M’s Seefeld sitemanufactures productsthat help reduce waste
in dental offices —while using less water.

3M Seefeld primarily supports the
Health Care Business Group’s Oral
Care Solutions Division (OCSD). They
produce medical and pharmaceuticalproducts for dental and orthodontic
practitioners around the world,
leveraging core technologies, including:

For over 70 years, 3M’s Seefeld site andsister Landsberg site have operated in
the south of Germany, not far outside
Munich. Today, the 3M sites employ
over 900 people in total, spanning roles
across manufacturing, research anddevelopment, marketing and sales,and quality and regulatory functions.

• Injection molding• Chemical production• Compounding of pastes, powders,
and liquids• Filling and packaging• Pharmaceutical manufacturing andpackaging of sterile products• Device manufacturing
The site is certified to ISO 13485(medical devices), MDD 93/42/
EEC, EU 2017/745 (MDR), MDSAP,
and holds a GMP certificate forpharmaceutical products.

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Site spotlights

Who we are

Reducing waste, one
tooth at a time
Automix systems have become
a popular option among dentists
for applying two-component resin
cements for a variety of dental
procedures. These convenientsyringes allow for an easy, fast,and reliable mix — but they comeat a cost: today’s systems waste
approximately 0.35 grams of theresin cement material and 1.7 gramsof plastic with each application. That
seemingly small amount of waste adds
up quickly for a product commonlyused all around the world. In fact, ona global scale, it adds up to around 90
tons of waste every year.

How we work

What we create

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17

With this in mind, 3M Seefeld went
to work developing and producing
a new automix system that would
help reduce waste for the productcategory. The new application
technology features a miniaturized
tip design (3M™ RelyX ™ Universal
Micro Mixing Tip) that allows dentists
to eliminate 80% of the resin cement
waste and 50% of the plastic waste
per application compared to currently
available standard automix systems.
With a full portfolio of solutions
spanning prevention, direct restoration,orthodontics, and indirect restoration,
3M Oral Care continues to explore
opportunities to drive waste reduction
through innovative product design.

Reusing process water

New technology
allows dentists
to save80%50%

resin cement waste andplastic waste
per application

3M Seefeld is making a sustainability
impact not only through what they
make, but how they are making it. An
important sustainability practice inthe 3M Seefeld manufacturing site is
the use of locally sourced graywaterto perform their process cooling.
Depending on the temperature levelof the graywater before and after it
is used in the process, it is stored in a
local reservoir for further use on-site
for cooling. With the double usage
and buffering time, the site saves
247,000 cubic meters (or 65,300,000
gallons) of water annually.

Building a diverse
workforceWith so many critical functions on-site,spanning from R&D to manufacturingand marketing, 3M Seefeld andLandsberg recognize the need andvalue of fostering a diverse workforce
with a variety of unique backgrounds
and perspectives. That’s why they
recruit talent both locally and fromall over the world to create
well-rounded teams.

Among their 900 employees, a totalof 28 different nationalities are
represented. This strong focus ondiversity and inclusivity is criticalto the innovation process. The
different cultures, nationalities, views,
and physical and mental abilities
represented encourage creativity andprovide better insight into the needsof 3M’s customers, suppliers, sales
partners, and markets aroundthe world.

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Who we are

How we work

What we create

Yamagata,Japan

3M site spotlight

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3M 2022 Global Impact Report | #improvinglives

3M Yamagata is a
sprawling, 1.8 million sq.
ft. zero waste-to-landfill
manufacturing site witha strong track record.
Since its founding in the early 1970s,
3M Yamagata has been building a
reputation for safety, quality, anda customer-first focus. Several
expansions of the site over the years
have brought it to where it is today:
seven manufacturing sites and over
1,200 people supporting all four of
3M’s business groups, with the largest
being the Transportation & Electronics
Business Group.

18

3M Yamagata produces a variety oftapes, films, and non-woven products
used in applications from traffic safety
and electronic displays to health care,everyday home use, and more. Theircore technology capabilities include:• Coating• Compounding• Converting• Film making

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Environmental
achievements
As part of their commitment toenvironmental stewardship, 3M
Yamagata is certified to ISO 14001
and is a zero waste-to-landfill location.
In addition, in 2021, they utilized avariety of methodologies — Lean
Six Sigma (LSS), quality control
charts, a Gemba Kaizen continuous
improvement approach, and a Kaizen
suggestion system for employees
to share ideas with management —all with the aim of improving theirprocess yields in alignment with
3M’s Sustainability Goals. As aresult of these activities, the site
was able to successfully reduce
waste in their processes andremains committed to continuous
improvement through collaboration.

They embody
their goalof “Everyone
reducing risk
every day” byidentifying any
potential risks
on a tier board
to be prioritized
and addressed

How we work

What we create

Prioritizing safety
Part of 3M Yamagata’s mission is to bea global “super hub” for 3M, focusedon growth and efficiency with astrong safety culture at the forefront.
They embody their goal of “Everyone
reducing risk every day” by identifying
any potential risks to be prioritized andaddressed and engaging employees
through our corporate EHS Culture
Acceleration model of See and Act.
They often reach more than 1,000
engagements per month across all
sites, enhancing opportunities toreduce risk. These safety practices
contribute to fostering a robust, sitewide safety culture.

COVID-19 response
As the global pandemic continues toimpose challenges in manufacturing
and production, 3M Yamagata
has found success in adopting
3M’s corporate EHS guidelines toimplement new standard safety
practices related to COVID-19,
protocols for all employees. Eachday, the site holds a meeting covering
critical topics related to COVID-19,
including approval processes forsite visitors, official trips, events,
employee health condition tracking,and discussion of case studies to help
inform ongoing mitigation strategies.

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Community
engagement & giving
Despite the ongoing challenges
of COVID-19, 3M Yamagata hascontinued to engage with the local
community through giving, as wellas through a variety of events andprograms, including:• 3M Visiting Wizards: For thesecond year in a row, employees
and their families from 3M
Yamagata volunteered to participate
in a virtual version of the program
designed to encourage an interest in
STEM for young people. Activities
included Chromatography and
Science of Sounds.
• Sakuranbo Marathon: 3M
Yamagata was the main sponsor andprovided volunteers to Yamagata
Prefecture’s traditional annual“Cherry Run” — a community event
highlighting the fruit the region isbest known for.
• Trash cleanup event: In April 2021,
29 employees from 3M Yamagata
gathered to clean up trash in thelocal area, all while maintaining safe
physical distancing.
• Environment Week: Hosted in
Higashine City, this annual event
featured a 3M panel exhibition on
environmental initiatives and 3M
Yamagata donated Scotch-Brite®
products for the event.
• Other donations: 3M Yamagata also
donated traffic safety equipment toa local elementary school and 3M
surgical masks for vaccination clinics.

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In 2021, 3M
Yamagata utilized
a variety ofmethodologies toshare ideas withmanagement —all with the aimof improving theirprocess yields
in alignment
with 3M’s
Sustainability
Goals

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we areAbout report

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20

Introduction

21

Leading with purpose

22

Advancing impact

34

Communities

40

Diversity, equity, and inclusion

55

Recognition

64

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Who we are
Advancing our impact
for the greater good
At 3M, sustainability is tied to sharedglobal needs. For the world to have asustainable future, many challenges
must be addressed, including
the limited availability of natural
resources, lack of access to educationand health care, inadequate foodsupplies, rapid urbanization, stressedwater systems, and a global climate
crisis. In 2021, we continued to help
the world respond to COVID-19,
while managing the additional supply
chain and logistics challenges of the
COVID-19.
We understand that our impact, as
we improve our business, our planet,and every life, can be far greater when
we collaborate with our customers,
communities, and governments.
From our highly collaborative work
environment to our community ofscientists and 51 core Technology
Platforms, we have the resources
and the desire to help make a realdifference in the world.

Sustainability is a core commitment
of 3M, and we recognize andconsistently seek opportunities to do
more. This is the story of how we aredoing it — setting aggressive goals,
incorporating sustainability into every
new 3M product, and using science
to make the world more sustainable
for future generations. And we aren’t
doing it alone.
This is the continued story of our
purpose: #improvinglives

Sustainability is acore commitment
of 3M, and we
recognize andconsistently seek
opportunities to
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21

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22

Leading withpurposeOur commitment
For over 120 years, we have been dedicated to science and exploration, taking on
global challenges and developing solutions for our customers. As a company, we are
guided by our Purpose, Promise, and Principles in the pursuit of creating unique anddifferentiated value for customers, shareholders, and our stakeholders.

Our Purpose

Unlock the power ofpeople, ideas, andscience to reimagine
what’s possible

Our Promise

Improve lives by helping
solve the world’s
greatest challenges

Our Principles

Science-based performance
Unparalleled expertise,
extraordinary outcomes

All of these bind us together as one 3M, unified in our ambitions and empoweredto act to drive growth, development, reputation, and impact with every action.
These collective ideals correspond to expectations from our customers, investors,
and our employees, and they work in concert with our foundational strengths andpriorities for long-term growth:
Our Strengths

Our Priorities

Technology

Portfolio

Makers of what’s next

Manufacturing

Transformation

Strength in collaboration

Global Capabilities

Innovation

Brand

People & Culture

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Our Strategic
Sustainability
Framework
Our corporate Promise culminatesin our ambition to help transformbusinesses and improve every life.
Together with our Principles, theseelements drive and inform ourapproach to sustainability throughthe Strategic Sustainability
Framework, which directs 3M’sefforts to areas where we can makethe greatest impact. Our goals
and environmental, social, andgovernance (ESG) metrics reflecta heightened commitment tothinking holistically about how ouroperations, people, and products
can all contribute to a better andbrighter future.
We have set clear commitments
and an ambitious, long-term
strategy that will leverage ourpassion for science. Our intent is touse a science-based approach toreimagine what’s possible, inspiring
progress to transform aspirations
into action, and tackling thechallenges that are most material
to 3M and critical to our planet
and the people living on it. Building
on our global capabilities anddiverse technologies, we apply ourexpertise to create bold ambitions
and shape a sustainable future inthree priority areas.

How we work

What we create

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Science for Circular

Science for Climate

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

Innovate to decarbonize industry,
accelerate global climate solutions andimprove our environmental footprint.

To create a more sustainable world for
future generations, we must reimagine
our current global economy’s linear
business model of “take, make, andwaste,” which is depleting natural
resources like water faster than they
can be replenished and straining
ecosystems. In its place, a circularmodel would only use these essential
resources while having a net positive
impact on their supply and eliminate
reliance on non-renewable, finite
resources altogether. It would measurebusiness success in large part on theability to do more with less, keep
products and materials in use, design
out waste and pollution, and restore
and regenerate natural systems. At
3M, we see the circular economy asan opportunity to inspire leadership,
innovation, and disruptive change
across all industries, meeting the needsof current and future generations.

The impacts of global climate change
have never been more clear forbusiness and for our communities.
Extreme weather events, rising sea
levels, elevated pollution levels, poor
air quality, and resource scarcity
have underscored the urgency withwhich corporations must act in aneffort to slow these harmful effects
on behalf of our planet and its people.
At 3M, we are accelerating ourambitions through bigger long-term
and intermediary goals and actions
that align with the latest findings
by the Intergovernmental Panel on
Climate Change (IPCC). We expect
to invest heavily in both our efforts tomeet our environmental goals, which
include achieving carbon neutrality by
2050, and in our innovation, adapting
our business to grow in sectors that
support decarbonization. We believethat by working together with our
employees, customers, suppliers,
government, and communities, we canhelp drive the systemic change needed.

For more information, see theCircular materials section.

For more information, see the
Climate and energy section.

23

Science for Community
Create a more positive world throughscience and inspire people to join us.
The global pandemic brought tolight the critical role that sciencemust play in our communities.
From helping in the fight against
COVID-19 to preparing customers
for future events, 3M is committed toapplying science to support publichealth and safety for communities
around the world. Furthermore, itis through science, innovation, andcollaboration that we believe we
can help solve some of the world’s
other great challenges like climatechange, health care inequality, andother inequities adversely affecting
our communities. The successand growth of our business hingeon the success and growth of all of
our communities, so we recognize
the importance of equal access toscience, technology, engineering,and mathematics (STEM) educationand careers as well as the need toadvance diversity, equity, inclusion,and social justice within our company
and community. Together, we willlead and design an equitable andsustainable future for all.
For more information, see theCommunities section.

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Our actions
When it comes to strategic planning,collaborations, environmental andsocial goal setting, and reporting, weseek and rely on both internal andexternal input to drive meaningful,enduring change on environmental,social, and governance (ESG)
challenges globally.

How we work

What we create

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How we work with stakeholders
Stakeholder

How we engage

Further information on engagement

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

Employee programs• Providing a safe and healthy work environment

DE&I• Providing competitive compensation and benefits

Communities• Attracting and retaining the highest level of talent by being acompany for which employees are proud to work

Human rights• Delivering profitable returns on investment

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

ESG summary

Investors and shareholders

Stakeholder
engagement
3M’s stakeholder engagement
strategy on priority topic areas
continues to evolve. We continually
look to our stakeholders to help
us increase our understanding,broaden our awareness, seek
technical input and expertise, andevaluate possible collaborations andstrategic relationships. We rely on
their counsel and expertise to help
guide us. We believe stakeholder
engagement should be based on
candid and authentic dialogue —grounded in 3M’s Principles — andshould contribute to the evolution of
our strategic priorities. Stakeholder
engagement varies greatly bygeography, type, and function. For
example, we frequently engage
3M employees globally throughsustainability communications andevents with diverse content basedon our materiality topics.

About report

Environmental, health, and safety
management• Responding to inquiries• Upholding corporate values
Customers and partners• Providing diverse, innovative product solutions that help ourcustomers deliver on their promises• Offering a diversified portfolio of high-quality products• Providing products with sustainability attributes to address andhelp solve global challenges

Government/regulators,
nonprofit organizations,NGOs, and experts

Innovation management
Our customers
Our products• Complying with laws, regulations, and policies

Governance• Supporting and engaging in development and modification
changes

Climate and energy• Providing support to advance and solve global issues• Partnering to understand societal concerns

DE&I
Communities
Circular materials
Suppliers

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

Communities
Environmental, health, and safety
management• Supporting communities to thrive
Academic/scientificorganizations• Engaging in technical scientific research to develop innovative
solutions for society

Circular materials
Climate and energy
Innovation management
Our customers

Suppliers• Partnering with suppliers and contractors that meet or exceed
expectations• Supporting collective efforts to deliver business results• Collaborating to identify, resource, and amplify sustainability
initiatives• Respecting human rights of workers

Suppliers
Human rights
Circular materials
Climate and energy

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Materiality assessment
Every other year starting in 2014, 3M
has commissioned GlobeScan, an
independent research consultancy, toassist us in better understanding our
stakeholders’ perspectives on key issues
and assessing our corporate reputationand leadership opportunities.
In 2021, we aligned our priorities
based on our most recent 2020
assessment, which explored
stakeholder perceptions of 3M’ssustainability strategy and its
three pillars: Science for Circular,
Science for Climate, and Science forCommunity. Stakeholders included
customers, suppliers, NGOs,
corporate/private sector, academics,
consultants, government, media,
finance, trade associations, and thinktanks, and were representative of 3M’s
four business groups and all regionsof operations. At the same time, 3M
conducted a similar process throughan internal online employee survey.

How we work

What we create

Following the GlobeScan assessment,
we analyzed insights and inputs
from stakeholders and developed
the Sustainability Priority Matrix.
The matrix also demonstrates how
our Sustainability Goals align with
the United Nations 2030 Agenda for
Sustainable Development, which
includes 17 Sustainable Development
Goals (SDGs).
Each priority topic is categorized into
one of three tiers based on importanceand reputation:	Tier 1: most critical issues withhighest potential impact	Tier 2: important issues with highpotential impact	Tier 3: issues with average level ofimportance
Explore the Priority Matrix.

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25

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3M Sustainability Priority Matrix
Priority topic & tier
Plastic/
packaging waste

Science for Circular

Accumulation of
toxic substances

Our actions

Links to additional information

Goals & commitments

To support our circularity efforts, we work to selectpackaging materials that can be recycled after use rather
than be discarded on land or in waterways. We also
continue to increase recycled content, make our packaging
easier to recycle, encourage reusable packaging whereappropriate, and increase the use of renewable materials.

Circular materials

Require a Sustainability Value
Commitment (SVC) for every new
product.1

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.

Innovation management

3M’s Chemicals Management Policy reflects 3M’s role insupporting our global community. To continuously improvethe environmental, health, and safety attributes of our
products, 3M has identified specific chemicals whose use
in products and manufacturing processes is subject torestrictions or specific management actions.

Limitedavailabilityof sustainableproducts/
services

In 2019, we announced our Sustainability Value
Commitment, which embeds sustainability into the pipelinethat produces 3M’s diverse global products. Example
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.

Sustainable packaging solutions

Reduce manufacturing waste by 10%,indexed to sales, by 2025.

Related SDG

12.5

Reduce dependence on virgin fossilbased plastic by 125 million pounds
by 2025. 5

Circular materials
Product Safety, Quality, andStewardship Principle

Require a Sustainability Value
Commitment (SVC) for every new
product.1
3.9

Chemicals Management Policy

Circular materials
3M Sustainability Value Commitment

Require a Sustainability Value
Commitment (SVC) for every new
product.1
12.2, 12.5

8.4

9.4

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3M Sustainability Priority Matrix (cont.)
Priority topic & tier
Water quality

Science for Circular

Waste frommanufacturing/
operations

Our actions

Links to additional information

Goals & commitments

At 3M, we strive to use technology and expertise topromote a future of “water circularity,” a future wherewater stress is eliminated, resources are circulated, andnature is regenerated. Water circularity is the foundation
to the aspiration of net positive water impact (NPWI). It
represents a vision for how a water user interacts with abasin, its ecosystem, and its communities. Delivering NPWI
reduces water stress in three aspects: availability, quality,
and accessibility. NPWI is achieved when water contributions
exceed impacts on water stress(es) in the same basin. 3M’s
goals chart our path forward toward NPWI as we continue toimprove our operational footprint.

Circular materials

For 3M’s global manufacturing
operations, enhance the quality ofwater returned to the environment
from industrial processes by 2030. 3,4

We believe it is our responsibility to carefully integrate
renewable and recycled materials, and enhance thecircularity of water, packaging, and waste as we focus
on designing solutions that do more with less material,
advancing a global circular economy.

Circular materials

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

In 2015, 3M set a goal to reduce global water usage by 10%,indexed to sales. In 2021, we expanded our previous goal toreduce global water usage by the following amounts: 10%
by 2022, 20% by 2025, and 25% by 2030, indexed to sales.
Building a water-resilient world for our communities, ourecosystems, our companies, and the global economy is thevision of the Water Resilience Coalition, which 3M joined in
2021 to serve on the Leadership Committee.

Scarcity of
raw materials

3M continually looks for ways to recover, reuse, andrecycle byproducts and other surplus material, and we
include renewable and recycled materials in our products
when we can. Increasing usage of renewable and recycled
raw materials through product design and operational
considerations helps us support the circular economy. We
achieve this through multiple mechanisms, such as our
Sustainability Value Commitments and engagement with
our suppliers.

Circular materials
3M commits to achieving carbon
neutrality, reducing water use,
and improving water quality
3M joins Water Resilience Coalition,
endorses CEO Water Mandate

Circular materials
Suppliers
Our commitment tosustainable forestry
Supplier Sustainability Solutions
3M Sustainability Value Commitment

6.3

Reduce manufacturing waste by anadditional 10%, indexed to sales, by2025.
Achieve zero landfill status at morethan 30% of manufacturing sites by2025.

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

Shortagesof available
fresh water

Our initial focus is on implementing
state-of-the-art water purification
technology at the largest water use
locations globally and having them
operational in 2024.

Related SDG

12.5

Reduce global water usage by thefollowing amounts: 10% by 2022, 20%
by 2025, and 25% by 2030, indexed
to sales. 2
Engage 100% of water-stressed/
scarce communities where 3M
manufactures on community-wide
approaches to water management
by 2025.

6.4, 6.bDrive supply chain sustainability
through targeted raw material
traceability and supplierperformance assurance by 2025.
Require a Sustainability Value
Commitment (SVC) for every new
product.1
Reduce dependence on virgin fossilbased plastic by 125 million pounds
by 2025. 5

12.2

15.2

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3M Sustainability Priority Matrix (cont.)
Priority topic & tier
Climate change

Our actions

Links to additional information

Goals & commitments

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 2050.7

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 toaddress climate challenges, drive
collective solutions
3M recognized by RE100 for
renewable energy efforts

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

Related SDG

13.1

3M Invests in TPG Rise Climate Fund

Science for Climate

Poor air
quality

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.

Climate and energy
Clean Air Asia

Require a Sustainability Value
Commitment (SVC) for every new
product.1
3.9

We collaborate with the international non-governmentalorganization, Clean Air Asia, on science-based air
quality solutions for New Delhi, India, andMetro Manila, Philippines.

11.6

Excessive
energy use,
includingdeclining energy
resources

Responding tonatural disasters

We are committed to continuously 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
Energy-based solutions help tackle
challenge of climate change

We serve our customers through a wide range of innovative
products that help them improve energy efficiency andreduce their greenhouse gas emissions.

As natural disasters continue to increase in frequency andseverity, 3M continually provides essential supplies andfunds to assist partners and aid workers in theirswift responses.

Improve energy efficiency by 30%,
indexed to sales, by 2025.
Increase renewable energy to 50% of
total electricity use by 2025 and to
100% by 2050.
Help our customers reduce their
GHGs by 250 million metric tons of
CO2 equivalent emissions throughthe use of 3M products by 2025.

Communities
When disaster strikes, 3M stands
ready to spring into action
Whitepaper: Natural disaster cleanup
hazards and rebuilding ideas
Emergency preparedness PPE
guidance

7.3

Invest cash and products foreducation, community, andenvironmental programs by 2025.
2.1

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3M Sustainability Priority Matrix (cont.)
Priority topic & tier
Violations ofhuman rights

Science for Community

Ethical business,safe working
conditions,and poor
treatment ofworkers in the
supply chain

Our actions

Links to additional information

Goals & commitments

Respect for human rights and workplace safety is deeply
ingrained in our culture. 3M’s approach to managing andassuring human rights, workplace safety, and well-being
within our workplace and supply chain is derived fromthe 3M Code of Conduct. We implement these programs
through our global policies, management systems,
assessments, audits, training, and metrics tracking.

Corporate governance

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

At 3M, we expect our suppliers to strive for and achieve
the same bar we set for ourselves regarding environmental
and social governance. We expect our suppliers to betransparent about their social practices, including labor,
health and safety, environmental, ethics, and management
systems; provide improvement ideas; and work with us
to transform our shared value chain as stated in our 3M
Supplier Responsibility Code (SRC).

3M Supplier Responsibility CodeHuman rights
EHS management

Suppliers
3M Code of Conduct

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

3M named as one of the World’s Most
Ethical Companies by Ethisphere
Institute for 9th consecutive year

Related SDG

8.7, 8.8

16.5, 16.7

3M joins the Human Rights Campaign
Business Coalition for the Equality Act
3M amplifies sustainable businessaction through United Nations Global
Compact sponsorship
3M PPE training and education
Our commitment to sustainable
forestry
Responsible minerals sourcing

Supportcommunity
building andengage withcitizens onsustainablebehavior

We focus on advocacy, support, and collaboration in ourefforts to inspire leadership, innovation, and disruptivechange, all driving impact for a more sustainable future.
3M and 3M Foundation help build sustainable communities
through strategic investments and the thoughtful
involvement of 3M businesses, sites, and employees
worldwide who volunteer and leverage their skills andexperience to make a difference in the world.
Active listening and engagement are the first steps
to understanding and managing our impacts on local
communities as well as helping identify opportunities
to support them in their needs. In 2021, we began
the foundational work of building our expertise on
environmental justice with an aim to develop a newenvironmental justice program for 3M focused oncollaboration with our communities.

Our customers
Communities
The Recycling Partnership
Closed Loop Partners
Ellen MacArthur Foundation
3M Impact
3M amplifies sustainable businessaction through United Nations Global
Compact sponsorship

Require a Sustainability Value
Commitment (SVC) for every new
product.1
Help our customers reduce their
GHGs by 250 million metric tons of
CO₂ equivalent emissions throughuse of 3M products by 2025.

12.a, 12.2

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

13.1

17.16

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3M Sustainability Priority Matrix (cont.)
Priority topic & tier

Science for Community

Human health,includingcommunity
health andsafety, spread ofhuman diseases,
and food safety

Our actions

Links to additional information

Goals & commitments

3M recognizes the crucial role of science in improving
lives, protecting health and safety, and helping solve
global challenges.

Innovation management

Require a Sustainability Value
Commitment (SVC) for every new
product.1

3M promotes a culture of employee health and wellbeing through disease prevention programs, on-siteclinical services, employee assistance programs, andcomprehensive health care benefits.
To help build sustainable communities, our strategic
investments include support for basic human needs.

Our customers
Communities
Our products
3M Impact
Clean Air Asia
3MSM Health Care Academy

For the global health care industry, we combined our deep
health care expertise with an unparalleled breadth oftechnology platforms to transform outcomes for patientsand professionals. We stand behind our commitment tobetter health care through more sustainable choices,world-class education, and advancing health equity.

How 3M is helping the world respondto COVID-19

Our skills-based volunteer program now includes 3M
Impact Health Care, where we are using our expertise tohelp address health care inequities.

How 3M is using Social Determinantsof Health to provide actionableinsights about community healthcrises

We continued to help support the fight against COVID-19
throughout 2021 by expanding our production capacityof N95 respirators and reaching a global capacity of 3
billion respirators annually by the end of the year. We also
dedicated technical resources like our female-led 3M
Global Respirator Decontamination Team to help evaluate
decontamination methods of 3M disposable respirators andhoods. Finally, we continued to boost COVID-19 vaccine
and therapeutic development and production by increasing
our surge capacity of 3M purification and filtration
technologies that support these manufacturing processes.
3M offers educational content to help customers deepen
their scientific expertise on critical health and safety topics,
including health care, personal safety, and food safety.

Mitigating the risk of infectious
disease spread throughcontamination prevention

3M champions safe, equitablemobility for all with the Vision Zero
Network

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 2025.

Related SDG

3.c, 3.8

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31

3M Sustainability Priority Matrix (cont.)

Science for Community

Priority topic & tierWorkforcediversity,
improving
access to
education, andaddressing
unemployment

Our actions

Links to additional information

Goals & commitments

In 2021, out of a desire to create greater equity in the
future of the workplace, we committed to a new goal tocreate five million unique science, technology, engineering,and mathematics (STEM) and skilled trades learning
experiences for underrepresented individuals by theend of 2025.

Communities

Invest $50 million to address racial
opportunity gaps in the U.S. throughworkforce development and STEM
education initiatives by 2025.

Education and workforce development are key to racial
equity, and in 2020, we pledged to invest $50 million overthe following five years to address racial opportunity gaps
through workforce development initiatives, embedding ourcommitment into our practice for years to come.

Creating partnerships to solve theworker shortage

Diversity, equity, and inclusion
3M 2021 Global Diversity, Equity &Inclusion Report
3M’s commitment to education

3M Impact
Young Scientist Challenge
Science at Home
3M giving and volunteerism
3M sets new STEM goal to empower
underrepresented individuals
Celebrating women and girls inscience
Not The Science Type smashes STEM
stereotypes

Transparency

Advocating laws
and supporting
sustainability

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 2021 Global Diversity, Equity & Inclusion
Report; and by submitting annual communication on progress as
part of our commitment to the UN Global Compact.

About report

3M advocates for environmental policies and regulations
that are guided by science-based decision-making andencourages the adoption and implementation of
innovative solutions.

Corporate governanceFor projects passing a ‘gate’ in our new product commercialization process; an SVC describes how
the product drives positive impact for our stakeholders in alignment with our Strategic Sustainability
Framework.
2
E xpands 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, solids (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.
1

Double the pipeline of diverse talent
in management globally to build adiverse workforce by 2030. 8

Related SDG

4.4, 4.5, 4.c

Double the representation of Black/
African American and Hispanic/
Latino employees (entry-level
through management).6,9

5.5

Advance economic equity bycreating 5 million unique STEM andskilled trades learning experiences
for underrepresented individuals by
the end of 2025.10

10.2

Provide training to 5 million people
globally on worker and patient safety
by 2025.
Invest cash and products foreducation, community, andenvironmental programs by 2025.

Corporate Code of Conduct
3M 2021 Global Diversity, Equity &Inclusion Report

16.6

Climate and energy
Lobbying and Political Activities
Governance

17.14

17.14

2020 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. 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.
10
2 021 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. Results from 2021 will be reported in 2023.
6
7

Site spotlights

Who we arePast, present, andfuture ESG focus areas
External engagements andcollaborative efforts on priority focus
areas help provide us with diverse
viewpoints, a better understanding of
the positions of our stakeholders, and amechanism to learn from the successes
and failures of our peers, all of which
contribute to our commitment to a
purpose-driven business. Stakeholder
engagement and collaboration efforts
are core to how we drive our strategies
and actions within our Strategic
Sustainability Framework. With thatin mind, you will find examples of these
efforts throughout this report.
From 2014 to 2020, we have seen
stakeholder priorities shift in thefollowing ways:

How we work

What we create• From 2014 to 2020, climate-related
issues have increased in importancefor 3M, particularly climate change,
which is now the most important
issue to stakeholders, even when
asked during the evolving context
of the COVID-19 pandemic.
• Since 2016, transparency andhuman rights have moved fromTier 2 to Tier 1 priorities and havethe highest relative impact on
3M’s reputation.
• Community health and safety, safe
working conditions, and ethicalbusiness practices moved fromTier 1 to Tier 2 in 2020.
• In 2020, the “waste from operations”
category was expanded to include
reducing plastic and packaging
waste. Reducing waste fromoperations, a Tier 1 priority since2014, moved to Tier 2 in 2020.
Plastic and packaging waste is a
Tier 1 priority.

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3M 2022 Global Impact Report | #improvinglives

Focus areas were vetted through indepth interviews with stakeholders,
and they agreed with the placementof issues. Stakeholders further
suggested that the priorities
validated the importance of all threepillars because issues are diversely
distributed across the three tiers. They
foresee community-related issues,
such as unemployment, diversity, andcommunity building, becoming higher
priorities in response to economic
inequality and unemployment
concerns resulting from COVID-19
and the increased focus on social
justice, racial equity, and inclusion. As
a result, stakeholders have indicatedthat there will be increased pressure
on companies to address social andeconomic equality issues.
Priority topics from our materiality
assessment are also included in
3M’s Enterprise Risk Management(ERM) process, providing adequate
recognition and ownership of themost significant potential risks to thecompany’s shareholder value and ourcommunities. For example, climatechange is one of the most important
topics stakeholders think 3M should
address. Within the ERM process,climate change risk is integrated aspart of several existing high-risk areas,such as material vulnerability, productstewardship, and operating safety.
For additional information, see theEnterprise risk section.

32

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 internaland external stakeholders, as definedby 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 andSustainability Committee approves
and assures priority topics are coveredin this Global Impact Report. In
addition, the 3M Science, Technology& Sustainability Committee of theBoard of Directors will annually review
the company’s Global Impact Report.
Priority topics defined within thisreport apply to each entity within the
3M organization. The prioritization forthe different aspects may vary within
3M operations and geographies, butthey are still a priority. Insights fromthe 2020 materiality assessment haveinformed 3M’s long-term strategies
and helped direct our efforts to areasin which we can have a significant
impact across our value chain.
For more information, see the
Corporate governance section.

Site spotlights

Who we are

Looking
forward
The world around us is changing
rapidly. People need to continue
to come together to create a morepositive future where everyone canthrive. More than ever, we needscience. The resilience of our planet,
our people, and our economy depends
on it. We believe we can help. That is
why we are committed to our threepriority areas — Science for Circular,
Science for Climate, and Science forCommunity — and it is why we are
keeping stakeholder priorities top ofmind as we reinvent the products,
processes, and systems that will help
solve the world’s greatest challenges.
To that aim, in 2022, we will conduct
another materiality assessment toassist us in better understanding our
stakeholders’ perspectives on key issues
and evaluating our corporate reputationand leadership opportunities.

How we work

What we create

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3M 2022 Global Impact Report | #improvinglives

33

Site spotlights

Who we are

How we work

What we create

Advancing
impactInspiring progress totransform aspirations
into action
Ourcommitment
Our goals and ambitions continue
to grow and gain momentum as we
recognize how much still needs tobe done to make the world moresustainable for future generations.
The COVID-19 pandemic emergedat the onset of the United Nation’s
Decade of Action to accelerate
sustainable solutions to the world’s
biggest challenges. This jeopardized
progress toward the Sustainable
Development Goals (SDGs) andhighlighted the urgent need for astrong recovery as well as preparation
to reduce the risk of future crises.

We remain committed to using ourresources and capabilities to help
the world continue to respond to
COVID-19 without losing sight of ourenvironmental, social, and governance(ESG) metrics and goals.
Our stakeholders expect this of us,
and we expect it of ourselves. In 2015,
we launched our 2025 Sustainability
Goals, expanding beyond 3M toinclude customers, suppliers, andsocial impact. Since then, we havecontinued to accelerate our ambitions
by expanding existing goals andintroducing new ones with varying
timelines. Collectively, we now simply
call them our Sustainability Goals.

About report

3M 2022 Global Impact Report | #improvinglives

The goals we are pursuing reflecta heightened commitment togoing beyond compliance andthinking holistically about how ouroperations and products affect theworld and every life in it. We see
the opportunity, throughout theremainder of this decade, to create
systemic change within the threepillars of our Strategic
Sustainability Framework.

34

Accelerating ourambitions
Our Strategic Sustainability Framework
helps us apply science to improve
lives. It also helps guide our businessdecisions and strategy, as well as how
we focus our efforts on local and global
community impact. For that reason,
we organize our Sustainability Goals
to fit within each pillar of our Strategic
Sustainability Framework — Science
for Circular, Science for Climate, andScience for Community.

Site spotlights

Who we are

How we work

Science for Circular• Require a Sustainability Value
Commitment (SVC) for every
new product1• Reduce manufacturing waste by anadditional 10%, indexed to sales,by 2025• Achieve zero landfill status at morethan 30% of manufacturing sites
by 2025• Drive supply chain sustainability
through targeted raw material
traceability and supplierperformance assurance by 2025
• Reduce global water usage by thefollowing amounts: 10% by 2022,
20% by 2025, and 25% by 2030,
indexed to sales2• 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 by 2024
• Engage 100% of water-stressed/
scarce communities where 3M
manufactures on community-wide
approaches to water management
by 2025• Reduce dependence on virgin fossilbased plastic by 125 million pounds
by 20255

What we create

About report

Science for Climate

3M 2022 Global Impact Report | #improvinglives

Science for Community• Help our customers reduce their
GHGs by 250 million metric tons of
CO₂ equivalent emissions throughthe use of 3M products by 2025

• Invest $50 million to address racial
opportunity gaps in the U.S. throughworkforce development and STEM
education initiatives by 20255• Improve energy efficiency indexed
to net sales by 30% by 2025

• Double the pipeline of diverse talent
in management globally to build adiverse workforce by 2030 8• 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• Increase renewable energy to 50%
of total electricity use by 2025 andto 100% by 2050

For projects passing a ‘gate’ in our new productcommercialization 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 and2025. 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, solids (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.
62020 is the baseline measurement year.
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 reducedby more than 85% from 2002 levels. 2019 is thebaseline measurement year.
8
In 2021, 3M updated the goal maturity date to2030 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.
1

• Double the representation of Black/
African American and Hispanic/
Latino employees in the U.S6,9• Advance economic equity bycreating 5 million unique STEM andskilled trades learning experiences
for underrepresented individuals by
the end of 202510• Provide training to 5 million people
globally on worker and patient
safety by 2025
• Invest cash and products foreducation, community, andenvironmental programs by 2025
• Maintain or achieve 100% pay
equity globally6,9• 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 2025

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. Results from 2021 will be reported
in 2023.

10 

35

Our actions
In 2021, our journey continued in
our operations and communities as
we grew 3M. We acted to bend thecurve on carbon emissions as we
continued to evolve our commitments
and strive to set ambitious goals. In
February 2021, we announced aninvestment of $1 billion to accelerate
new environmental goals over the
next 20 years and our commitment
to achieve carbon neutrality by 2050.
At the same time, we increased ourwater efficiency goal to reduce water
use by 25% at our sites, and committed
to improving the quality of water wereturn to the environment after use
in our manufacturing. In April 2021,
we committed to reducing our useof virgin fossil-based plastic by 125
million pounds by 2025. To advanceeconomic equity, we also announced
a new goal to create 5 million uniquescience, technology, engineering,and mathematics (STEM) and skilled
trades learning experiences forunderrepresented individuals by 2025.

Site spotlights

Who we are

How we work

What we create

About report

Increased water
efficiency

Achieved

100%

10.7%

Sustainability
Value Commitment

for new products in 2021

indexed to sales

Learn moreachieving goal of 100%
2019

Learn more

exceeding goal of 30%

Science for Circular

2015

2025
goal

478

completedsupplier assessments
maintaining goal to drive
supplier performance

2019

2022
goal

Reduced manufacturing
waste by

(66 manufacturing sites)

Goal
progress

exceeding goal of
10% improvement

Learn more

2025
goal

45.2%
zero landfill

36

3M 2022 Global Impact Report | #improvinglives

8.83%
indexed to sales
toward goal of
10% reduction

Learn more

2015

2025
goal

Reduced virgin fossil-based
plastic use by

Learn more

2015

2025
goal

18.5

million pounds

toward goal of
125 million pounds

17

manufacturing sites

identified in water-stressed/
scarce areas

Learn more

maintaining goal
2015

2025
goal

Learn more

2021

2025
goal

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How we work

What we create

About report

Improved energy
efficiency by

Increased
renewable energy

14.2%
indexed to sales
behind goal of 30%
improvement

Science for Climate

Goal
progress

47.6%
Learn more

toward goal of 250
million metric tonsof total electricity use

Learn more

toward goal of 50%
2015

2025
goal

100M

metric tons CO2
equivalent customer
avoided emissions

37

3M 2022 Global Impact Report | #improvinglives

2015

2025
goal

Scope 1 and 2
emissions26.1%
Learn more

2015

2025
goal

below baseline
toward goal of 50%
below baseline

Learn more

2019

2030
goal

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Who we are

How we work

What we create

About report

ReachedInvested

8.58%$12.0M

representation of Black/
African American and
Hispanic/Latino employees
in the U.S.

to address racial
opportunity gaps
in the U.S.

Learn more

toward goal of doubling
representation

2020

ongoing

Achieved

Science for Community

Goal
progressachieving goal of
100% maintained

Learn more2020

ongoing

51.7K
toward goal of
300K hours

Learn more

2019

2025
goal

2.92M
toward goal of 5M worker
and patient safety training
instances

2025
goal

32.6% 44.5%
behind goal of doubling
the pipeline

2015

2030
goal

$88.5M

Providedin-person or online
training instances

toward goal of $50M invested
in workforce development
2021
and STEM education

Learn more

Donatedskills-based work
hours globally

Learn more

Increased pipelineof diverse talent inmanagement from100%

pay equity globally38

3M 2022 Global Impact Report | #improvinglives

Learn more

2015

2025
goal

investment in total
global giving
achieving goal ofcontinuing to invest in
global giving programs

Learn more

2015

2025
goal

Site spotlights

Who we are

Looking
forward
We believe a sustainable future is
one in which ecosystems thrive,
communities are safe and healthy,
and opportunities are equitable andaccessible for all. Our sustainability
strategy is a systemic approach,seeking to drive innovation and holistic
impact against shared global needs.
We set impactful and measurable
goals that demonstrate our ESG
commitments and progress. As a
global science, technology, andmanufacturing company, we believe
3M is uniquely positioned to bring ourfull capabilities to advance meaningful
impact, not only in our workplaces
but also in our communities. As
we advance our initiatives withurgency, we know systemic change
requires resources and long-term
dedication, but our customers, andthe communities in which we operate,
deserve it. Our people are motivatedby it. And our future will be all thebetter for it.

How we work

What we create

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39

Site spotlights

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How we work

What we create

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Communities
Making a difference in theworld through science
Our
commitment
Building, fostering, and supporting
meaningful connections inside of 3M
as well as within the local communities
where we operate is fundamental
to our Strategic Sustainability
Framework. Active listening andengagement are the first steps tounderstanding and managing our
impacts on local communities as wellas helping identify opportunities tosupport them in their needs.

One of the primary ways weaccomplish this is through the workof 3M and 3M Foundation. We
help build sustainable communities
through strategic investments andthe thoughtful involvement of 3M
businesses, sites, and employees
worldwide who volunteer andleverage their skills and experience
to make a difference in the world.
In this way, we can combine 3M
employee expertise with our products,
technologies, and philanthropy toamplify our social impact. 3M and 3M
Foundation develop and implement
strategies and partnerships withleading community organizationscommitted to equitable outcomes inour community. The 3M Foundation
Board of Directors and Corporate
Contributions Committee govern thiswork and are comprised of a diverse
set of senior-level company executives.

In 2021, we
committed tocreating 5 million
STEM and skilled
trades learning
experiencesby 2025

40

To assure that our support benefits
the communities being served, 3M
and 3M Foundation assess the impact
of prospective grants and employee
engagement initiatives and provide
signature partners with financial
support to help evaluate outcomes. In
2021, out of a desire to create greater
equity in the future of the workplace,
we committed to a new goal to create
5 million unique science, technology,
engineering, and mathematics (STEM)
and skilled trades learning experiences
for underrepresented individuals by
the end of 2025. In addition to ourexisting Science for Community goals,
this new commitment demonstrates
how we are accelerating our ambitions
to realize the significant value increating economic equity and drawing
on the power of diversity to help
solve the world’s toughest challenges.
For more information, see A More
Equitable Future: Inspiring New
STEM and Skilled Trades Talent.

Who we areSite spotlights

Goal: invest cash
and products foreducation, community,and environmental
programs by 2025
Progress: achieving goalof continuing to invest in
global giving programs

2015

2025
goal

In 2021, 3M’s community
commitment included cash andin-kind donations to support
equitable social impact incommunities where 3M operates.
3M continues to invest in
the advancement of science,technology, engineering, andmathematics (STEM) and business
partnerships for social good.
3M investments also include
accelerating global climate
solutions and advancing a circular
economy to foster sustainablecommunities and improve thequality of every life. In addition,
3M Foundation serves the needsof our local communities throughcharitable support of our mostcritical hometown needs. Cash, inkind investments, and employee
engagement remain at the coreof both 3M and 3M Foundation
strategies. Since 1953, 3M and3M Foundation have invested$1.90 billion in cash and productcontributions in communities
where 3M operates.

How we work

What we create

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41

Goal: provide 300,000
work hours of skillsbased volunteerism
by 3M employees
to improve lives andhelp solve society’s
toughest challenges
by the end of 2025*
Progress: 51,700
hours toward goal of
300,000 hours

2019

2025
goal

In 2021, we expanded ourportfolio of skills-based
service programs that allows
employees to use their businessskills, experience, and energy tomake a difference in local andglobal communities, while also
developing critical professional
skills like empathy, problemsolving, and interpersonalcommunications. Focused on
working with social enterprises
and nonprofit organizations
that are addressing the world’s
toughest challenges, eachproject is designed to support
3M’s Strategic Sustainability
Framework and advance ourcommitments to Science
for Circular, Science for
Climate, and/or Science
for Community.
*Goal was initiated in 2019.

Who we areSite spotlights

Goal: invest $50
million to address
racial opportunity
gaps in the U.S.
through workforce
development and
STEM education
initiatives by 2025
Progress: toward goalof $50M invested inworkforce development
and STEM education

2021

How we work

What we create

Goal: advanceeconomic equity bycreating 5 million
unique STEM andskilled trades learning
experiences forunderrepresented
individuals* by the endof 2025
2025
goal

In 2021, 3M continued work
toward our 2025 goal by
doubling our investments ininitiatives that advance equity
in access to STEM and skilled
trades for underrepresented
groups (compared to2020 data when goal was
introduced). We continue
to focus on amplifying thephilanthropic vision andvoice of 3M’s racially diverse
employees and driving
systemic change for raciallydiverse families in our local
communities. Contributionsfor 2021 totaled $12 million.

As part of our overallcommitment to create greater
equity in our communities,business practices, andworkplaces, in 2021, 3M
announced a new global,
education-focused goal toadvance economic equity
by creating 5 million unique
STEM and skilled trades
learning experiences forunderrepresented individuals*
by the end of 2025. The firstyear’s results will be available
in October 2022. For more
information, see 3M sets
new STEM goal to empower
underrepresented individuals.
*3M defines underrepresented
individuals in the U.S. using National
Science Foundation research —focused on Black/African American,
Hispanic/Latino, American Indian,gender, and people with disabilities.
For global definitions, we rely on
gender diversity and local context for
marginalized populations.

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42

Who we areSite spotlights

How we work

Our actions
In 2021, we continued our efforts
to help the world respond to theimpacts of COVID-19 throughstrategic partnerships and donationsof critical health care and personalsafety products. At the same time, we
worked to maintain momentum on
helping address social and economic
disparities that exist around theworld through a variety of new andexisting programs.

What we create

3M 2022 Global Impact Report | #improvinglives

About report

Community
investment efforts

Impacts of global COVID-19
investments and donations

In 2021, we continued to accelerate
our ambitions as we helped addresscritical needs within our communities.
Direct financial investments remained
an important aspect of our community
investment efforts, but that’s not thewhole picture. We have adopted amultifaceted approach to community
impact in which we focus on
identifying key areas where we are
uniquely positioned to have the mostimpact through financial and productdonations, research and development
investments, volunteerism and skills
sharing, and more.

In the immediate wake of COVID-19,
3M demonstrated leadership througha $20 million corporate investment
to support health care workers andother vulnerable populations aroundthe world. The investment yielded
promising results as it continued tocome to fruition in 2021.

2021 Global community investments
United States
CanadaLithuania
Switzerland Latvia
Estonia
SwedenAustria
PolandNorwayCzechia
Hungary
Denmark
Romania

Volunteer programs
Foundation boards
STEM-type programs

Germany
Netherlands
UK

MexicoKey

Belgium

Ireland

3M Impact Global projects*3M Gulf consists of UAE,
Ukraine
Qatar, Lebanon, Egypt,
Kazakhstan
Oman, Kuwait, and Bahrain
RussiaChina

FranceGuatemala

Japan

Italy

Dominican
Portugal
Republic
Spain
Puerto Rico
GreeceEl Salvador
Costa Rica
PanamaTaiwanMoroccoTrinidad& Tobago

TurkeyBrazilColombia Venezuela
EcuadorPeru

Uruguay

Chile

Nigeria

Egypt

South Africa

Kenya

Sri
Lanka
Saudi
India
ArabiaHong Kong
VietnamPhilippines

3M
Gulf*
PakistanIsraelSouth Korea

Malaysia
Indonesia
Australia
New ZealandSingapore

Argentina
Volunteer programs in
29 countries/regions

STEM programs in
29 countries/regions

15 countries/regions hosted
3M Impact Global projects

Foundations in
5 countries/regions

43

Our work with Direct Relief delivered
ongoing humanitarian aid to help
protect and serve frontline healthcare workers at more than 600
community health clinics in the U.S.;
a portion of our investment was
distributed via grants to advancescientific progress on treatments andvaccines at educational institutions ineach area of the world; and our workwith United Way helped promote asafety net for families and vulnerable
populations affected by the pandemic
around the world. In May 2021, as
the second wave of COVID-19 madeIndia the epicenter of the pandemic,
3M made an additional humanitarian
aid contribution of $1 million to help
with relief efforts and partnered with
the Smile Foundation to launch mobile
health care units for rural India.
Other strategic partnerships andglobal support continued throughout
2021 as we donated millions ofdollars worth of health and safety
products like Powered Air Purifying
Respirators (PAPRs), face shields,
spray disinfectant, 3M™ Littman®
Stethoscopes, 3M™ Cavilon™ Skin
Protection, protective eyewear, andN95 respirators to support essentialfunctions like schools, food banks,and groups working with immigrant
populations affected by the pandemic.

Site spotlights

Who we are

At 3M, investing in the public healthof our communities also meant
investing in our own manufacturing
and technical capabilities for criticalproducts that help support the fightagainst COVID-19.
• We expanded our production
capacity of N95 respirators to help
handle the huge increase in demand.
In August 2021, our 3M Aberdeensite reached a milestone of 1 billion
N95 respirators produced since
January 2020, and we reached a
global capacity of 3 billion respirators
annually by the end of 2021.
• We dedicated technical resources
like our female-led 3M Global
Respirator Decontamination Teamto help evaluate decontamination
methods of 3M disposable
respirators and hoods, resulting in
two of the first U.S. FDA Emergency
Use Authorizations for items that
weren’t designed to be cleaned
or decontaminated.
• We continued to boost COVID-19
vaccine and therapeutic
development and production
by increasing our surge capacityof 3M purification and filtration
technologies that support thesemanufacturing processes.
Learn more about how 3M is helping
the world respond to COVID-19.

How we work

What we create

Helping bridge thegap on COVID-related
learning loss needs
The pandemic affected ourcommunities in many ways, including
the learning loss experienced by
the many students who were notwell equipped for distance learning.
Learning gaps that previously existed
were further exacerbated as the
pandemic wore on, so in 2021, we
shifted some of our community
investments to the education sector.
One example of this was our work
supporting after-school and summer
education programs in the greater
Twin Cities area of Minnesota, whichallowed us to provide 178,000
students with opportunities to help
catch up and close the learning gap.
This model was then adopted by 3M
subsidiaries in other countries aroundthe world to provide school program
grants in our global communities.

Social andenvironmental
justice, racial equity,and inclusion
We remained steadfast in ourcommitment to helping address
longstanding racial inequities in ourcommunities and took action through avariety of measures throughout 2021.

About report

3M 2022 Global Impact Report | #improvinglives

Advancing shared businessand community priorities
Our business groups stepped up
in 2021 to create an impact insocial equity through purposefulinvestments in specific causes related
to our business. In alignment with our
corporate philanthropic strategy offocusing our efforts on areas where
we as a company can add the mostvalue, we allocated $1 million forpartnerships that would advanceshared value for both our communityand business ambitions. Through thesestrategic contributions, we were able
to help address issues, including:• How Social Determinants of Healthcan provide actionable insights
about community health crises• Homeownership equity issues• Equity in road safety andinfrastructure• Access and training forskilled trades
Learn more about these efforts inour 2021 Global Diversity, Equity &Inclusion Report.

$50 million commitment
over five years
Education and workforce development
are key to racial equity, and in 2020,
we pledged to invest an incremental$50 million over the following five
years to address racial opportunity
gaps through workforce development
initiatives, embedding our commitment
into our practice for years to come.

44

These new contributions doubled
our annual cash giving for STEM
equity compared to when the goal
was announced.
In 2021, we invested a total of $12
million in support of our equity goal.
Highlights include$2.4M

in support of Historically Black
Colleges & Universities andHispanic-Serving Institutions,$2M

to Greater Twin Cities
United Way andfor culturally specificcommunity support, and$750K

to East Side
Employment xChange
for upskilling support among diverse
adults in St. Paul, Minnesota
For more information, see A More
Equitable Future: Inspiring New
STEM and Skilled Trades Talent.

Site spotlights

Who we are

As we design the factories and labs of
the future, we feel a responsibility to
inform and support a more equitable
pathway to these jobs among
underrepresented populations.
Through our new investments, wewill broaden access to science,
manufacturing, and skilled trades
careers inside and outside 3M for all
students, with a focus on progressfor underrepresented groups.

Environmental justiceIn 2021, we began the foundational
work of building our global team’s
expertise on environmental justice andour responsibilities as an organizationin contributing to it. Through thiswork, we aim to develop a newenvironmental justice program for3M globally, using science to improve
lives and equity for all people andcollaborate with the communities
where we work and live. Learn morein our 2021 Global Diversity, Equity &Inclusion Report.

How we work

What we create

About report

3M 2022 Global Impact Report | #improvinglives

45

Incorporating new voices
for community-led solutions
No single organization can advancesocial justice and create racial equity
on its own. It will take communities,
workplaces, and governments coming
together to drive real and lastingchange. At 3M, we believe that those
who are closest to the challenges thatan affected community faces are able
to design and contribute to the mostequitable solutions. Championing thevoices and perspectives of community
members and leaders helps us improve
our own efforts in offering solutions
that are truly community-led.
Employee Resource Network (ERN)
investments — 3M Social Justice FundOur social justice working group,comprised of leaders from ourERNs, entered their second year ofproviding guidance for grantmaking
decisions on an additional $1 million
fund distributed by 3M. Our ERN-led
philanthropic model empowers thevoice of our employees to influence
our philanthropy and recognizes lived
experience as an important asset forour company and to our decisionmaking in community relations
activities. The working group helped
to determine fund goals and reviewed
and assessed grant opportunities.

The focus in 2021 was on promoting
wealth building and economic
inequities with an eye toward
enacting long-term systemic change
through job training and workforce
development programs for broad
cultural populations. The criteria
for selected organizations required
measurable plans on how funds would
be used to advance these priorities
and that funding would be local tothe east side of St. Paul, Minnesota— the community surrounding 3M
headquarters. Contributions to theseorganizations ranged from $25,000
to $200,000 and were based on
the demographic breakdown of
our community. The six recipientorganizations were the American
Indian Family Center, Asian Economic
Development Association (AEDA),
Comunidades Latinas Unidas En
Servicio (CLUES), Hmong American
Partnership, Jeremiah Program, andUjamaa Place.

3M Community Coalition and ERNs
The 3M Community Coalition is agroup of diverse leaders from acrossthe Twin Cities (Minneapolis and St.
Paul), including community leaders
and representatives from local
government, nonprofit organizations,and the education sector, originallyformed in 2020 to help guide our $50
million investment with a focus on
racial equity challenges in St. Paul.
Throughout 2021, we continued ourwork with this coalition, and they
became even more deeply integrated
into our efforts, moving well beyond amore traditional transactional model ofphilanthropy and into a relational one.

Site spotlights

Who we areThis came to life in a number of ways,
both externally as well as internally,
with cascading effects. The 3M
Community Coalition recommended
engaging with our ERNs to amplify
our efforts and help drive meaningfulchange inside the walls of 3M as
well. This collaboration resulted insignificant advancements, including:• Process changes related to ourinvestments decision-making,including creating a multi-year
giving policy for our year-over-year
funding, as a majority of our funding
for the $50 million commitment isin multi-year commitments, andnine out of 11 of these incremental
investments were committed todiverse-led organizations• Introduction of new organizations
that 3M had not previously worked
with or given to• Use of metrics and feedback models
to focus on advancing equity in ourphilanthropic work
• Recommendations to better
incorporate diversity, equity, andinclusion principles into our hiring aswell as our product design processes
Our work continues to be influenced
and augmented by the significant
insights and input of the 3M Community
Coalition, which has expanded toinclude all local recipients of our $50
million commitment.

How we work

What we create

Working with Youthprise
One way we are being led by thecommunities we are investing in isthrough our work with Youthprise,a Minnesota-based organization
focused on increasing access to highquality development opportunities
for indigenous, low-income, andracially-diverse youth. These include
workforce skills, entrepreneurship,and exposure to career pathways.
Fifty percent of their board seats
are reserved for youth, giving youth
a voice in decision-making that will
impact other youth.

About report

3M 2022 Global Impact Report | #improvinglives

In 2021, 3M invested $125,000 in theYouthprise organization to support ayouth participatory action research(YPAR) project on the barriers tounderrepresented youth in STEM
and co-creating solutions to address
barriers in the project itself.
United By Black, Powered By All
founding investment
In 2021, 3M made a founding
investment as a part of the Minnesota
Business Coalition for Racial Equity(MBCRE) to the African American
Leadership Forum (AALF) to help
fund United By Black, Powered By
All. This working group is focused onleveraging a Black-centered design
approach to drive systemic change
and community development forBlack Minnesotans.
For more information on social justice,
racial equity, and inclusion actions, see
the Diversity, equity, and inclusion
section and 3M’s 2021 Global
Diversity, Equity & Inclusion Report.

46

Equitable infrastructurein St. Paul
3M and 3M Foundation support
the development of vibrant andinclusive spaces for learning andcommunity engagement among
marginalized communities — wehave centered our work in St. Paul,
Minnesota, with a focus on serving
populations affected by the deathof George Floyd. This includes
racially diverse business owners,
communities, and organizations
supporting neighbors in theircommunity. In 2021, in collaboration
with Heart of America Foundation,
3M continued supporting the rebuildof communities impacted by civil
unrest in 2020, including financial,
in-kind, and volunteer support.

Our work
continues to be
influenced andaugmented by thesignificant insights
and input of the
3M Community
Coalition

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Who we are

How we work

What we create

3M 2022 Global Impact Report | #improvinglives

About report47

We believe that a continuum of
STEM engagement will help leadto economic equity for individuals,
especially marginalized populations.
Our strategy is to expand access to
STEM opportunities and improveoutcomes. We aim to:
Inspire: We support programs thatinspire student interest in STEM andskilled trades.

Gordon Parks High School
photo by 3Mer Matt Carlson

Examples include the rebuilding ofGordon Parks High School (GPHS),
which offers flexible class schedules
for upperclassmen who need tomake up credits, and refurbishing
Springboard for the Arts, which isa nonprofit that connects artists tocareer-building opportunities andservices. When 3M got involved, we
wanted to do more than just restore
the affected buildings — we set
out to combine the expertise andvolunteerism of our team and add
top-of-the-line products to create anenvironment where returning students
and artists would feel welcome
and proud. From graphics andarchitectural finishes displaying new
signage and art promoting inclusivity
and equity, to protective window films
on exteriors windows that provide
safety, security, and UV protection,
the transformations underlined
momentous events, including GPHS’
graduation of its summer class of 2021
and Springboard for the Arts’ opening
celebrations in October 2021.

Partnership with
Congressional Black
Caucus Foundation
3M has partnered with theCongressional Black Caucus
Foundation to support a 2021-22
John Lewis Congressional Black
Caucus Foundation Social Justice
Fellow. 3M is one of 20 organizations
to provide funding for this program
as well as scholarships for HistoricallyBlack Colleges and Universities(HBCU) students who are pursuingstudies related to social justicepolicies. 3M’s partnership with
the Congressional Black Caucus
Foundation is one part of ourcommitment to advance racial equity
inside and outside of our company.

Empowering thenext generation
3M empowers the next generation ofscientists and engineers by supporting
education initiatives that advanceequitable outcomes in STEM forunderrepresented students. Our
support is focused on strengthening
the STEM and skilled trades
ecosystem for underrepresented
students by inspiring an interest
in STEM, helping to improveacademic outcomes, and supporting
opportunities for students to attain
STEM degrees and skilled trades
certifications. Data from 3M’s Stateof Science Index (SOSI) helps guideour strategic STEM investments withinsights from across the globe. Learn
more about SOSI.

Improve: We help improve student
academic outcomes by supporting
hands-on STEM programs, STEM
teachers, and STEM classroom projects.
Transform: We encourage direct,
positive, and enduring change throughscholarships and programs that help
students successfully broaden theirunderstanding of STEM concepts
and pursue STEM and skilled trades
degrees, certifications, and careers.

Site spotlights

Who we are

Community training
resources
As manufacturing evolves andcompanies like 3M invest in facilitiesof the future, it is essential that our
local technical schools and highschools have access to appropriatetechnologies and training. The
following are some of the programs
3M continues to invest in to help keep
the workforce pipeline flowing:• The 3M Manufacturing andAcademic Partnership (MAP)
program provides manufacturing
equipment, teacher training, andstudent scholarships throughrelationships with high schools
and technical colleges incommunities where we operate.
Since 2017, we have supported 38
high schools and 13 community
and technical colleges, and we
provided 91 scholarships. In 2021,
a new program was approved forGreenville, South Carolina.

How we work

What we create• SkillsUSA and WorldSkills provide
forward-thinking educational
programs, events, and competitions,and 3M has supported theseorganizations since 2008 and2013 respectively. In 2021, 3M
supported their general operations
and a 3M representative served
as a board member as part of ourefforts to help close the workforce
gap across many industries aroundthe world. The ongoing challengesof the pandemic causing event
cancellations created an opportunity
for these organizations to shift
their focus inward, evaluating theirpolicies and principles with a strongemphasis on diversity, equity,and inclusion. We believe thisimportant work has created an evenbetter foundation for continued
collaboration in the future. Learn
more about our other skilled tradedevelopment efforts.
• Teach For America recruits,
develops, and trains a diverse
network of recent college graduates
who make a two-year commitment
to teaching in urban and ruralcommunities across the U.S.
A 3M grant supported recruitment,
training, and professional
development of diverse STEM
teachers — recognizing thatwhen teachers reflect student
demographics, it is academicallybeneficial for all students andparticularly students of color.

About report

3M 2022 Global Impact Report | #improvinglives

Science at HomeIn April 2020, millions of students
across the U.S. were suddenlytransitioned to distance learning after
schools closed due to the COVID-19
pandemic. The impacts were
especially hard for underrepresented
and under-resourced students. 3M
responded by partnering with the
Bakken Museum in Minneapolis
to create Science at Home —accessible, hands-on content focusedon science-related education. This
free resource consists of an online
video library that contains more than
20 experiments, each featuring a 3M
scientist, engineer, or a special guest
performing a simple experiment that
follows the Next Generation Science
Standards used by many states in the
U.S. 3M provided grant funding forparticipating teachers through theDonors Choose platform.

48

3M then worked with Teach forAmerica to deploy the Science at
Home program to reach over 100,000
underrepresented students overthe course of 2021. The program’s
success led to its expansion to morethan a dozen countries.
Recognizing that many communities do
not have reliable access to the internet,
3M also partnered with an NGO in
South Africa to create an adapted
version of Science at Home in an activity
pack that school children can use in
their classrooms with their teachers.

3M helped deploy the Scienceat Home program to reach over

100K

underrepresented
students

Site spotlights

Who we are

Science Encouragement
Programs (SEP)In alignment with our goal of creating
5 million unique STEM and skilled
trades learning experiences forunderrepresented individuals by theend of 2025, 3M reinvigorated its
Science Encouragement Programs(SEP), a set of volunteer programs
designed to encourage and support
student interest and achievement in
STEM. This collection of volunteer
opportunities is aimed at connecting
students with 3M scientists andengineers to inspire them to pursue
careers in science fields. As acompany of amazing and diverse
scientists and engineers, we feel
uniquely positioned to engage
students and communities in this way.
The programs are:• 3M TWIST (Teachers Working in
Science and Technology): In this sixweek paid summer research program,teachers work with a 3M volunteer
host and learn about 3M technology
in real-world applications.
• 3M STEP (Science Training
Encouragement Program): Highschool juniors and seniors of diverse
backgrounds participate in theprocess of scientific discovery
through mentoring by 3M volunteers,classroom instruction, and summer
experience in a 3M laboratory.

How we work

What we create• 3M Visiting Wizards: In partnershipwith the Bakken Museum, 3M
Wizards showcase interesting andexciting science demonstrations andhands-on experiments on a variety
of STEM topics.
• 3M Tech Talks: This program offers
classroom visits to provide students,
especially women and minorities,
with the opportunity to meet andinteract with role models who enjoy
technical careers. 3M volunteers
from a variety of technical job
positions, degree levels, andbackgrounds participate.

STEM programsaround the world
Our teams all over the world
actively promote STEM programs forunderserved populations in an effort tocontinue fostering diversity and equity
in STEM careers. Highlights include:• FIRST® Robotics: This partnershiphelps young people discoverand develop a passion for STEM
through team sponsorship with thesupport of 3M volunteers, FIRST®
LEGO® League and FIRST® Robotics
Competition teams. In 2021, 3M
advanced our strategic partnershipwith FIRST Robotics in Turkey,
Poland, Israel, and Australia.

About report

3M 2022 Global Impact Report | #improvinglives• 3M Tinkering Headstart: This
STEM education program forunderprivileged students ages
7-12 in Singapore was created inpartnership with Science Centre
Singapore (SCS) and fully funded
by a 3M and 3M Foundationcompetitive education grant. The
first workshop of the program took
place in 2021 and involved students
building a solar-powered vehicle outof recycled materials.
For more information about global
initiatives, please see 3M’s 2021 Global
Diversity, Equity & Inclusion Report.

49

Our teams allover the world
actively promote
STEM programs
for underserved
populations in aneffort to continue
fostering diversity
and equity in
STEM careersSite spotlights

Who we are

How we work

What we create

Project Scientist

Young Scientist Challenge

In 2021, 3M again worked with Project
Scientist — an organization whose
purpose is to ignite and cultivate
confidence in girls through seasonal
programming. A total of 3,000 girls
participated in 2021, more than halfof whom were from under-resourced
households and who attended forfree. Activities included Discover
Entrepreneurship week, which involved
7,690 hands-on science experiments,
5,590 interactions with 14 3M STEM
Superstar volunteers, a Parent Nighthosted by 3M inventor Cristina
Thomas, and holiday programming.

The 3M Young Scientist Challenge
is the premier middle school science
competition in the U.S. for students ingrades 5 through 8. This one-of-a-kindcompetition seeks to spark curiosity
in students and empower them tosolve real-world problems that help
improve lives. The winner receives a$25,000 scholarship and the title of“America’s Top Young Scientist” forthe year. In lieu of the poster session
typically held on campus, in 2021,
3M hosted five virtual sessions to
introduce 3M employees to our 2021
3M Young Scientist Challenge finalists
and their 3M mentors. Finalists in
2021 incorporated sustainability
goals into their developments, and thewinning participant was recognized
for creating a personalized music
therapy treatment for mental healthdisorders using artificial intelligence(AI), galvanic skin response (GSR), andphotoplethysmography (PPG).

About report

3M 2022 Global Impact Report | #improvinglives

Inspiring employees
to change the world
By investing in volunteer programs
that promote a circular economy, fightagainst climate change, and create amore positive world through science,
3M inspires and empowers our
employees to play an essential rolein driving change.

Skills-based volunteering
3M offers a portfolio of skills-based
volunteering programs for employees
called 3M Impact, which includes:• 3M Impact Global, which sends
employees to communities aroundthe world to work on-site with local
nonprofit organizations and social
enterprises for two weeks, has been
put on hold due to COVID-19. Dueto the popularity of the program,
3M is prioritizing existing applicants
for future deployments and is also
working to make the program
bigger and more accessible when itreconvenes in the future.

50• 3M Impact Local, where employees
work with a nonprofit organization orsocial enterprise located in their own
community, continued in a virtual
format in 2021. In the U.S., locations
included Alabama, Michigan,
Minnesota, Ohio, Pennsylvania,
Texas, and Washington, D.C.
Internationally, locations included
Brazil, Canada, Costa Rica, Mexico,
the Philippines, and Poland. As wecontinue to realize great success withthe program, we hope to build uponthat success by working to expand
it to all regions while also working
to find ways to make it available toeven more 3M employees in the
coming years.
• 3M Impact in a Day, 3M’s hackathon
model, was also held virtually withits biggest year yet in October 2021.
3M employees served over 30 localorganizations by providing functional
expertise in human resources,
marketing and communications, IT,
operations, and finance.
• 3M Impact Small Diverse BusinessHackathon, a new addition to the
3M Impact portfolio, launched inAugust 2021 in partnership with theMinnesota Economic Development
Association (MEDA). This program
enabled 3M employees to directly
support diverse business-owners
as part of our commitment toadvancing equity and aligned with
MEDA’s expertise in pro bonobusiness consulting. 3M teams met
virtually with eight of MEDA’s clientsin 2021.

Site spotlights

Who we are• 3M Impact Health Care, where
employees use our health careexpertise to help address healthcare inequities, was also held
virtually. The goal of 3M Impact
Health Care is to build the capacityof nonprofit and community healthorganizations whose mission isto provide health care services
to historically disadvantaged
populations. Building on the successof its 2020 launch, 3M employees
worked with 16 organizations
globally in 2021, working toward
health equity by addressing
health care disparities and social
determinants of health.

In 2021, 3M provided

16.5K
work hours
of skills-based
volunteerism
through 3M Impact

How we work

What we create

A world of volunteers
Our eighth annual 3M Global
Volunteer Day, observed in October
2021, included a total of nearly 30
participating 3M sites in countries
around the world. Volunteer service
events were held virtually and in-person(where possible) in collaboration withlocal nonprofit partners. Activities
and themes ranged from recording
inspirational story audiobooks forchildren and the elderly to translating
educational videos and content aimed
at bridging learning gaps and more.
Another addition to the 2021 Global
Volunteer Day included the launchof a new project by 3M Middle East
Africa and the Rawafed Foundationin the United Arab Emirates called
Ask a STEM Role Model. It promotes
STEM to underserved primary school
students through Q&A sessions
with 3M engineers. The Rawafed
Foundation also created schools to
educate children in need as well
as refugees.

About report

3M 2022 Global Impact Report | #improvinglives

Standing out amongstandouts
For the past 35 years, the 3M
Volunteer Award has celebrated
extraordinary 3M volunteers who
generously share their time andtalents to improve lives in the areasof education, community, or theenvironment. Nine awardees were
honored globally in 2021, representing
Belgium, Brazil, China, France, Hong
Kong, Italy, and the U.S.

Big hearts, matched
As part of the 3M Foundation
Volunteer Match program, 3M
Foundation donates money to eligible
nonprofit organizations when a
U.S. based 3M employee or retiree
volunteers in our community. In
2021, 3M made the program moreaccessible by offering a $20 volunteer
match for each hour of service, up to a$500 donation per volunteer per year.
In past years, the program requireda minimum of 25 hours of service.
Since 2000, 3M Foundation has
donated $11.5 million in 3M Volunteer
Match dollars, and in 2021, Volunteer
Match grants supported 1,440 uniqueschools and/or nonprofit organizations
throughout the U.S.

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Giving that starts at home
3M and 3M Foundation seek toamplify the philanthropic impact of
employees through relevant matchinggift programs. In the United States,
3M Foundation’s program matched up
to $1,000 per employee gift in 2021
plus an added level of matching gifts
to higher education institutions. In
2021, global employees contributed$3.80 million in donations and pledges
through the 3M and 3M Foundation
matching-gift programs. When
combined with the match, this totaled
more than $6.39 million in donations
to help solve our communities’
greatest needs, supporting more than
1,440 organizations.

When combined with the 3M and3M Foundation match, employee
donations totaled more than

$6.39Mto help solve ourcommunities’
greatest needs

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How we work

What we create

3M 2022 Global Impact Report | #improvinglives

About report

Strong collaborations
with NGOs

Empowering local
communities

3M worked with the National
Association for the Exchange ofIndustrial Resources (NAEIR) to
provide needed materials andsupplies to a multitude of nonprofit
organizations in the U.S., from
hospitals to schools to shelters.

3M sites in the U.S. managed theirown 3M Foundation budgets and had
the authority to determine how to help
address local community needs andset priorities in 2021.

In addition to streamlining 3M’s
excess product donations process,
NAEIR is a 3M strategic community
partner, administering the 3M Supplies
for Community Partners and the
3M Supplies for Schools productdonation programs that support 3M
communities across the U.S.

A large part of this effort involves
donating excess inventory, leveraging
life-improving products in meaningful
ways to help people who are in need.
3M also worked with the Kids in
Need Foundation to provide productdonations to under-resourced K-12
teachers and students across the U.S.
For information on how 3M products
help build sustainable communities,
visit the Our customers and Our
products sections.

2021 giving by focus area

52

Humanitarian aid fornatural disasters (nonCOVID-related)
3M works with strategic community
partners, Direct Relief, MAP
International, and American Red
Cross to provide financial support andproduct donations to communities
in times of need. In 2021, in addition
to our pandemic support, cash and/or product donations were provided
for relief from the Western Europe
flooding, the earthquake in Haiti,
the Texas winter storm, California
wildfires, and hurricanes in thesoutheastern U.S. Donated products
included N95 respirators, 3M™
Tegaderm™ Dressing, 3M™ Littmann®
Stethoscopes, spray disinfectant, hard
hats, reusable daily masks, surgicalmasks, 3M™ Durapore™ Surgical Tape,
3M™ Cavilon™ Skin Protection Film,protective eyewear, daily masks, andsafety vests.

Some of our sites from around theworld undertake a stakeholder
engagement planning process to
identify key issues in their communities
like hunger or homelessness, andthen local leadership develops andimplements a plan to help address
them. For example, in 2021, 3M
Canada, in its work with the United
Way of Leeds & Greenville, hosted
the 3M Harvest Lunch in Brockville,
Ontario. 3M volunteers helped
prepare and serve fresh meals tomembers of the community in need.

2021 global giving by region

CashIn-kind

Total

Community$18,100,000$24,900,000$42,900,000

Education$21,300,000$22,100,000$43,400,000

Environment$2,080,000$43,000$2,120,000

Total$41,500,000$47,000,000$88,500,000

Volunteer hours
Asia Pacific187,000
187,000 alues presented in this table represent the most current values, in $USD, but are still subject to change.
V
Totals may vary due to rounding. Volunteer hours include employees and retirees. In-kind giving includes asmall subset of pro bono volunteerism assessed at then-current value per hour in alignment with valuation
guidance defined by CECP.

Europe, Middle
East, Africa

CashIn-kind

Total

Volunteer hours$1,250,000$1,290,000$2,540,000

6,990$470,000$447,000$917,000

5,760

Latin America$656,000$341,000$998,000

11,900

United States,
Canada$37,400,000$36,800,000$74,200,000

162,000

OUS, region
not defined$1,690,000$8,140,000$9,830,000

396

Total

$41,500,000$47,000,000$88,500,000

187,000 alues presented in this table represent the most current values, in $USD, but are still subject to change.
V
Totals may vary due to rounding. Volunteer hours include employees and retirees. In-kind giving includes asmall subset of pro bono volunteerism assessed at then-current value per hour in alignment with valuation
guidance defined by CECP.

Site spotlights

Who we are

How we work

What we create

About report

3M 2022 Global Impact Report | #improvinglives

Looking
forwardIn alignment with our new goal foradvancing equity in STEM and skilled
trades, 2021 was a year of identifying,creating, and investing in newpartnerships and programs designed topositively advance equitable outcomes.
In the next year, we will continue toengage, monitor, and measure theimpact of those initiatives as we takemore steps toward our incremental
five-year, $50 million commitment toaddress social justice, both within 3M
and in our communities.
Our focus will be to drive philanthropythat is relational rather thantransactional, as we continue toexpand and invest in areas where wecan lend our unique expertise andtechnologies to drive the greatest
impact. To that aim, we will deploy our
reinvigorated Science Encouragement
Programs, including expansions ofour 3M Visiting Wizards and 3M
Tech Talks initiatives. Additionally,
our Safety & Industrial BusinessGroup plans to invest $3 million androll out a process for working with
East Side Employment xChange,
which represents multiple leadingorganizations that provide training forskilled trades to underrepresented
individuals. In addition to funding, 3M
will provide volunteers and insight on
the types of training and the content
of the curriculum.

53

We will continue to play an importantrole in the fight against COVID-19 as we
manufacture products that help protect
people as well as solutions that are usedin the development and production of
vaccines and therapeutics.
We will continue to adapt our portfolioof 3M Impact programs to meet theneeds of our communities in 2022,
even as we continue to pause 3M
Impact Global due to the pandemic.
We will expand our virtual 3M Impact
programs as well as our 3M Impact
Local locations to continue taking
meaningful steps in 3M’s Science
for Community goal to provide
300,000 work hours of skills-based
volunteerism by 3M employees toimprove lives and help solve society’s
toughest challenges.
We will continue to advanceenvironmental justice, build on global
team expertise and develop a site
prioritization matrix using science toimprove lives and equity for all people,
and collaborate with the communities
where we work and live.

Site spotlights

Who we are

How we work

What we create

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54

2021 Year in Review
3M and the 3M Foundation continued to invest in improving lives in 3M communities withinvestments that drive equity in STEM and skilled trades, volunteer activities that leverage theskills and talents of 3M employees, and the deployment of 3M products for social impact.
Total Giving

2021$88.5M

compared to 2020 corporate
median of $27.5M(Source: CECP1)

1.23%

of pre-tax profit compared
to 2020 corporate medianof 1.25%
Total 2021 giving higher
than any prior year at 3M

Advance Economic Equity

Employee Empowerment

3M Product Deployment

3M set goals to advance economic equity bysupporting programs that will help increase
participation of underrepresented populations
in STEM and skilled trades careers.

3M employees stepped up —supporting our community throughphilanthropy and volunteer service,including skills-based volunteering.

Throughout 2021, 3M made strategic
financial and product donations in
response to community needs.

K-12 Partnerships$10.6M

Advancing equity in access to
STEM & skilled trades

Including $1.87 million:

St. Paul, Minnesota public schools

Higher Education andDiversity Investment$8.7M

Helping underrepresented students pursue
and persist in STEM majors and STEM
careers through multi-year partnerships with
HBCUs, 2 HSIs, 3 and diversity organizations.

Including $1 million: UNCF
83% of giving dedicated in
the U.S., 17% international
Supporting 3M communities
in 50 states + District ofColumbia, Puerto Rico,
U.S. Virgin Islands, and morethan 55 countries

Skilled trades upskilling
partnerships$1.4M

Supporting adults on a journey of career
pathway in skilled trades, proven to help
secure a job with a strong living wage

Including $750,000:

East Side Employment Xchange

187,000$19.6M

volunteer hours

NAEIR and Kids in Needlogged globally in 2021

Providing product donations
to nonprofit organizations andschools in the U.S.

16,500$884,000

skills-based
volunteer hours

including a new 3M Impact
skills-based program supporting
diverse business owners

FIRST® robotics

Enhancing student experiences
through donation of products
for robotics kits

1,440

$9.7M

schools and nonprofits
supported through the 3M
Foundation Volunteer Matchprogram in the United Statesin product donations forhumanitarian aid
Supporting COVID response
in U.S. and India and providing
humanitarian aid for natural
disasters throughout the world$6.39M total

employee contributions
and 3M Foundation match
to help solve our communities’
greatest needs by supporting

over 3,000 organizations
throughout the U.S.

Chief Executives for Corporate Purpose©. Giving
in Numbers: 2021 Edition™: cecp.co/home/resources/giving-in-numbers/
2
Historically Black Colleges and University3
Hispanic-Serving Institution1Site spotlights

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How we work

What we create

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55

Diversity,
equity, andinclusion

Cultivating a connected
community by listening,understanding,and acting
Ourcommitment
We know that a diverse, global
workforce — people with different
experiences, racial and ethnic
backgrounds, ages, gender identities,
sexual orientations, abilities, personalities,
styles, and ways of thinking — helps
us better understand the needs of 3M
customers, suppliers, and community
partners around the world.

Equity and inclusion are the keys
to unlocking the true power of thatdiversity. Through an ongoing andconstant process of identifying andremoving barriers to participation
and a strong focus on engaging every
employee, we can foster an ever more
inclusive culture that supports andappreciates differences and provides fairand equal opportunities for everyone.

We aspire to be an enterprise where
people are respected for being exactly
who they are, and everyone feels asense of belonging — both within
and outside of our walls. Our
stakeholders look to 3M as a leader
in influencing the change we want
and need in our communities.

Learn more in our 2021 Global
Diversity, Equity & Inclusion Report.
2021 Global Diversity,
Equity & Inclusion Report

Powered by purpose

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How we work

What we create

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Powered by inclusion

We are committed to:

As a science-based company witha promise to help solve some of
the world’s greatest challenges,
it is our imperative to become themost inclusive enterprise we canbe. Inclusion leads to engagement,
engagement fosters creativity,
creativity sparks innovation, andinnovation manifests growth.

• Accelerating representation
globally across all dimensionsof diversity, with a focus in our
U.S. workforce on people whoare Black/African American
and/or Hispanic/Latino

Above all, fostering a culture that
supports diversity, equity, andinclusion (DE&I) aligns with our
Purpose — unlocking the powerof people, ideas, and science toreimagine what’s possible. Diversity,
equity, and inclusion are about
creating intellectual and emotional
oxygen so all people can flourish andfeel comfortable to collaborate, agree,
disagree, and respectfully exchange,learn, and create. Yet we believe our
responsibility as a company goes
further — to not only look forward,
but also to act on structural inequities
and champion social justice with theknowledge that there is still muchwork to do.

• Training all U.S.-based
operating committees inracial inclusion advocacy

Learn more about our Purpose,
Promise, and Principles in our
Leading with purpose section.

56• Systematically reviewing
and adjusting our practices
for fairness and equity• Using our advocacy to support
inclusive communities andworkplaces globally

Corporate governanceand commitments
The 3M Respectful Workplace
Principle, as part of the 3M Code of
Conduct, lays out what it means tobe an employee at 3M: “Everyone
is entitled to respectful treatment in
the 3M workplace. Being respectedmeans being treated honestly andprofessionally, with each person’s
unique talents, background, andperspectives valued. A respectful
workplace is free from unlawful
discrimination and harassment, but it
involves more than compliance withthe law. It is a work environment that is
free of inappropriate or unprofessional
behavior and consistent with 3M’s
ethics and values — a place where
everyone can do his or her best,
and where people are free to report
workplace concerns without fear of
retaliation or reprisal.”

To foster this kind of workplace,
we follow our Equal Employment
Opportunity (EEO) policies, which
prohibit all forms of discriminationor harassment against applicants,
employees, vendors, contractors,
or customers on the basis of race,color, creed, religion, sex, national
origin, age, disability, veteran status,
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.
We will work to eliminate internal
systemic barriers and empower
diversity and inclusion advocacy.

We believe a sustainable future is one
in which ecosystems and communities
thrive and opportunities are equitable
and accessible for all. To advance thesocial justice and impact agenda, 3M
created a 3M Equity & Community
organization to support our goals andcommitments to progress equity in our
workplaces, business practices, andcommunities globally. This holistic andcross-functional organization connects
our teams and strategies across theareas of diversity and inclusion in
our workforce.
The key to any business strategy
is setting goals, communicating
them, and most importantly, being
accountable for achieving them. As
we work to advance diversity, equity,and inclusion within 3M, we use data
to drive action plans and additional
aspirations to move us forward.

Site spotlights

Who we are

A diverse, global workforce andinclusive culture that provides fairand equitable opportunities helps
3M remain competitive, advanceits innovative culture, and serve
customers. We focus on attracting
and advancing top talent and havecommitted to advancing global
diversity in management acrossall dimensions, with the additional
specific goals to continue advancing
pay equity and to increase diversity
with underrepresented groups.
We support these values with aninternal CEO Inclusion Council,
chaired by CEO Mike Roman, toadvance diversity, equity, andinclusion initiatives. We plan to invest$50 million over a five-year period
through 2025 to address racial
opportunity gaps through workforce
development initiatives in communities
in which our employees live and ourbusiness operates. See additional
details in our Communities section.

How we work

Goal: double thepipeline of diverse
talent in management
to build a diverse
workforce by 20301
Progress: behind goal of
doubling the pipeline

2015

About report

2030
goal

3M aims to reflect the diversityof our customers, suppliers,
and community partners.
In 2021, 3M updated the goal maturity
date to 2030 from 2025. See Our
actions, Our global workforce formore details.

Progress: toward goal of
doubling representation57

3M 2022 Global Impact Report | #improvinglives

Goal: double therepresentation ofBlack/African Americanand Hispanic/Latino
employees in the U.S.
(entry-level throughmanagement)

Increasing diverse
representation in every regionin which we operate globally isa core part of our sustainability
strategy. Doubling our diverse
talent in management positions
will ultimately help build adiverse pipeline for executive
leadership as well. We
recognize that definitions ofdiversity vary among different
countries and cultures.

1

We plan to invest$50 million overa five-year period
through 2025 toaddress racial
opportunity gaps

What we create

2020

ongoing

We are building on our
foundation by taking
accelerated, bolder action tobring the demographics of
3M’s workforce in line withbroader workforce availability
and advance representationof underrepresented groups
at 3M.
We will focus first on the U.S.,
where underrepresented
groups in our 3M workforce
include Black/African
America and Hispanic/Latino
employees.

Goal: maintain or
achieve 100% pay
equity globally
Progress: achieving goalof 100% maintained2020

ongoing

As part of our efforts topromote equity across ourenterprise, we continue toact and refine our processes
to work toward achieving
pay equity across our entire
enterprise. Learn more
about our process in ourCompensation section.

Site spotlights

Who we are

Our actions
3M will continue to take meaningful
steps toward a more equitable futurefor our global employee population, as
well as the communities in which
we operate.
3M made an initial commitment
to listen, understand and act.
Listening to our employees and better
understanding the needs of ourcommunities helped us identify where
we can take positive and meaningfulaction to make a difference. It was also
a year of investments that will enable
us to build a strong foundation forequitable outcomes far into the future.
Learn more about our actions in our
2021 Global Diversity, Equity &Inclusion Report.
2021 Global Diversity,
Equity & Inclusion Report

Powered by purpose

How we work

What we create

Our global workforce
3M aims to reflect the diversityof our customers, suppliers, andcommunity partners.
In 2015, we announced an ambitious
commitment to double our global
diverse representation of talent inmanagement by 2025. While we’ve
made good progress in moving from
32.6% to 44.5% on our way toward
our goal of 65.2%, we’ve had to
acknowledge that the maturity of ourprocesses, systems, and programs
are not going to enable us to deliveron our original commitment. Basedon a new assessment of our progress
to date, we have developed a plan
to deliver on this goal by 2030. We
remain committed to advancing thisimportant goal and continue to makenotable investments to accelerate
this effort.
The global Diversity Index measures
our progress toward this goal. The 3M
definition of diverse representation
includes gender, race/ethnicity,
nationality, people with disabilities,
U.S. military veterans, and people
who identify as lesbian, gay, bisexual,
transgender, questioning or queer,intersex, or another gender identity
or sexual orientation (LGBTQI+). To
measure progress against our goal,
we use the 3M Diversity Index, which
represents the total number of diverse
leaders within the company globally.

3M 2022 Global Impact Report | #improvinglives

About report

58

Global Diversity Index
Diversity in management
70%
60%
50%
40%
30%
20%
10%
0

2015

2016

2017

2018

2019

In many countries, including theU.S., we provide our employees theopportunity to voluntarily contributeto the Diversity Index databasethrough confidential self-identificationof information such as disability status,
veteran status, sexual orientation, andgender identity.

2020

2021

Our initial focus is on our U.S.
underrepresented groups which
include Black/African Americanand Hispanic/ Latino employees. In
2021, we saw trend and trajectory
improvement in our efforts to progressin both of our underrepresented group
commitments and anticipate evenmore progress in the coming year as
we implement more processes andtools to further enhance our efforts in
hiring, retaining, and developing
our talent.

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How we work

What we create

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Representation of womenin our workforce

3M global female employees
by region

Percentage of total employees (global, all levels,
production and nonproduction)

Percentage of total employees (global, all levels,
production and nonproduction)
50

40%
35%

40
30%
25%

30

20%

Global

20

15%
10%

Asia Pacific
Europe,Middle East,
Africa10

Latin America

5%
0

2017

2018

2019

2020

0

2021

United States,
Canada

2017

2018

2020

2021

3M global female hires by region

Representation of underrepresented groups (U.S.)

Percentage of total hires

Entry-level through management

60

18%
16%

50
14%

40

12%
10%

30

Global8%

Asia Pacific20

Europe,Middle East,
Africa

10

0

2019

Latin America
United States,
Canada

2017

2018

2019

2020

2021

6%
4%
2%
0

2020

2021

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Who we are

How we work

Opportunities for individuals
through new partnerships

Pay equity

Site spotlights

At 3M, we believe in the fairtreatment, access, and opportunity
for individuals and are committed
to advocating for human rights andremoving barriers to equity. 3M
signed the Human Rights Campaign’s
Business Coalition for the Equality Act,joining other leading U.S. employers
to declare support for U.S. federal
legislation that would provide thesame basic protections to LGBTQIA+
people that are provided to otherprotected groups under federal law.
In support of the United Nations
LGBTI Standards of Conduct for
Business, 3M joined other companies
in committing to processes, policies,
and programs that promote equality
and safety, prevent harassment
and discrimination, and advance
LGBTQIA+ individuals in theworkplace and the community.

What we create

3M’s global pay philosophy, principles,and consistent implementation
produce fair and equitable pay for our
employees. We analyze pay equity bycomparing employees in the same job
category, job grade, and location.

3M 2022 Global Impact Report | #improvinglives

About report

100%

Gender pay
equity in our
global regions*100%

U.S. payequity for
racial/ethnic
groups*Pay equity in the areas we operate
To continue driving toward gender pay
equity, we conduct a supplemental
analysis of average pay for males andfemales and compare the two (i.e.,a raw wage gap). We also compare,by location, pay for males andfemales in all jobs and job grades.
An assessment is then completed
to determine any disparity.
Through an objective process using
aggregated data and industry-leading
compensation methods, we haveachieved 100% gender pay equity in
our global regions and U.S. racial/ethnic groups.
The pay gap by gender across all 80
countries where 3M has employees
is 0.27% when we consider grade,location, and job code. When
analyzing the gender wage gap by
area, we see a similar trend where
all areas have a wage gap of lessthan 1%. We continued to push formore granularity in our analyses andreporting of compensation values
globally so we can maintain pay
equity and transparency across theglobe. For additional details, see ourCompensation section.

*Compares job category, job grade, and location

Innovating equity
in our products
Opportunities to drive greater equity
exist within virtually every facet of ourculture — including what we create. In
2019, we introduced our Sustainability
Value Commitments (SVC), which
are required for all new 3M products
entering the commercialization
process. In 2021, we began piloting
expanded SVC options that include
equity and social justice as additional
components of sustainability for our
product development teams to evaluate
accessibility in areas like productdesign, facilities, and technology.

60

By asking how a product mightadvance equitable outcomes forunderrepresented communities,
we aim to create solutions that help
address larger social issues like
expanding transportation options inunderserved areas, making health caremore universally applicable for diverse
groups, or increasing affordability ofour products. We are approachingaccessibility with the understandingthat our customers and colleagues arepeople first. Each person represents a
unique spectrum of abilities that mayvary based on the context or situation,so we focus on “designing for theabilities of our users.” This opens thedoor for dialogue, creative problemsolving, and solutions that improvethe experience for all stakeholders.
Examples of this mindset in practice
are the weighted Post-it® Note andScotch® Tape dispensers that enable
single-handed use through a clip
or weighted base. Any user could
find greater convenience in these
items — and they may be particularly
appreciated by a person living with an
upper limb disability.
To learn more, see our Innovation
management section.

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Enabling growthwith a focus on ourcommunities
Diversity, equity, and inclusion
are core to 3M’s values, which
extend beyond our company toour communities. We are bringing
more voices to the table, creating anenvironment where those voices areheard and valued, and innovating inmeaningful ways to meet the needs ofour diverse consumers and markets.

Equity commitments within
our business groups
To drive greater equity in ourcommunities, 3M’s four businessgroups will leverage the power of
each group’s people, products,
philanthropy, and partnerships toelevate health care equity, increase
access to homeownership, support
urban safety and mobility, andpromote trade skills. Leveraging
the power of each group’s people,
products, philanthropy, andpartnership, our aim is to address
challenges where we are uniquely
positioned to excel.

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Each equity commitment is uniquely
ownable for the business group,bold, measurable, globally scalable
and aligned to the United Nations
Sustainable Development Goals.
They include:
Health Care Business Group (HCBG)
addresses health care disparities:
The World Health Organization,
Centers for Disease Control andPrevention, and the United Nations
all recognize that only 20% of healthoutcomes are addressed in a healthcare setting, and 80% of outcomesare addressed by Social Determinantsof Health (SDOH). SDOH are theconditions in which people are born,
grow, work, live, and age, as well as
the wider set of forces and systems
shaping the conditions of daily life.
HCBG is working toward health equity
through partnerships with communitybased organizations and academia,
understanding their needs and linking
those with 3M capabilities andemployee skills. The team worked witha dental coalition across Minnesota toincrease critical dental care access forhistorically marginalized populations
by nearly 20% and helped to securestate and federal funding of $120
million. The team is now working to
expand this work globally.

Site spotlights

Who we areConsumer Business Group (CBG)
increases access to homeownership:
CBG is partnering with organizations
that increase homeownership accessfor underrepresented groups, as wellas providing meaningful productdonations that make a house a home.
According to Minnesota Compass,“only 24% of Black households in thestate own their home, compared with
77% of white Minnesota households,
one of the highest disparities in thenation.” Going beyond funding,
product donations, or volunteering,
CBG is working with Twin Cities
Habitat for Humanity to help evaluate
its processes and measures of successwith the goal of removing barriers
that could prevent people, especiallyBlack families, from entering thehomeownership pipeline. CBG plans
to expand this program with other
Habitat for Humanity affiliates acrossthe U.S. and our global communities.

How we work

What we create

Transportation & Electronics
Business Group (TEBG) supports
urban safety and mobility: TEBG is
working to improve urban safety forpedestrians, bicyclists, and drivers
by enhancing visibility and signagein select city centers to help bringfamilies home safely. According to
Vision Zero, individuals of color andlow-income communities are twice
as likely to be killed while walking
and half as likely to benefit from safe
walking and biking infrastructure in
their communities. That is why school
zone safety has long been a focus
for TEBG, which produces pavement
marking tapes and signages thatmake school zone crossings easier. In
2022, TEBG is setting out to improvecrosswalks, signs, and other safety
improvements at 100 schools aroundthe world that predominately serve
students of color.

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Safety & Industrial Business Group(SIBG) promotes skilled trades:
Research by the Connected Learning
Alliance reveals that by the eighth
grade, students tend to have alreadyformed their occupational identities,
and by tenth grade, many haveselected a career pathway focus. SIBG
is identifying community partnershipsthat support hands-on training andcertification opportunities for students
and young adults in high-growth, highdemand skilled trade occupations.
Almost 200 students over three
years will benefit from 3M equipping
two schools in Austin, Texas, witha training facility for the electrical
trades. We will also sponsor 20
students who elect to go into further
training as electricians. These partner
schools have a diverse population mix ofmore than 90% Black/African Americanand Hispanic/Latino students.
Learn more about how 3M’s fourbusiness groups set new equity
commitments and visit Our products
section for additional details.

62

Investing in supplier
diversity
As a global company with a large
footprint, we recognize our ability topromote diversity and inclusion efforts
not only in our own organization,
but within our supply chain as well.
That’s why in 2021, we began laying
the groundwork for a mentorshipprogram with a focus on consulting
engagements to support diverse
suppliers within our supply chain.
To learn more, see ourSuppliers section.

Site spotlights

Who we are

Looking
forward
As a global science, technology, andmanufacturing company, we believe
3M is uniquely positioned to bring ourfull capabilities to advance equity andinclusion, not only in our workplaces
but also in our communities. As weadvance our social justice and equity
initiatives with urgency, we know
systemic change requires resources
and long-term dedication. We will
focus on moving the needle on our
representation goals, continuing todeliver on our $50 million community
investment, and partnering withorganizations dedicated to ensuring
justice and equity.
Learn more in our 2021 Global
Diversity, Equity & Inclusion Report.
2021 Global Diversity,
Equity & Inclusion Report

Powered by purpose

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What we create

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63

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Who we are

How we work

What we create

About report

Recognition
Here, at 3M, we strive toimprove every life, act withunwavering integrity, andask question after question
to develop innovative
solutions with a purpose.
We value the recognition we receive,as it shows we are a company driven
by employees who are truly making a
difference in the world.

The World’s Most
Ethical Companies®

The World’s Most Ethical Companies
program, managed by the Ethisphere®
Institute, honors companies thatexcel in “promoting ethical businessstandards and practices internally,
enabling managers and employees
to make good choices, and shaping
future industry standards byintroducing tomorrow’s best practices
today.” According to the institute,honorees have also historicallyoutperformed other companies froma financial perspective, supporting
the notion that sound ethical practices
are appreciated in the competitivemarketplace. In 2022, 135 honorees
were recognized as one of the World’s
Most Ethical Companies, spanning
22 countries and 45 industries. 3M is
one of only seven companies in theindustrial manufacturing category toreceive this recognition in 2022.
®

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Fast Company’s
Brands That MatterIn 2021, 3M was identified as a
top company leading the way insupporting women inside and outside
its workforce. According to Forbes,
the list was compiled by surveying
85,000 women in 40 countries.
Respondents were asked to rate
their employers on criteria such as
pay equity and parental leave, withadditional considerations being
representation at the executive
and board levels. 3M also recently
made Forbes’ list of America’s Best
Employers for Women.

World’s Best Workplacesby Great Places to Work
3M was recognized as one of the “25incredible companies that are building
the best workplace cultures in theworld.” 3M also secured 15 National
Best Workplaces™ Awards for thefollowing nations: Bolivia, Brazil,
Costa Rica, Dominican Republic Chile,
Ecuador, El Salvador, Guatemala,Honduras, Japan, Mexico, Panama,
Peru, Poland, and Trinidad & Tobago.

64

Site spotlights

Who we are2022 Global RepTrak® 100
3M was recognized as one of the 100
Most Reputable Companies by The
RepTrak Company™. The 2022 Global
RepTrak® 100 is the definitive ranking
and analysis of corporate reputation
for the world’s leading companies. It
showcases how people feel, think andact toward companies globally.

3M Brazil: Pró-Ética
Certification Award
For six years, 3M Brazil has
been recognized by the Brazilian
Government with the Pró Ética
Certification Award. The certification
was created to promote ethics
and encourage companies to takevoluntary steps to prevent corruption,
creating a more ethical, transparent,and honest business environment.
3M Brazil was recognized for top
management’s commitment to ethics,
their policies and procedures, andtheir risk monitoring and analysis.

How we work

What we create

Best Places to Work
for LGBTQ+ Equality
Human Rights Campaign Foundation’s
2022 Corporate Equality Index isthe national benchmarking tool on
corporate policies, practices, andbenefits pertinent to lesbian, gay,bisexual, transgender, and queer(LGBTQ) employees. For the eleventhstraight year, 3M earned a perfectscore of 100% and, along with it,
the distinction of being named
among the “Best Places to Work
for LGBTQ+ Equality.”

Best Places to Work for
Disability Inclusion
In the seventh annual Disability
Equality Index® (DEI®) survey, 3M
earned a top score of 100%, making
3M one of the “Best Places to Workfor Disability Inclusion.”

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65

Forbes World’s Top FemaleFriendly Companies

3M Joins SSGA Gender
Diversity Index

Forbes teamed up with market
research company Statista toidentify the leading companies
that support women inside andoutside their workforces with theirinaugural ranking of the World’s
Top Female-Friendly Companies. To
compile the list, Statista surveyed
85,000 women in 40 countries. All
surveys were anonymous, allowing
participants to openly share theiropinions. Respondents were asked
to rate their employers’ performanceon gender-related criteria and their
willingness to recommend theiremployer to others. They were also
asked to evaluate other employers intheir respective industries. Statista
also asked respondents to ratecompanies based on their corporate
responsibility, marketing campaigns,
and public perception, as related togender equality. 3M made the list of
the 300 companies that received themost recommendations and boasted
the most gender-diverse boards andexecutive ranks.

3M joins State Street Global Advisors’(SSGA) Gender Diversity Index ETF.
The SSGA is a select group of largescale U.S. companies that are closing
gender gaps and advancing women
through gender diversity.
“We are proud to be included in the
SSGA Gender Diversity Index as
another recognition of 3M’s continued
commitment to diversity, equity, andinclusion,” said 3M chairman and chief
executive officer, Mike Roman. “We
continue to drive business growth whilebuilding on our environmental, social,and governance commitments andcreating a more sustainable business.
From our facilities around the world, to
our Board of Directors, to our vendor
partners, 3M champions genderequality and an inclusive culture.”Site spotlights

Who we are

RE100 Market
Trailblazer Award
3M was recognized with the Market
Trailblazer Award from RE100, a global
initiative bringing together the world’s
most influential businesses committed
to 100% renewable power. The award
was announced during Climate Week
NYC and celebrates RE100 companies
that are committed to driving market
change, communicating transparently
about the barriers they face, andcollaborating with companies, utilities,
and governments to drive change.

How we work

What we create

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66

FTSE4Good Index Series

FTSE Russell confirmed that 3M,
in 2021, had been independently
assessed according to the FTSE4Good
criteria and satisfied the requirements
to become a constituent of the
FTSE4Good Index Series. Created by
the global index provider FTSE Russell,
the FTSE4Good Index Series isdesigned to measure the performanceof companies demonstrating strong
environmental, social, and governance(ESG) practices. The FTSE4Good
indices are used by a wide variety
of market participants to create andassess responsible investment funds
and other products.

ISS Environmental
and Social Quality

3M earned best-in-class ranking
for risk management aroundenvironmental and social areas ofconcern by Institutional Shareholder
Services (ISS). 3M earned the topperforming ISS QualityScore of “1.”MSCI ESG Ratings*

In 2021, 3M received a rating of AAA
in the MSCI ESG Ratings assessment.
MSCI ESG Research provides MSCIESG Ratings on global public and a
few private companies on a scaleof AAA (leader) to CCC (laggard),
according to exposure to industryspecific ESG risks and the ability to
manage those risks relative to peers.
*The use by 3M of any MSCI ESG Research LLC
or its affiliates (“MSCI”) data, and the use of
MSCI logos, trademarks, service marks or index
names herein, do not constitute a sponsorship,endorsement, recommendation, or promotionof 3m by MSCI. MSCI services and data are theproperty of MSCI or its information providers,and are provided ‘as-is’ and without warranty.
MSCI names and logos are trademarks orservice marks of MSCI.

Site spotlights

Who we areWorld Business Council for
Sustainable Development,
Reporting matters
In 2021, Reporting matters publishedby the World Business Council for
Sustainable Development (WBCSD)
recognized 3M for its good practiceof navigation and flow in our annual
Sustainability Report: “3M features
an interactive ‘Contents’ page at thestart of its 2021 Sustainability Reportthat provides a clear line of sight to thevarious sections and sub-sections in
the report. An interactive navigation
bar at the top of each page links backto the ‘Contents’ page and each reportsection, enabling convenient access tocontent. 3M starts each section with adivider page that has interactive links
to sub-sections.”

3M’s female-led
Global Respirator
Decontamination
Team was awarded
the prestigious
Global Team
Leadership Awardby the Society of
Women Engineers

How we work

What we create

3BL Media 100 Best
Corporate Citizens
In 2021, 3BL Media named 3M the34th best corporate citizen for beinga standout business in the areas ofenvironmental, social, and governanceperformance. 3M has made theranking each year since 2009.

Society of WomenEngineers’ Global Team
Leadership Award
3M’s female-led Global Respirator
Decontamination Team was awarded
the prestigious Global Team
Leadership Award by the Societyof Women Engineers. This award ispresented to a team with women intechnical leadership roles that meetor exceed project objectives while
demonstrating innovative thinking
to overcome global challenges. The
team collaborated with external
decontamination equipment
manufacturers to analyze the effectof decontamination methods on thefiltration and fit of 3M disposable
respirators. This collaboration withleaders in health care decontamination
allowed the team to test more than
35 decontamination methods to findthe most effective processes. For
more information, see 3M Respirator
Decontamination Team receives
Society of Women Engineers Global
Team Leadership Award.

Woman Engineer Magazine
3M was ranked No. 16 on Woman
Engineer Magazine’s Top 50
Employers for 2021.

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Latina Style Award
In September 2021, 3M was selected
as one of the Top 50 companies for
Latinas to work for in the United States
by LATINA Style Inc. The LATINA
Style 50 Report is the most respectedevaluation of corporate America’s
career advancement opportunities for
Latinas in the United States.

Top 50 Workplaces
for Indigenous STEM
Professionals
3M was recognized by the American
Indian Science and Engineering
Society (AISES) as one of the Top 50
Workplaces for Indigenous STEM
Professionals. AISES is a national
nonprofit organization focusedon substantially increasing therepresentation of Indigenous peoplesof North America and Pacific Islands inscience, technology, engineering, andmath (STEM) studies and careers.

Clarivate™ Top 100 Global
Innovators™ 2021
Since 2012, Clarivate™ has created alist of companies and institutions that
contribute new ideas, solve problems,and create new economic value. Fromtheir data-driven analysis, they rank
the 100 innovators that sit at the topof the global innovation landscape.
3M has made the Clarivate™ Top 100
Global Innovators list every year since
its inception.

67

Site spotlights

Who we are

How we work

What we createHow
we work

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68

Introduction

69

Corporate governance

70Enterprise risk

78

Corporate Code of Conduct

82

Human rights

92Compensation

102

Employee programs

107

Environmental, health,and safety management

120

Circular materials

135

Climate and energy

149

Suppliers

166

Site spotlights

Who we are

How we work

What we createHow
we work
Just as sustainability is embedded
in our promise to improve lives byhelping solve the world’s greatest
challenges, sustainable thinking isembedded into the core of 3M andin the strategic planning process we
use for every business. In each of ourbusiness groups and areas, we havededicated sustainability leaders whodevelop a relevant and well-informed
strategy specific to their market
demands and business goals.
3M’s groundbreaking Pollution
Prevention Pays (3P) program,which began in 1975, continues at 3M.
Sites submit, undertake, and track
3P projects annually in order toreduce waste. We recognize theimportant role sustainability has inevery part of our operations and arecommitted to further embedding thisin our DNA as we grow.

We innovate in ways big and small,continuously transforming what wedeliver and how we work to drive
next-generation ideas forward. While
the COVID-19 pandemic impacted ouroperations and employees throughout
2021, we remained committed topromoting flexibility. We reimagined
how we operate with the launch ofWork Your Way: a trust-based work
model that evolves the assumptionthat on-site work must be the default.

Over the past 47 years, theseprojects have prevented

2.85M

short tons of pollutants

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69Site spotlights

Who we are

How we work

What we create

About report

Corporate
governance

3M 2022 Global Impact Report | #improvinglives

Ourcommitment
3M believes that good corporate
governance practices serve thelong-term interests of shareholders,strengthen the Board and management,
and further enhance the publictrust 3M has earned from morethan a century of operating with
uncompromising integrity and doing
business the right way. Our corporate
governance principles govern how
we do business daily, enabling us
to outperform and lead the way tosustainable growth.
They provide a framework thatdefines the roles, rights, andresponsibilities of different groups
within the organization, the Board’srole in risk oversight, public policy
engagement, and 3M’s commitments toenvironmental, social, and governance(ESG), including sustainability,
environmental stewardship, diversity,
equity and inclusion, and soundcorporate governance.
3M’s Board of Directors oversees the
CEO and senior management, andassures that appropriate procedures
and controls are in place covering
management’s activities in operating
the company on ethical grounds on a
day-to-day basis.

70

3M’s Board of Directors has adopted
Corporate Governance Guidelines
which provide a framework forthe effective governance of thecompany. The guidelines address
matters such as the respective roles
and responsibilities of the Board andmanagement, the Board’s leadership
structure, the responsibilities of thelead independent director, director
independence, the Board membershipcriteria, Board committees, andBoard and management evaluation.
The Board’s Nominating andGovernance Committee is responsible
for overseeing and reviewing theguidelines, at least annually, andrecommending any proposed changes
to the Board for approval. The
Corporate Governance Guidelines,
Certificate of Incorporation andBylaws, the charters of the Board
committees, Director Independence
Guidelines, and Board of Directors
Code of Conduct provide theframework for the governance ofthe company and are available on
our website at www.3M.com, under
Investor Relations — Governance.

Our corporate
governance enables
us to outperform
and lead the way tosustainable growthSite spotlights

Who we are

The Board’s current leadership
structure is characterized by:• A combined Chairman of the Board
and CEO• A strong, independent, and highly
experienced lead director with welldefined responsibilities that support
the Board’s oversight responsibilities• A robust committee structure
consisting entirely of independent
directors with oversight of various
types of risks• An engaged and independent Board
The Board believes that this leadership
structure provides independent Board
leadership and engagement while
deriving the benefits of having our
CEO also serve as Chairman of theBoard. As the individual with primary
responsibility for managing 3M’s dayto-day operations and with in-depth
knowledge and understanding of thecompany, the CEO is best positioned
to chair regular Board meetings as the
directors discuss key business andstrategic issues. Coupled with the leadindependent director, this combined
structure provides independent
oversight while avoiding unnecessary
confusion regarding the Board’s
oversight responsibilities and theday-to-day management of business
operations.

How we work

What we create

Board’s role in thecompany’s longterm strategy
Each year, management presents to
the Board, and the Board discusses
and approves detailed long-term
strategic plans for the company. In
addition to 3M’s overall strategic plan,
financial strategic plan, enterprisestrategic plans, and priorities,
including Enterprise Operations,Sustainability Goals, and ESG metrics,
the discussions also focused on
breakout sessions with the directors
on strategic plans and priorities foreach of the four business groups.
Our long-term strategy is guided by
our Purpose, Promise, and Principles
in the pursuit of creating uniqueand differentiated value for ourcustomers, shareholders, employees,
communities, business partners, andother stakeholders.

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71

3M’s Code of Conduct

Diversity of the Board

More than a century of operatingwith uncompromising integrity has
earned 3M trust from our customers,
credibility with our communities, anddedication from our employees. And
for the ninth year in a row, 3M has beenrecognized by Ethisphere® as one of
the World’s Most Ethical Companies®.

For 3M, diversity, in its myriad ofmanifestations, is fundamental
to innovation, performance, andrelevancy. The Board of Directors
regards diversity as an importantfactor in selecting nominees
to serve on the Board. Whenselecting nominees, it actively
considers diversity in recruitment
and nomination of directors, suchas gender, race, ethnicity, sexual
orientation, and national origin. The
current composition of our Board
reflects those ongoing efforts and thecontinued importance of diversity to
the Board.

3M’s Code of Business Conduct
and Ethics for Members of theBoard of Directors incorporates thelongstanding principles of conduct
3M and the Board follow to assure thecompany’s business and the activitiesof the Board are conducted withintegrity, adherence to the highest
ethical standards, and in compliancewith the law. Our Code of Conduct
applies to all employees, including
our CEO, chief financial officer, andchief accounting officer. See the
Corporate Code of Conduct section
for additional details.

Public policy
engagement
As a concerned member of ourcommunities, 3M actively participatesin public policy and legislative advocacy,
or “lobbying.” As appropriate, 3M also
may support candidates and politicalcommittees in elections. 3M resources
may only be used for political orlobbying activities when consistent
with 3M’s Code of Conduct Principles
and approved in advance by the
Political Action Committee Board (forthe U.S.), the area Corporate Affairs
senior vice president (outside theU.S.), and assigned 3M legal counsel.
3M’s Government Affairs organization
coordinates and oversees 3M’slobbying and political activities.

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Who we are

We believe that transparency withrespect to the consideration, process,and oversight of our engagementwith lawmakers is important to ourshareholders, and we continuously
make efforts to give our shareholders
useful information about our public
policy engagement. Since 2007, wehave voluntarily published a detailed
explanation of the company’s politicalactivities in our Lobbying and Political
Activities Principle. Within the
Lobbying and Political Activities
Governance document, we provide
links to the reports the 3M Political
Action Committee files monthly with
the U.S. Federal Election Commission
and the company’s quarterly Lobbying
Disclosure reports, as well as adetailed list of our contributions to
U.S. state candidates and politicalparties and contributions to “527”political organizations. We also
disclose the trade associations 3M
has joined in which $25,000 or moreof the dues are allocated for lobbying
purposes by the trade association. We
believe that these disclosures on our
website, which exceed the disclosuresrequired by law, offer transparency
regarding the company’s public policy
engagement and political activities.

How we work

What we create

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72

3M’s approachto taxation
3M is committed to complying
with all applicable tax laws, rules,
regulations, and reporting anddisclosure requirements throughthe implementation of standardized,
simplified, cost-effective, andautomated compliance processes.
This means paying the right amount oftax in the right place at the right timeand involves disclosing all relevantfacts and circumstances to the tax
authorities and claiming reliefs,
incentives, and exemptions in line withand in the spirit of the applicable
tax legislation.
In addition, 3M’s tax strategy is
consistent with the principles set forthin 3M’s Code of Conduct:• Be Good: obey the law and 3M’s
Code of Conduct• Be Honest: act with honesty
and integrity• Be Fair: play by the rules, whether
working with government,
customers, or suppliers• Be Loyal: protect 3M’s interests,
assets, and information• Be Accurate: keep complete andaccurate business records• Be Respectful: respect one
another and our social and physicalenvironment around the world

3M approach to risk
management andgovernance arrangements
in relation to taxation
At the highest level, responsibility
for taxes resides with 3M’s Global
Tax Department based in 3M’s
headquarters in the United States.
The senior vice president for tax andreal estate reports to 3M’s executive
vice president and chief financial
and transformation officer and is amember of 3M’s Finance Committee.
The Tax Operating Committee, under
the leadership and direction of thesenior vice president, tax and realestate, has oversight over the material
tax matters of 3M’s worldwide
business and supply chain.

3M assures the appropriateness of
its accounting and tax records on an
ongoing basis to enable us to meet ourcompliance obligations. We document
and confirm with the respective
country authorities in which we
operate. Where required, 3M assures
public disclosures are publishedaccording to the regulations.
Day-to-day management of 3M’s taxes
are delegated to the tax manager
responsible for the respective region
or country. Processes relating tovarious taxes are allocated to therelevant process owners responsible
for executing tax compliance controls.
Appropriate training is carried out for
staff who manage or process mattersthat have tax implications.

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How we work

What we create

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Attitude of the 3M
Company to tax planning
3M engages in tax planning that isaligned with its commercial businessactivities or supply chain needs andin compliance with tax rules andregulations. 3M may engage in tax
planning or other activities potentiallyperceived as tax planning. We do not
engage in artificial tax arrangementsthat lack economic substance, one of
the main purposes of which would beto obtain a tax advantage. We may,
however, evaluate potential economic
options resulting from business
transactions with considerationof tax efficiency.

Level of risk in relation totaxation that 3M Company
is prepared to accept

Transactions between 3M companies
are conducted on an arms-length
basis in accordance with 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 to provide
specialist advice as and when needed.

Reporting concerns
As with all instances of unethical or
unlawful behavior, we encourage
our employees to ask questions orreport concerns to management, 3M’s
Ethics & Compliance Department, 3M
legal counsel, 3MEthics.com, theirassigned human resources manager,
3M Corporate Audit Department, or
the Audit Committee of the Board of
Directors. For information on reporting
concerns about unethical or unlawful
behavior, see the Corporate Code of
Conduct section.

Our approach to tax risk follows
similar principles that apply to ourmanagement of legal, compliance,and other business risks. Our internalframework operates to supportcompliance with tax laws andregulations to assure we identify,
assess, and mitigate tax risks,
including consideration of bothinternal and external stakeholders.

73

Approach toward
engagement with
tax authorities
We strive to have an open, honest,
and collaborative working relationshipwith tax authorities. 3M assuresthat specific tax authorities are kept
aware of significant transactions andchanges in the business and seeks todiscuss any tax issues arising at an
early stage.
When submitting tax computations
and returns to country tax authorities,
3M discloses all relevant facts andidentifies any transactions or issues
where it considers that there ispotential for the tax treatment to be
uncertain. We recognize that there
could be areas of differing legal
interpretations between 3M and tax
authorities, and where appropriate, wewill engage in proactive discussion tobring matters to as rapid a conclusion
as possible.
Any inadvertent errors in thesubmission of tax returns and tax
computations are fully disclosed assoon as reasonably practicable after
they have been identified.

Site spotlights

Who we are

Our actions
Board membershipcriteria
3M’s Corporate Governance
Guidelines contain Board Membership
Criteria that include a list of key
skills and characteristics deemed
critical to serve 3M’s long-termbusiness strategy and expected
to be represented on 3M’s Board.
The Nominating and GovernanceCommittee periodically reviews with
the Board the appropriate skills andcharacteristics required of Board
members, given the current Board
composition. It is the intent of theBoard that the Board itself will bea high-performance organization,
creating a competitive advantage forthe company.
To perform as such, the Board will becomposed of individuals who havedistinguished records of leadershipand success in their arena of activity
and who will make substantial
contributions to Board operations andeffectively represent the interestsof all shareholders. The committee’s
and the Board’s assessment of Board
candidates includes, but is not limited
to, consideration of:• Roles in and contributions valuable
to the business community

How we work

What we create• Personal qualities of leadership,character, judgment, and whether
the candidate possesses andmaintains throughout service on the
Board a reputation in the community
at large of integrity, trust, respect,competence, and adherence to thehighest ethical standards• Relevant knowledge and diversityof background and experiencein business, manufacturing,
technology, finance and accounting,marketing, international business,government, and other areas

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3M 2022 Global Impact Report | #improvinglives• Whether the candidate is free ofconflicts and has the time requiredfor preparation, participation, andattendance at all meetings

Board refreshment

In addition to these minimum
requirements, the committee will also
evaluate whether the nominee’s skills
are complementary to the existing
Board members’ skills and the Board’s
needs for particular expertise incertain areas, and they will assess thenominee’s impact on Board dynamics,
effectiveness, and diversity ofexperience and perspectives.

Five out of the 1074

We regularly add directors to infuse
new ideas and fresh perspectives into
the boardroom.

independent director nominees
standing for this year’s election havejoined our Board within the past
five years, including all four women
directors. In recruiting directors,
we focus on how the experienceand skill set of each individualcomplement those of their fellow
directors to create a balanced
Board with diverse viewpoints andbackgrounds, deep expertise, andstrong leadership experience.

Shareholder
engagement
Shareholder engagement isfundamental to our commitment togood governance and essential tomaintaining our strong corporate
governance practices. We engage
regularly with our global investors
to gain valuable insights into thegovernance issues about which
they care most. We aim to seek acollaborative and mutually beneficial
approach to issues of importance toinvestors that affect our business,and to assure that our corporate
governance practices remain industryleading from their perspectives.

Site spotlights

Who we are

During 2021, members of senior
management, together with twoof our independent directors (ourlead independent director and chairof our Compensation and TalentCommittee), met with a crosssection of shareholders owning
approximately 30% of our outstanding
shares or approximately 44% of ourinstitutional shareholders. Topics
discussed included Board/corporate
governance (culture, composition,
diversity, refreshment, orientation,
evaluation, cybersecurity, ESG,
litigation and regulatory risk oversight,
executive compensation, board
interactions with management,
and broader organization); supply
chain (challenges, strategy, lessons
learned); and environmental,social, and sustainability (carbon/
water stewardship goals, plastic
reduction, investments, pathway toachieve goals, PFAS management,
opportunities to help customers withsustainability, diversity, and inclusion).
Investors provided valuable comments
and perspectives on the company’s
governance practices, including theBoard’s culture and overall diversity,
director refreshment, evolving
Board committee composition,
the Board’s risk oversight, and thecompany’s actions in managing supply
chain challenges and investing inenvironmental stewardship, social
justice, and sustainability. The
feedback from these meetings wasshared with the Board of Directors andhelped inform the Board on corporate
governance practices and trends.

How we work

What we create

Director independence
The Board believes in having asubstantial majority of independent
directors on the 3M Board. The
Corporate Governance Guidelines
and Director Independence
Guidelines provide that a director
is “independent” if the Board
affirmatively determines that thedirector has no material relationshipwith 3M directly or as a partner,shareholder, or officer of anorganization that has a relationshipwith the company and otherwise
meets the requirements forindependence of the listing standardsof the New York Stock Exchange.
The independent directors will makethe Board decisions on corporate
governance matters.
The guidelines specify the criteria
by which the independence of ourdirectors will be determined, including
strict guidelines for directors andtheir immediate family memberswith respect to past employment oraffiliation with 3M or its independent
registered public accounting firm.
The guidelines also prohibit Audit
Committee and Compensation andTalent Committee members fromhaving any direct or indirect financial
relationship with the company andrestrict both commercial and not-forprofit relationships of all directors
with 3M. Directors may not be given
personal loans or extensions of creditby the company, and all directors are
required to deal at arm’s length with
3M and its subsidiaries and to disclose
any circumstance that might beperceived as a conflict of interest.

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75

Site spotlights

Who we are

Governance actions
During 2021, the Board of Directors
held nine meetings. Overallattendance at Board and committee
meetings was 98%.

Commitment tosustainability
We are guided by the principles
of sound science and corporate
responsibility. We believe in an
equitable and inclusive world, so wethink, work, and act to drive meaningfulchange that endures. Together, we
commit to creating a more sustainable
world for future generations.
In collaboration with our employees,
customers, partners, government, andcommunities, we apply our expertiseand technology to help solve sharedglobal challenges. We recognize andconsistently seek opportunities to
do more. It is our ambition to meetthe increasing expectations of ourcustomers, employees, investors,
and stakeholders — and to grow ourbusiness — by continuing to makebold sustainability commitments andtaking stronger actions.

How we work

What we create

For more than 45 years, 3M has beenrecognized as a leader among global
corporations in sustainability actions
and measures, with programs datingback as early as 1975. Since then andto this day, our goals and ambitions
continue to grow and gain momentum
as we recognize how much still needs
to be done to make the world moresustainable for future generations. Oursustainability strategy is a systemic
approach, seeking to drive innovationand holistic impact against sharedglobal needs. We set impactful andmeasurable goals that demonstrate
our environmental, social, andgovernance (ESG) commitments
and progress. As a global science,technology, and manufacturing
company, we believe 3M is uniquely
positioned to bring our full capabilities
to advance meaningful impact, notonly in our workplaces but also in
our communities. As we advanceour initiatives with determination,
we know systemic change requires
resources and long-term dedication.

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76

Group

Function

Board of Directors• Receives regular sustainability updates
at Board meetings• Reviews sustainability-related risks aspart of 3M’s enterprise risk program

Science, Technology &Sustainability Committeeof the Board of Directors• Provides primary oversight of 3M’ssustainability and stewardship activities

Environmental Responsibility andSustainability Committee• Provides leadership, oversight, andstrategy to encourage and ensuresustainability opportunities are recognized• Reviews 3M’s sustainability policies
and program to identify and analyze
significant sustainability, materials
vulnerability, and geopolitical issues
that may impact 3M’s overall businessstrategy, global business continuity, andfinancial results• Develops and monitors adherence withstrong sustainability-related policies
and procedures• 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
Chief Sustainability Officer• Leads 3M’s sustainability activities• Reports to the Environmental
Responsibility and Sustainability
Committee and other internal andexternal groups

Sustainability leaders inbusinesses, areas, andenterprise-wide• Drives Strategic Sustainability
Framework priorities and initiatives
consistent with the scope of their role
• Leads customer relationships to solve
shared global challenges

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Who we are

We report on these efforts annuallyin our Global Impact Report. As a
global corporation contributing tosociety through diverse markets, we
believe that we have a significant
responsibility to advance the United
Nations Sustainable Development
Goals across the world. We are alsoa participant of the United Nations
Global Compact, a policy initiative
for businesses to demonstrate theircommitment to ten principles in
the areas of human rights, labor,
environment, and anti-corruption.
We align our Global Impact Reportto the guidelines of the Sustainability
Accounting Standards Board (SASB)
and the Task Force on ClimateRelated Financial Disclosures (TCFD)
recommendations for helping
businesses disclose climate-related
financial information. Together with
our ambition of improving lives andour strong set of 3M values, thesecommitments drive and inform ourformalized approach to sustainability— the 3M Strategic Sustainability
Framework.
Our commitment to sustainability
encompasses stewardship of water
discharges, air emissions, and physicalwaste to minimize our manufacturing
processes’ environmental impact,
including active management of PFAS
(per- and polyfluoroalkyl substances).
In these efforts, 3M is committed toworking with communities, elected
officials, regulators, and scientists tocontinue to be a good neighbor.
For more information, see Innovatingboldly for our enterprise, customers,
and communities.

How we work

What we create

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3M is a pay-for-performancecompany. Beginning in 2022, a new
ESG modifier has been added to theformula used to calculate the annual
incentive compensation earned by
the company’s senior executives.
Amounts earned by them will be
increased 10% of target, decreased
10% of target, or left unchanged
based on the Compensation andTalent Committee’s assessment of
3M’s performance against a set ofobjective ESG metrics. For more
information, see “2022 changes to our
incentive compensation program —2022 annual incentive compensation
program” on page 69 of 3M’s 2022
Proxy Statement.

Our robust governance framework
includes oversight by our Board of
Directors, which receives regularsustainability 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 responsibilityof 3M’s sustainability and stewardship
activities, including, among
others, environmental and productstewardship efforts, environmental,
health and safety, and legal andregulatory compliance. The company’s
Environmental Responsibility andSustainability Committee, comprising
3M top executive management,
provides leadership, oversight,
and strategy for sustainability, anddevelops and monitors adherence withrelated policies and procedures.

Through engagement with our Boardof Directors, executive leadershipteam, and business units, our work
across 3M’s Strategic Sustainability
Framework is advancing progress
toward our Sustainability Goals.
Additional information can be foundin our 2022 Proxy Statement,
Commitment to Sustainability.

Governance links
For more information on corporate
governance at 3M, see:
• Corporate Officers• Board of Directors• Committee Composition• Governance Documents• Annual Reports & Proxy
Statements

77

Looking
forward
We regularly post governance news,
events, and presentation informationin the Investor Relations section of
our website. See 3M Events& presentations.

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Who we are

How we work

What we create

Enterpriserisk

Understanding, assessing,and planning for risk

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Ourcommitment
The concept of risk appetite andtolerance is an essential componentof our strategic planning, and it is the
responsibility of our senior businessleaders to plan accordingly. We
firmly believe that good corporate
governance practices serve the longterm interests of our stockholders,strengthen 3M’s Board of Directors
and management, and further enhance
the public trust 3M has earned from
more than a century of operatingwith unwavering integrity and doing
business the right way. Governanceincludes broad risk oversight by
the Board and its committees. Risk
analysis is reported to the full Boardby both the general auditor and thechief ethics & compliance officer. The
general auditor and the chief ethics& compliance officer are senior vicepresident positions appointed by, andreporting to, the Audit Committee of
the Board.

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Risk oversight
The Board has delegated primary
responsibility for the oversight ofrisks facing the company to the
Audit Committee of the Board of
Directors. The Audit Committee
Charter states that the committee
will “discuss policies and procedureswith respect to risk assessment andrisk management, the company’s
major risk exposures, and the steps
management has taken to monitor
and mitigate such exposures.” Thesenior vice president and general
auditor, Corporate Auditing, whose
appointment and performanceis reviewed and evaluated by the
Audit Committee, is responsible forleading the formal risk assessmentand management process within
the company. The general auditor,
consulting with the company’s senior
management, annually assesses
the major risks facing the company
and works with those executives
responsible for managing eachspecific risk to develop appropriate
mitigation plans. The general auditor
periodically reviews with the Audit
Committee the major risks facing thecompany and the steps management
has taken to monitor and mitigate
those risks.

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Who we are

While the Board’s oversight of risk
is primarily performed by the Audit
Committee, the Board has alsodelegated to other committees theoversight of risks within their areasof responsibility and expertise. We
believe this governance of risks
by Board committees, who share
information with the full Board,is appropriate for a diversified
technology and manufacturing
company like 3M. 3M’s Annual
Report on Form 10-K, Item 1A
outlines risk factors applicable to thecompany. In addition, 3M’s Proxy
Statement provides details on Board
oversight committees and members.

Keeping ourpeople andcommunities safe,
supporting thefight against the
pandemic, andassuring business
continuity
remained our
top priorities

How we work

What we create

Our actions
Corporate-level
3M’s Enterprise Risk Management(ERM) initiative, launched in 2001, hashelped assure adequate recognitionand ownership of the most significant
potential risks to the company’s
shareholder value, using a processthat proactively identifies andcommunicates enterprise risks within
the company. This includes confirmingthat appropriate plans and oversight
exist for all major risks, providing forongoing review and assessment of risk,
and aiding in generating awareness andengagement of general risk mattersthroughout the company. The approachprovides a customized capability
that leverages 3M’s comprehensive,
experience-based global knowledge
and capabilities while also considering
tools often used in financial orinsurance-oriented businesses.

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To assure long-term success, weare committed to discovering andpreparing for all potential threats toour ability to deliver on our Promisefor our customers. Risk owners
familiar with the environmental,
economic, and business aspects within
the company are interviewed andrequested to complete a thoroughassessment for their respectiverisk(s). Together with subject-matter
experts and senior management, theoutcomes are mapped to demonstrate
the relative level of risk and likelihoodof risk. This “heat map” identifies thehighest-risk areas and shows where tofocus our internal efforts. In addition,
external resources and data arecontinually reviewed to assist in the risk
identification process. The results ofour various risk assessment exercises
are shared with the Corporate
Operating Committee (COC) and thecompany’s full Board of Directors.

Proactivity in the
COVID-19 pandemic
3M places particular emphasis onprotecting our company against
emerging risks in an ever-changing
world. The ongoing and potential
impacts of the pandemic continued
to be a core focus in 2021. Keeping
our people and communities safe,
supporting the fight against the
pandemic, and assuring business
continuity remained our top priorities.

79

Our efforts toward helping to keep our
people and communities safe included
evaluating approaches and processes
to support a return to office basedon the latest science and evolving
employee health and safety guidance.
To help support the fight against
the pandemic and assure business
continuity, we directed our attention
to actively managing inefficiencies
in the global supply chain, avoiding
disruptions, and navigatingwidespread raw materials andlogistics challenges — all with arelentless focus on customer service.

1:1 risk management
meetings
In 2021, the senior vice president andgeneral auditor met individually witheach independent 3M Board member
and each COC member to discuss risk
management in general, as well as
specific risk-related topics facing thecompany. These meetings provided
the COC and Board members theopportunity to share what risk issues
were top of mind for them and whichshould be reviewed and addressed bymanagement with oversight by
the Board.

Site spotlights

Who we are

Business group planning
3M serves our customers throughour four business groups. Annually,leadership from each business grouppresents to the Board, and the Board
discusses and approves detailed longterm strategic plans for the company.
Each presentation includes thefollowing: an overview of the businessgroup, short- and long-term financial
performance and goals, an assessmentof portfolio growth opportunities, andstrategic priorities.

Site-level planning
Our Environmental, Health, andSafety (EHS) management system
looks carefully at each 3M site andnew acquisition and performs a risk
assessment that considers factors
such as potential impact to theenvironment, the community, and
3M employees. Each site is ultimately
ranked based on the risk it poses tothe company, and necessary steps aretaken to minimize potential risks. We
also place particular focus on bringing
acquisitions into alignment with 3M’s
protocols, standards, and training.

How we work

What we create

In addition to conducting EHS risk
analysis, each manufacturing site,
distribution center, and administrativesite has a business resilience plan inplace that includes EHS, security, IT
continuity, business continuity, andmedical response plans. Local incident
management teams use these plans to
prepare, respond, and recover fromvarious incidents. Although we hope tonever use them, it’s critically importantthey are in place and current, andthat employees understand what to
do should an emergency occur. Allplans are prepared in accordancewith standard practices, approvalof management, and regular audits
or assessments. Scenario exercises
are conducted periodically at sites
to evaluate the effectiveness of theplans. These plans are accessible
to 3M’s Global Security Operations
Center, which helps guide notificationand communication processes.

Although wehope to never use
them, it’s criticallyimportant [theseplans] are in placeand current

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80Site spotlights

Who we are

Looking
forward
3M will explore new and innovative
ways to account for and adapt to theincreasing speed at which different
enterprise risks may evolve andimpact our organization at every level.
Our priority is the comprehensive
management of enterprise risks
through an ethical tone, governanceprocesses, and clear roles,
responsibilities, and accountability.

How we work

What we create

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Who we are

How we work

What we create

3M 2022 Global Impact Report | #improvinglives

About report

Corporate
Code of Conduct
Keeping ethics and compliancefront and center

Our
commitment
The Code of Conduct positions
3M for long-term growth and binds
us together as 3M employees —across business groups and acrossgeographies. Great companies arebuilt on trust — from their customers,
shareholders, employees, andcommunities. We’ve earned that trust
and a reputation for integrity overmany decades, and no one at 3M is
free to compromise it.

94,70070

employees in overcountries
globally82

We have one Code of Conduct thatapplies to our 94,700 employees
in over 70 countries globally. Our
Code of Conduct summarizes 3M’s
compliance principles and raises
awareness about how to do businessthe right way, at all times and at
every site. The Code of Conduct is
our guide, answering questions andproviding direction when the rightchoice may not be clear.
3M’s Code of Conduct defines the
expectations for how we work:• Be Good• Be Honest• Be Fair• Be Loyal• Be Accurate• Be Respectful
3M employees, including all
supervisors, managers, and otherleaders, are responsible for knowing
and following the ethical, legal, andpolicy requirements that apply to theirjobs and for reporting any suspectedviolations of law or the Code of
Conduct. Leaders are accountablefor creating an inclusive workplaceenvironment that encourages asking
questions and raising concerns. The
Code of Conduct is available in 25
languages and sets clear expectations
not only for employees but also for
relevant stakeholders andbusiness partners.

Site spotlights

Who we are

How we work

What we create

Global complianceprogramBusiness Conduct
Committee
The 3M Business Conduct Committee
is comprised of several senior
executives and is chaired by 3M’ssenior vice president and chief ethics& compliance officer. This committee
oversees 3M’s compliance efforts toassure that 3M has an effective andworld-class compliance program— one that is agile and anticipateschanges in the external landscapeand internal business strategy.
The Business Conduct Committee
annually, or as needed, updates the
Audit Committee of the 3M Boardof Directors and 3M’s executive-level
Corporate Operating Committee.
Additionally, similar committees
exist at country, regional, and arealevels to operationalize and prioritize
compliance activities.

3M’s global compliance program ismanaged and administered by the
Ethics & Compliance Department,
led by the senior vice president andchief ethics & compliance officer.
The department is staffed withcompliance professionals stationed
around the world. The senior
vice president and chief ethics &compliance officer reports directly to
the Audit Committee of the 3M Boardof Directors. The Audit Committee
assists the Board in overseeing 3M’s
legal and regulatory complianceefforts. This direct reporting line
assures the independence of the
Ethics & Compliance Department,
which is responsible for overseeing
and administering strategic, systemic,
and operational components of 3M’s
compliance program. The complianceprogram is designed to meet the U.S.
Federal Sentencing Guidelines andas designed, meets similar global
standards and requirements of othercountries’ antibribery laws.

The program includes a

24-hour
global helpline
and website

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The program consists of:83• A core set of businessconduct principles• Risk-based due diligence on business
partners, potential acquisitions,
equity investments, and candidates
for hiring and promoting• Education and training• Investigation expertise• Periodic evaluations, audits, risk
assessment, and procedures tomeasure and assess the complianceprogram’s effectiveness• Incentives and discipline to addresscompliance successes and failures• A 24-hour global helpline andwebsite through which employees,
customers, vendors, and otherexternal parties can report concerns
and ask questions (anonymously inmost countries)

Site spotlights

Who we areCompliance training
and education
3M offers a comprehensive online
compliance training program toemployees worldwide. The program’s
training modules are assigned to
employees based on their role
and area of responsibility within
the company. Most courses aremandatory for approximately 50,000
global employees. Each course starts
by identifying the employee’s levelof knowledge through a series of
introductory questions. Throughout
the course, the employee is presented
with scenario-based questions
tailored to their knowledge level.
The employee must demonstrateproficiency on the presented topic tocomplete the course.
An annual training plan is establishedeach year based on an assessmentof internal and external factors
to prioritize topics and timing of
deployment. Online courses areoffered in 22 languages.

Most courses are mandatory
for approximately

50,000global employees

How we work

What we create

Examples of recent training modules
include:• Ensuring Data Privacy:
Global Edition• Effective Business Communications• Preventing Bribery and Corruption• Business Courtesies• Confidential Information
and Computer Security• Preventing Workplace Harassment• 3M Code of Conduct andEthical Decision-Making• Identifying and Navigating
Conflicts of Interest
The Ethics & Compliance website
on 3M’s intranet offers additional
on-demand online training courses. In
addition to offering online training, theEthics & Compliance Department —in close collaboration with 3M Legal
Affairs, local compliance partners,
finance, and human resources —provides frequent, tailored, in-person
training to businesses, subsidiaries,
staff groups, and third parties. Someof this training occurs as part of anannual schedule, while other training
occurs as requested or when
deemed appropriate.

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84Site spotlights

Who we are

Reporting concerns:“Speak Up”
Upholding 3M’s Code of Conduct isthe responsibility of everyone acting
on 3M’s behalf. We encourage our
employees to ask questions or reportconcerns to management, 3M’s
Ethics & Compliance Department, 3M
legal counsel, 3MEthics.com, theirassigned human resources manager,
3M Corporate Audit Department, or
the Audit Committee of the Board of
Directors. Our strong ethical culture
requires and empowers employees
to make the right choices every day.
3M makes it clear that speaking up
is the right thing to do. We know ouremployees care about the company
and want to do the right thing.
On a quarterly basis, the Ethics &Compliance Department recognizes
3M employees around the globe whohave gone above and beyond to bringthe 3M Code of Conduct to life in thework they do and the decisions they
make. Recipients of the Living theCode Award receive a letter from oursenior vice president and chief ethics& compliance officer.

3MEthics.com is a

24-hourconfidential and anonymous

helpline

How we work

What we create

3MEthics.com is a 24-hour
confidential and anonymous (wherepermitted by local law) helpline andonline reporting system. It is managed
by a third-party vendor and is available
to 3M employees and others internallyand externally. The system does
not trace phone calls or use caller
identification, nor does it generate
or maintain internal connection logs
containing internet protocol (IP)addresses. Web-based reports are
made through a secure internet portalthat does not trace or show user
screen names.
The Ethics & Compliance Department
has the responsibility to review every
business conduct concern that isreported. After review, the department
determines which reports require an
investigation. If an investigation isneeded, an appropriate investigative
resource is assigned. For concernsthat are substantiated, disciplinary
actions may be taken. Disciplinecomes in many forms consistent withsimilar past violations, from warnings
to suspensions to termination.
Disciplinary actions may impact one ormore persons associated with a single
substantiated violation. The 3M global
allegations and disciplinary action
graph illustrates business conductrelated reports raised in 2019, 2020,
and 2021, using 3MEthics.com.

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About report

3M global allegations and disciplinary actions
Total number1
1,800
1,600
1,400
1,200
1,000
800
600
2019

400

2020

200
0

2021
Allegations
reported

Substantiatedallegations

Disciplinary
actionsData in the present chart may differ from previous reports as case management progresses.

1

The Ethics & Compliance Department
maintains the investigation casemanagement system and reports
metrics from a broad range of 3M
functions that conduct investigations.
This provides a more complete viewof the frequency and type of concerns
reported globally and better reflects
the healthy “Speak Up” culture thatexists within 3M. This data is used
to prioritize resources andfocus strategies.

85

Site spotlights

Who we are

How we work

What we createΜΙΛΗΣΤΕ ΑΝΟΙΧΤΑ
Suarakan Kecurigaan!

Spregovori

VorbestePozovite¡ HAZLO SABER!

NGRIJE ZËRIN
Sprechen Sie mit uns

Speak up!

Prehovorte!

Высказывайте сомнения!

Exprimez-vous
ProgovoriFale!

直言不讳! Ungkapkan!

Говори открыто 直言不諱!
Hãy lên tiếng!

Parla apertamente

非倫理的な行動 - 報告する義務があります。
ROZMAWIAJ Z NAMI! Çekinme Söyle!

솔직하게 말하기! Tala ut!

3M Ethics & Complianceอย่าละเลยไม่รายงานพฤติกรรมผิดจรรยาบรรณBe 3M

Speak up.
Ask a question.
Raise a concern.
Go to 3MEthics.com

3M encourages
all employees
to speak up toraise a concern
or suspectedviolation of theCode of Conduct

The “Speak Up” poster thatencompasses many of our mostfrequently used languages continues
to be widely used globally.

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3M’s non-retaliation
process
3M prohibits retaliation against
anyone who raises a business conduct
concern in good faith or cooperates in
a company investigation. To monitor
this risk, a compliance investigator
contacts the reporter several times
after an investigation closes to discuss
if the person has experienced any
form of retaliation. This is done either
by phone or via email for known
reporters. For anonymous reporters
who used 3MEthics.com to raise aconcern, the follow-up is handled
through 3MEthics.com to maintainanonymity. If the reporter expresses
concern that they are being retaliatedagainst, the investigations team will
initiate a separate investigation or takeother action to assure the concerned
party is protected. 3M takes a strong
position against retaliation, whichis reflected in the Non-Retaliation
Policy and within 3M’s Employee
Obligations and Reporting Principle.

Assessments
3M’s Ethics & Compliance Department
conducts periodic compliance andanti-bribery evaluations in various 3M
subsidiaries and operating units eachyear. An evaluation includes a review
of financial transactions that transfer
value to third parties, compliancerecords, interviews with a crosssection of employees of the entity
being evaluated, and discussions withselected business partners.

86

The team aims to interview at least
10% of nonproduction employees.
Subsidiaries and operating units
are selected for an evaluation using
objective and subjective risk factors.
Our evaluation planning and site
selection process leverages data toprioritize countries and operations forreview. A “local evaluation” process isused to address site-specific risk withmore agility and speed.
Local evaluations provide a more
focused scope than our standard
deep-dive evaluation and can beorganized and completed with fewer
resources in less time while continuing
to meet the requirements of the Ethics& Compliance Department.
Our evaluation process continues
to evolve. In 2021, the assessmentof compliance culture continued tofocus on “tone in the middle” as wellas “tone at the top.” Middle managers
and supervisors are critical in setting
the tone for their teams. Evaluationinterviews delve into understanding
this and identifying opportunities
for improvement.
Not only do reviews, evaluations,and risk assessments help detect
opportunities for improvement andgaps in processes or procedures,
they also reinforce the importanceof operating in an ethical,
compliant manner.

Site spotlights

Who we are

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. Our commitment
and involvement with the UNGC andour community of peer companies
provides us with the opportunity tocollaborate and share best practices
related to work against corruption in allits forms. Additionally, the complianceprofessionals on our team regularly
participate, present, and are membersof organizations and associations
working to improve compliance
controls and reduce legal risk.

How we work

What we create

3M’s Code of Conduct requires
compliance with all applicableanti-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 to our business
partners. In addition, 3M’s AntiBribery Principle and anti-bribery
policies and procedures have beencommunicated to all employees. Our
Avoiding Bribery and Corruption
training is required of most nonproduction employees, specifically
employees in higher-risk roles,
including those in legal, audit, sales,
marketing, export, and global trading.
The senior vice president and chief
ethics & compliance officer provides
quarterly updates on complianceactivities to the Audit Committee of
the Board of Directors and the 3M
Business Conduct Committee.

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3M’s commitment to anti-corruption
is also reflected in our managementof third-party intermediaries andother business partners. 3M conducts
due-diligence reviews of our third
parties based on an assessment ofrisk factors, including transaction
size, type of relationship, government
interactions, and geography.
Depending on the outcome of thereview, we respond to any identified
risks with specific actions, such as
training, the inclusion of relevant
contractual terms, and other riskmitigating controls. 3M may end a
relationship with a business partner
if the risk presented is determined
to be too high and cannot beappropriately mitigated.
Further, the Ethics & ComplianceDepartment collaborates with 3M
Legal Affairs on due-diligenceprocesses related to potential
equity investments and mergers andacquisitions. These processes help
identify risks in the target company
before an acquisition or investment
is initiated and accelerate our efforts
to integrate an acquired company’s
employees into 3M’s complianceprogram and culture. Ultimately, theEthics & Compliance Department ischarged with conducting a risk review
and implementing any necessary
remediation activities upon the closingof every acquisition.

87

Raising third-party
awareness of 3M
ethics and complianceexpectations
To enhance our communications withand expectations of third parties, 3M
has an online training course and abrochure for our business partners,
available in 30 languages. The
brochure provides another way for
3M to communicate with our business
partners regarding our commitment
to combat global bribery. Michael
Duran, 3M senior vice president andchief ethics & compliance officer, hassaid, “Our commitment to unwavering
integrity in all that we do is clear andstems from the top of our organization.
It has been the foundation of thecompany for more than a century. At
3M, we know there is only one way
to do business — the right way. I am
proud to work for a company that puts
ethics and compliance at the forefrontof everything we do.”“Our commitment tounwavering integrityin all that we dois clear and stems
from the top of ourorganization.”
Michael DuranSenior Vice President andChief Ethics & Compliance Officer

Site spotlights

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What we create

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Our actions
Global Ethics &Compliance Week
Again in 2021, all over the world,
we held Ethics & Compliance Week
events to further build employee
engagement around the Code of
Conduct and doing business the rightway. 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.
On October 13, 2021, the global
corporate Ethics & Compliance Day
was held virtually and showcased
senior leaders from around the world
discussing “Unwavering Integrity:
Make a difference. Do your part. Speakup.” To creatively engage employees,
we held a video contest leading up
to the event, which culminated withmore than 30,000 views in our internalsocial networking platform, one of
the highest for the year. Employees
were encouraged to post a videoof themselves talking about what
unwavering integrity means to them.
The contest concluded with morethan 60 videos being submitted by
employees from all around the world.
The top three winners of the contest
were announced during our global
corporate Ethics & ComplianceDay event.

88

The event featured our Chairman and
CEO Mike Roman as well as company
leaders from around the globe whoshared their personal experienceswith compliance and ethics and how
they encourage employees to speak
up without fear of retaliation. We also
highlighted an employee’s personal
story about speaking up and how
she felt protected by 3M throughevery step of the process. The event
included games and prizes as well.
Additionally, we featured various
videos created to highlight certain
parts of our program. For example,
we started the week featuring global
members of our Ethics & ComplianceDepartment talking about what
unwavering integrity means to them.
We also created a video to highlightthe investigation process frombeginning to end. Employees andleadership shared personal stories
about their experience with the speak
up process, and we ended the weekwith a highlights video.
A post-event survey confirmedthat employees appreciated theglobal nature of the event and theleadership stories. Approximately 80%of the respondents said they were more
confident to speak up after the event.

Approximately

80%of the respondents said
they were more confident
to speak up after the eventSite spotlights

Who we are

Communications to
support our employees,
leaders, and middle
management
In 2021, we continued our efforts
to engage senior leaders, middle
management, and employees utilizing
many tactics — from leadership emails
and supervisor toolkits to employee
videos. We used inputs and data
to react with agility to reach broad
employee audiences around theworld. We enhanced our messaging
to senior leaders by reminding themthat their communications should bebalanced and include reminders that
we expect business to be done theright way. We also leveraged morecommunication tactics to reach our
production employees, including our
3M employee magazine as well as
meetings with site leadership.
Transparency was central to ourcommunications this year. We continued
to publish case studies, which anonymize
real-life situations of employees facing
ethical work dilemmas. In addition,
we published hotline metrics for our
employees, providing visibility to thenumber of concerns raised at 3M anddisciplinary outcomes.

How we work

What we create

Mid-year we launched a newcommunication campaign,“Unwavering Integrity,” based on
emerging trends, including speak
up metrics. The campaign, also
highlighted in the Ethics & Compliance
Week events, encouraged employees
to speak up and tell someone ifthey witnessed or became awareof ethical wrongdoing. We also
featured impactful spoken word
videos and presentations for senior
management to share with their teams
and cascade through the organization.
Additionally, we leveraged internalsocial networking platform messaging
to improve employee awareness of the
speak up process.
We highlighted our “tone at the top”
with senior leadership videos that
supported our Ethics & Complianceprograms and messaging, andreminded employees of the power of
their voice in the speak up process.

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Data analysis
and metrics
The Ethics & Compliance Department
continued to make 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 gifts, entertainment,
and meals management. We usedmetrics to monitor our evaluations
and investigations. As we continue tofunction in a remote environment, theinsights from this monitoring allow us tomaintain the quality of our processes.

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We used inputs anddata to react withagility to reachbroad employee
audiences aroundthe world
In 2021, the Ethics & ComplianceDepartment leveraged data analytics
to enhance our risk assessment
process by combining metrics
with the corporate audit team andcreating a data model that looks at
our geographies and businesses. The
output of this process informs ourpriorities for reviews.
This year, we again implemented an
ethical culture survey for 3M sales
and marketing professionals. Throughanalyzing the survey results, we wereable to correlate the frequency ofmanager-employee engagement about
ethics and compliance with othermeasures, including the willingnessof employees to speak up as well
employees’ perceptions of leaders as
ethical role models. In addition, we
identified trends that were uniqueto certain geographies. Based on
the survey findings, we launched an
extensive communications campaign
to address these concerns to bothmanagers and employees throughout
the year.

Site spotlights

Who we are

Training enhancements
In 2021, our online adaptive learning
training platform continued to be wellreceived by employees. Leveraging
data from our training platform, theEthics & Compliance Department
was able to identify additional
educational needs through data
analysis. Recognizing that people havedifferent learning styles, the Ethics &Compliance Department identified
and launched two new video series toengage learners with fresh content. A
six-part series was rolled out to help
viewers navigate complex ethics andcompliance risk topics by watching
the trials and tribulations of a likable
ex-con re-entering the workforce.
Episodes were posted on the 3M
intranet through the year to engage
employees and deliver compliancerelated messages in a unique format.
We also leveraged innovative videos
designed to communicate compliancemessages on bystander intervention
and conflicts of interest in a lasting,powerful way. These are emotionallycharged spoken-word videos withcustom music, creating memorable
learning experiences for employees.

The completion
rate of our online
training is thehighest it has
been historically

How we work

What we create

We continued to leverage training
data, including performance scoresand post-course survey inputs to
inform future training needs. The
completion rate of our online trainingis the highest it has been historically.
In 2021, we also implemented the use of
new job aids, checklists, and infographics
to present priority compliance topics
in concise, easy-to-read, and practicalformats. Topics included code
obligations, retaliation, conflicts ofinterest, and business courtesies.

Platform enhancements
In March 2021, the Ethics &Compliance Department introduced
a centralized global system that
automates the end-to-end process
for pre-approving and documenting
the offering and receiving of gifts,
entertainment, meals, sponsorships,
and charitable contributions. The
system provides a single, global
process to drive clarity ofrequirements, accountability, andvisibility to interactions. 3M tracks
the offering and receipt of gifts andentertainment from third parties thatexceed a specific value thresholdincluding those presenting heightenedrisk (government officials and healthcare professionals). The tool isavailable in 12 languages.

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Aligned with this launch, 3M’s
policies for gifts, entertainment,
meals, sponsorships, and charitable
contributions were revised andsimplified. The launch of the global
system minimizes the need for many
local specific policies and allows
3M employees around the globe
to leverage the same platform andprocesses. It brings greater controls
and visibility to this line of activity.
The Ethics & Compliance Department
continued to enhance our third-party
due-diligence platform by piloting a
refreshed and enhanced monitoring
program. This program will permit
enhanced ongoing visibility to any risk
indicators of our business partners.

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Finally, we enhanced our policy
management platform, increasingease of use and giving the platform arefreshed look and feel.

The systemprovides a single,
global process
to drive clarityof requirements,
accountability,and visibility tointeractions

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91

Looking
forward
In 2022, ethics and compliancewill remain at the core of what we
do for our employees, customers,
communities, and shareholders. The
Ethics & Compliance Department will
optimize opportunities to continually
improve our program and platforms,
engaging with employees throughnew and different modalities. We
will seek to enhance our third-party
risk controls through improved andstreamlined processes to address newand emerging risk models. We willbuild upon our Unwavering Integrity
campaign and equip employees withguidance, information, and tools to dobusiness the right way and manage
third-party risk through integrated
user-friendly platforms.

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Human rights
We do business one way:
the right way

Ourcommitment
Our Human Rights Policy applies toall 3M employees, contingent andcontracted workers, candidates forhire at 3M, anyone doing businesswith or on behalf of 3M, and others
acting on 3M’s behalf. In 2014, we
became a United Nations Global
Compact (UNGC) participant,committing to align our operations andstrategies with the UNGC principles
on business and human rights. We
support its “protect, respect, andremedy” framework and its principlesof due diligence. Furthermore, the 3M
Code of Conduct and its underlying
principles require compliance withall applicable laws and also require
respect for internationally recognizedhuman rights in all global operations.

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We also recognize the International
Labor Organization (ILO) Declaration
on Fundamental Principles andRights at Work. Adopted in 1998, thedeclaration commits member states
to respect and promote principles
and rights in four categories, whether
or not they have ratified the relevant
conventions: freedom of associationand elimination of discrimination in
employment and occupation, theright to collective bargaining, theelimination of forced or compulsory
labor, and the abolition of child labor.

Guided by deeply
engrained principles
in our culture
Respect for human rights is deeply
engrained in our culture. Within
our own business, 3M’s approachto managing and assuring humanrights is derived from the 3M Codeof Conduct, which recognizes theright of 3M workers to a respectful
workplace. We continue to implement
our human rights program through ourglobal policies, management system,
assessments, audits, training, and,ultimately, our metrics tracking. Our
audit process provides us with a global
perspective over all of our sites andour supply chain.

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Human rights elements
brought to life
Our commitment to upholding humanand workplace rights is embodied
in the 3M Human Resource (HR)Principles, which have remained
consistent for over a century andapply to all of our employees globally:• We respect the dignity and worth of
all individuals• We encourage the initiative ofeach employee• We challenge individual capabilities• We provide equal opportunity
for development
A respectful workplace
Our Code of Conduct lays out what
it means to be a 3M employee andincludes a section, “Be Respectful,”which addresses how we respect one
another and our social and physicalenvironment around the world. We
strive to have a work environment
where people treat each otherwith respect and conduct businessactivities in a manner that protects
health, safety, and the environment.

“...everyone
is entitled torespectfultreatment in the
3M workplace.”

How we work

What we create

3M’s Respectful Workplace
Principle states that “everyone isentitled to respectful treatment in
the 3M workplace. Being respectfulmeans being treated honestly andprofessionally, with each person’s
unique talents, background, andperspectives valued. A respectful
workplace is free from unlawful
discrimination and harassment, but it
involves more than compliance withthe law. It is a work environment that is
free of inappropriate or unprofessional
behavior and consistent with 3M’s
ethics and values — a place where
everyone can do their best, and where
people are free to report workplaceconcerns without fear of retaliation
or reprisal.”
Working hours and wages
3M complies with minimum wage
legislation globally, and we endeavor to
exceed the legal minimum wage. Ourcompetitive compensation reflects ourpractice of establishing competitive
salary ranges based on actual pay datafrom benchmark peer companies inmanufacturing. Additional information
on wages can be found in theCompensation section.
To learn more about benefits andour Work Your Way model for nonproduction employees, see our
Employee programs section. Learn
more about our pay equity policies andactions in our Diversity, equity, andinclusion section and 3M’s 2021 Global
Diversity, Equity & Inclusion Report.

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Approximately

Freedom of association and the rightto collective bargaining

25%

3M works diligently to create aculture that affords all employees theopportunity to work without fear of
intimidation, reprisal, or harassment,in an environment where employees
can have their questions and concerns
addressed in a fair and timely manner.
Promoting a strong relationship with
employees is a key priority for allcompany leaders and is supported
by human resources representatives.
Human resources professionals workwith employees to maintain positive
employee relations.
Our Human Rights Policy has a
specific subdivision on the freedom of
association, which 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.” In the eventof business operations changes, wefollow all applicable local laws andregulations regarding consultation andnotice periods for both represented
and non-represented employees.
Approximately 25% of 3M’s employees
are either represented by a collective
labor organization or covered by alabor agreement. We are aware that, insome countries, collective bargaining
rights are not protected or recognized.
Nevertheless, 3M assures employeesthat freedom of association andcollective bargaining aspects of our
Human Rights Policy apply to all 3M
employees worldwide.

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of 3M’s employees
are either represented
by a collective labororganization or coveredby a labor agreement

Forced and compulsory labor

Modern slavery

Child labor and minimum hiring age

Modern slavery, as an umbrella term,
encompasses several human rights
issues, including forced labor, bonded
labor, child labor, human trafficking,and slavery-like practices. We have arobust stance against these practices
as set out in our Modern Slavery
Statement; labor, employment, andbusiness conduct policies; and the 3M
Supplier Responsibility Code. These
policies reflect our commitment toacting ethically and with integrity inall our business relationships and to
implementing effective systems andcontrols, so this practice does nottake place within our organization andsupply chains.

3M is committed to doing our partto help abolish child labor. This
commitment is evident in our Human
Rights Policy and Modern Slavery
Statement. Although the permissible
hiring age for employees may vary
based on the laws of different
countries, 3M has adopted global
expectations regarding the hiringof minors. Even if local law permits
it, 3M will not hire any employee
nor engage a contingent worker (anindividual provided by a third-party
staffing agency to perform temporarywork) below the age of 16 for any
job. If the applicable laws impose ahigher minimum age requirement than16, 3M follows the stricter standard
in compliance with the law. See ourSupplier Responsibility Code fordetails on supplier requirements.

3M complies with all applicable laws
and employment regulations anddoes not engage or participate inforced labor. We have those same
expectations for all suppliers doing
business with us. This commitment
is evident in our Human Rights
Policy, Modern Slavery Statement,
and Supplier Responsibility Code.
Additionally, we prohibit impositionof financial burden (withholding
wages or imposing fees) on workers,
recruiters, or suppliers. 3M has tradecompliance experts who monitor tradelaws and regulations, including thoserelated to human rights concerns. As
we are made aware of potential risks
from specific regions or countries,
we review our relationships andbusinesses to determine if any further
action is warranted.

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Human trafficking
Our approach to human trafficking
is very simple: We do not tolerate
it. Our Human Rights Policy details
our prohibition of human trafficking.
We are committed to using effective
systems and controls to prevent
human trafficking from taking place
anywhere within our business or
supply chains. These prohibitions
apply to 3M and its subsidiaries aswell as to our federal contracts andsubcontracts for either commercial or
non-commercial items.
Our Supplier Responsibility Codedetails expectations regarding laborand human resource practices forall our suppliers worldwide. 3M
suppliers must comply with all local
country labor and human resource
laws; cannot use labor that is forced,
bonded (including debt bondage),or indentured labor, involuntary or
exploitative prison labor, trafficked orslave labor. This includes transporting,harboring, recruiting, transferring,or receiving persons by means of
threat, force, coercion, abduction, or
fraud for labor or services. Additional
information can be found in the
Suppliers section.
Security personnel training
and proceduresWith the rise in corporate security
breaches worldwide, our internal
Human Resource Security Standard
provides the controls required toachieve human resource
security based on industry
standards and best practices.

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Roles and responsibilities of
information security employees,
contingent and contracted workers,
and suppliers must be defined anddocumented in accordance with the
3M Information Security Management
System (ISMS). Background checks
for suppliers, contingent workers,
and candidates for employment must
be carried out in accordance with
relevant laws and regulations, andmust be appropriate for the business
requirements, classification of theinformation to be accessed, and theperceived risks. Workers and suppliersin the United States are required
to review and acknowledge 3M’s
Systems Access Control Standard andother 3M policies and standards.
Management requires 3M employees
as well as workers and suppliers
to apply security practices inaccordance with established policies
and procedures. All 3M employees
and, where relevant, contingent
workers and suppliers, must receive
appropriate awareness training andregular updates on organizational
policies and procedures, as relevant
for their job function.
For more information on workplacesecurity, see the Environmental,
health, and safety section.

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Raising, addressing,and resolving
workplace concerns
When concerns related to humanrights, labor practices, environmental,
or safety issues arise, our employees
and people who interact with 3M areencouraged to raise questions or reportmisconduct or potential misconductand can do so anonymously where
local law permits. Employees also
receive training that the following
are mechanisms to report andresolve concerns:

How we work

What we create

3M prohibits retaliation against
anyone who, in good faith, asksa question, reports a concern,or participates in a company
investigation. This position is reflectedin the Non-Retaliation Policy andwithin 3M’s Employee Obligations
and Reporting Principle.
In addition, we conduct auditsof site, workplace, and humanresource practices, and we conduct
assessments and audits of suppliers
regarding 3M’s expectations related
to labor practices. See the Suppliers
section for more details.

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Our actions
Strong support forhuman rights charters

96• United Nations Guiding Principles
on Business and Human Rights• International Labor Organization’s
Declaration on Fundamental
Principles and Rights at Work• Universal Declarationof Human Rights• Organisation for Economic Cooperation and Development (OECD)— Guidelines for Multinational
Enterprises, including OECD
Due Diligence Guidance for
Responsible Supply Chains ofMinerals from Conflict-Affected
and High-Risk Areas• European Convention
on Human Rights• United Nations Convention
Against Corruption

3M continues to support several
external human rights charters.
Among them are:
• United Nations Global Compact• Employee’s management
Segment

Salient risk*

Action plan to address

3M employees• Nonconformance with the 3M Code of
Conduct

See Corporate Code of Conduct section for additional details on
our actions.

Workers on assignmentfor 3M• Unsafe working conditions, mistreatmentof workers

See Workplace Environmental, Health, and Safety Principle.

• 3MEthics.com (option for anonymity)• 3M Corporate Audit Department

Suppliers• Audit Committee of the Boardof Directors• Nonconformance with 3M Supplier
Responsibility Code expectations

See Suppliers section for details on our risk-based supplierassessment process.

Government relations• Not adhering to applicable laws, rules,
and regulations

See 3M’s Ethics & Compliancewebsite for more information regarding
how to report a concern. Additional
information can be found in the
Corporate Code of Conduct section.

See Lobbying and Political Activities Principle, Lobbying
and Political Activities Governance, and Doing Business with
Government Agencies and Contractors Principle for more
information.

Acquisitions, mergers,and divestitures• Failing to recognize human rights issues
during the acquisition, merger, ordivestiture diligence processes

Prioritize and address human rights issues relative to risk andcompliance; see Human Rights Policy, Respectful Workplace
Principle, EHS&PS Acquisitions, Mergers, and Divestitures
Standard, and Workplace Environmental, Health, and Safety
Principle for more information.

Local communities• Inequitable opportunities to succeed inscience, technology, engineering, andmath (STEM); skilled trades occupations

Assess community partnerships where we provide support tounderrepresented populations, so they have equal opportunity
for success in STEM and skilled trade employment areas; see theCommunities section for additional information.

Customers• Failing to produce products that are safefor their intended uses, compliant withapplicable laws and regulations, andmeet 3M expectations

See Product Safety, Quality, and Stewardship Principle andInnovation management section for more information.

• 3M Human Resources• 3M Legal Affairs• 3M Ethics & Compliance Department*Risks as per human rights policy (safe and healthy workplace, respectful workplace, workplace security, work hours and wages, freedom of association, child labor,
forced labor, human trafficking, or recruitment fees to obtain employment)

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Who we are

How we work

What we create

Holistic approachto human rights
due diligence
The 3M Code of Conduct is partof how we deliver on our promise
to our employees, customers, andshareholders and positions 3M forlong-term growth. Our Code of
Conduct summarizes the guidance
provided in 3M’s principles,policies, standards, and procedures,
which govern how we do businesseverywhere, every day. By living
our Code, we create an inclusive
workplace where each employee
contributes to 3M’s purpose. Our
success depends on our unwavering
integrity. These global corporate
expectations apply to all 3M
employees and third parties who act
on 3M’s behalf.
In our view, human rights due
diligence requires a holistic approach.
We assess our own business aswell as those who are acting on ourbehalf — in supply roles, government
relationships, acquisitions, mergers,and divestitures — to identify thesalient human rights issues applicableto our business. We have agrievance mechanism in place,
3MEthics.com, which can be used toraise a concern regarding any adverse
human rights impacts. We also
comply with all applicable laws andhonor the principles of internationallyrecognized human rights when facedwith conflicting requirements.

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Within our own business

Assessing human rights
Our assessment of human rights aligns
with our Code of Conduct and policies
and includes these points of review:
safe and healthy workplace, respectful
workplace, workplace security,
work hours and wages, freedom of
association, child labor, forced labor,human trafficking, and recruitment fees
to obtain employment. Evaluations
are integrated into other assessmentand management processes and are
based on material issues regardlessof where they’re identified within thevalue chain.
Based on this assessment process, wehave determined that in our various
spheres of influence (our own businessand in others acting on 3M’s behalf),
the sphere with the greatest potential
for human rights impact is within our
supply chain.

Within 3M, our approach to managing
and respecting human rights, including
addressing modern slavery, aligns
with the 3M Code of Conduct, which
recognizes the right of employees
to have a respectful workplace. As
stated in the Code of Conduct, whichis available in 25 languages, all 3M
employees are held to the same highstandards. If the Code of Conduct
sets a higher standard than the law,
we are expected to follow the Code of
Conduct and do business the 3M Way:
always making the right choices forour company and our customers andprotecting our reputation in all we do.
We are all leaders when it comes toethics and integrity, and we must meetthese important commitments:• Know and follow the guidance set
forth in our Code of Conduct• Foster a positive, inclusive work
environment and a strong cultureof ethics• Complete compliance courses andcertifications on time
• Report suspected violations of thelaw or our Code of Conduct unlessprohibited to do so by local law

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3M employees, including all
supervisors, managers, and otherleaders, are responsible for knowing
and following the ethical, legal,
and policy requirements that apply
to their jobs and for reporting any
suspected violations of law or the
Code of Conduct. Executives andmanagers are accountable for creating
an inclusive workplace environmentthat encourages asking questions andraising concerns.
To help protect employees’ rights, our
Employee Relations (ER) Assessment
tool enables any 3M location globallyto assess its policies and practices.
Using the tool, and tracking data
throughout the assessment process,leaders can review practices related
to 3M’s Human Rights Policy, identify
strengths and opportunities for
improvement, and develop an action
plan for closing any potential gaps.
Our ER organization audits locations
around the globe to assist withadherence to our principles, policies,
and procedures.
For additional details on our employee
processes, see the Diversity,
equity, and inclusion and Employee
programs sections.

• Do not engage inworkplace retaliation• Report any known orsuspected retaliation• Cooperate with investigations

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Who we are

Assuring human rights
through training
We provide training globally to assurethat 3M employees understand therequirement to comply with the law,
3M’s Code of Conduct, supporting
policies, standards, and procedures,
including human rights.
In addition to offering online training,
the Ethics & Compliance Department— in collaboration with 3M Legal
Affairs, local compliance partners,
finance, and human resources —provides frequent, tailored training
opportunities to businesses,
subsidiaries, staff groups, and third
parties. Some of this training occurs aspart of an annual schedule, and sometraining occurs as requested or when
deemed appropriate.

How we work

What we create

Each supervisor must assure thatthose who report to them complete
mandatory compliance training andCode of Conduct certification as
required in 3M’s Code of Conduct.
See the Corporate Code of Conduct
section for more information.
Employees are assigned courses
based on their role. An annual training
plan is established each year based on
an assessment of internal and external
factors to prioritize topics and timingof deployment. For example, global
employees in 3M’s Strategic Sourcing,
Supply Chain, and Legal organizations
receive a course titled: Introduction to
Eliminating Forced Labor, Slavery, andHuman Trafficking from Global
Supply Chain.

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Completion of 3M’s Code of Conduct
and Ethical Decision-Making course iscompulsory for most new employees
and is required for all relevant
employees on a two-year cycle. This
course includes content on 3M’s
Respectful Workplace Principle, 3M’s
Global Human Rights Policy, and 3M’s
commitment to human rights. This
course also provides awareness toemployees about 3M’s expectation forreporting all suspected violations oflaw or 3M Code of Conduct and thedifferent channels available for raisingsuch concerns. 3M employee online
courses are offered in 22 languages.
Training for 3M employees on the
3M Supplier Responsibility Code(SRC) processes and tools includes aself-check exercise and final quiz tounderstand the effectiveness of the
training. Training is available online
and is updated when there havebeen significant changes to the SRC,
process, or tools. SRC training andinformation for suppliers reside on
the 3M Supplier Direct website. SRC
information is sent to suppliers prior to
conducting an assessment to assureawareness of expectations — which
are also addressed during supplier
status review meetings.

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Employees are
assigned courses
based on their role.
An annual training
plan is establishedeach year
Workers on assignment for 3M
Upholding 3M’s Code of Conduct isthe responsibility of all workers on
assignment for 3M. Multiple processes
are in place to assure 3M’s principles
are being upheld by these parties.
A good example is our approach tohealth and safety.
Under the Workplace Environmental,
Health, and Safety Principle,
3M’s Code of Conduct requires
3M employees to select and retain
suppliers, contractors, or outsourced
manufacturers and service providers
who comply with applicable laws
and regulations and meet 3M’s
environmental, health, and safetyvalues. In addition, at 3M sites, allvisitors, suppliers, contingent workers,
and contractors are held to the same
safety and health requirements as
3M employees.
See the Environmental, health, andsafety management section for
additional information.

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Our suppliers
At 3M, we recognize the choices wemake for our material and service
providers must also reflect our values.
We want our suppliers to share ourcommitment to maintaining compliant,
responsible, safe, and sustainable
operations and practices. In addition tocompliance with applicable labor andhuman resource laws, we expect our
suppliers to be committed to upholding
the human rights of workers and totreating them with dignity and respect
as understood by the global community.
This applies to all workers, including
temporary, migrant, student,
contingent, and employees. These
expectations are laid out in the 3M
Supplier Responsibility Code andsupport our goal to drive supply chain
sustainability through targeted raw
material traceability and supplierperformance assurance.
For details on our risk-based supplierassessment process, see theSuppliers section.
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
around the world.

How we work

What we create

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Before entering into any government
contract or any agreement related to agovernment 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 includedin 3M’s government contract flowdown requirements for suppliers. In
the United States, the government
has adopted a regulation (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 — all of which resultin the deprivation of a person’s liberty
by another in order to exploit them forpersonal or commercial gain.
3M has implemented processes toassure compliance with the U.S.
Federal Acquisition Regulation,
including a Human Trafficking
Prevention Standard.
For more information, see the Doing
Business with Government Agencies
and Contractors Principle.
Acquisitions, mergers, anddivestitures
3M regularly pursues the sale andpurchase of business interests. For
each business that may be acquiredor divested, human rights issues areprioritized and addressed relative
to risk and compliance during theacquisition integration ordivestiture process.

Additional information can be found in
the EHS&PS Acquisitions, Mergers,
and Divestitures Standard, and theEnvironmental, health, and safety
management section.

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Partnering with local communities
As part of 3M’s promise, we work
to help improve lives by solving theworld’s greatest challenges. The
power is in partnership. As a global
corporation, we believe that we havea significant responsibility to society
in general and, especially, to thecommunities in which we live
and work.
The success and growth of ourbusiness hinges on the success andgrowth of all of our communities,
so we recognize the importance ofequal access to science, technology,
engineering, and mathematics (STEM)
education and careers.
In 2021, 3M began executing on
our plan to invest $50 million toadvance workforce development
and STEM education initiatives aspart of our platforms for change. We
engaged local government, nonprofit
organizations, and the education
sector to elevate new voices andperspectives to help address racial
opportunity gaps. Learn more about
how we are empowering an inclusive
culture in 3M and supporting ourcommunities in the Communities
and Diversity, equity, and inclusion
sections and 3M’s 2021 Global
Diversity, Equity & Inclusion Report.
Details of our approach to stakeholder
engagement can be found in the
Leading with purpose section.

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3M plans to invest$50M

to advance workforce
development and STEM
education initiatives

Our customers
We are committed to commercializing
and selling products that are safe for
their intended uses, compliant withapplicable laws and regulations and
3M expectations, and developed witha goal to continuously improve theEHS performance of products andcorresponding manufacturing processes.
See our Product Safety, Quality,
and Stewardship Principle and theInnovation management section for
more information.

The success andgrowth of ourbusiness hinges on
the success andgrowth of all of ourcommunities

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Looking
forward
We are closely monitoring new andchanging legislation globally on humanrights and will continue to update ourModern Slavery Statement as new
requirements are implemented.
In 2022, we will explore new tools
to empower our employees toraise human rights concerns in amanner with which they feel themost comfortable. As the pandemic
continues to evolve and limit ourability to travel and perform onsite assessments for human rights
concerns, we will maintain the same
stringent level of assessments bycontinuing to adapt them to virtual
formats. For our suppliers andother third parties with whom we
do business, we will strengthen ourhuman rights training courses to help
improve their understanding of
our expectations.
Our leadership will bring a renewed
focus on environmental justice andclarity on how 3M can accelerate ourambitions toward a more equitableworld — one where all people
have an equal voice in crafting
environmental regulation, and no one
is disproportionately affected by it.
In addition, 3M will continue to drivesocial justice within our communities
and every level of our organization.
For additional details aroundengaging our communities, see theCommunities section.

How we work

What we create

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How we work

What we create

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Compensation
Equitable pay and benefits
for everyone, everywhere

Our
commitment
The importance 3M places onenvironmental, social, and governance(ESG) efforts influences how weprovide competitive, market-based
pay and comprehensive benefits
for our employees. In addition to aprofessional work environment that
promotes innovation and rewards
performance, 3M’s total compensationfor employees includes a variety ofcomponents that support sustainable
employment and the ability to build
a strong financial future. In an effort
to deliver on our goal to achieve andmaintain 100% pay equity globally,
we leverage an Annual Salary Review(ASR) process that continues toyield strong pay equity results for
employees performing the same job inthe same location.

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Our commitment to ESG in ourcompensation applies at every
level of our business. Executives’annual performance evaluations
take into account their actions on
diversity and inclusion matters aswell as their contributions toward ourenvironmental and social goals, forthose who are in a position to makethem. These performance ratings canhave a material impact (either positiveor negative) on annual incentive
compensation payouts, base salaryand target total cash compensation
adjustments, the target value of future
long-term incentive awards, andopportunities for career advancement
within 3M.

Performance-based pay
3M is a pay-for-performance company.
In addition to earning a base salary,eligible employees are compensatedfor their contributions to the company’s
growth, profitability, and other goals.
This compensation falls into two
categories: short-term cash incentives
and long-term equity incentives in
the form of annual restricted stock
units (RSUs), stock options, stock
appreciation rights (SARs), and/or
performance-based awards.

Our goal is to achieve and maintain100%

pay equity globally

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As detailed in the 3M Board of
Directors’ Compensation andTalent Committee, all incentive
compensation and all aspects ofexecutive compensation are reviewed
regularly by the Compensation
and Talent Committee, which iscomprised solely of independent
non-employee directors. The
committee, along with its independentcompensation consultant, assesses
the design of and risks associatedwith incentive compensation,
recommending changes whenappropriate. Any recommendations
related to compensation for 3M’s
CEO are subject to ratification by allof the independent members of theBoard of Directors. The Compensation
and Talent Committee reviews
stakeholder proposals relating to
executive compensation mattersand recommends to the Board
the company’s response to suchproposals. 3M executives are also
eligible to participate in deferredcompensation plans that enable themto save for retirement or for otherreasons, and they receive certain otherbenefits, such as financial planning
services. Approximately 100 executives
were eligible for these benefits in 2021,
including all of the named executive
officers. 3M’s 2022 Notice of Annual
Meeting & Proxy Statement provides
additional details on the named
executive officers’ compensation.

How we work

What we create

Goals and elementsof Board of Directors’compensation
The Nominating and GovernanceCommittee annually reviews the statusof the Board’s compensation in relation
to other large U.S. companies and is
responsible for recommending to theBoard changes in compensation for
non-employee directors. In developing
its recommendations, the committee isguided by the following goals:• Compensation should fairly pay
directors for work required in acompany of 3M’s size and scope.
• A significant portion of the totalcompensation should be paid in
stock to align directors’ interests
with the long-term interests ofstockholders. As a best practice,directors are required to hold allannual stock retainers earned after
October 1, 2007, until they retire
from service on the Board.
• The structure of the compensation
should be simple and transparent.
Annually, at the request of theNominating and GovernanceCommittee, Frederic W. Cook &Co., Inc. (“FW Cook”) conducts asurvey of director compensation
at other large U.S. companies andprovides expert advisory support tothe committee on the compensationof non-employee directors.

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103

Earning up to your true
potential: performance,compensation,and culture
Employees have the opportunity togrow through challenging work andare rewarded for their efforts. Asa pay-for-performance company,
total compensation is impacted byour performance process, called
Performance Everyday. Our approachto performance aligns an employee’s
development, individual goals, andefforts to advance 3M’s culture withcompany business objectives andoutcomes, creating a win-win situation
for both the employee and 3M.
Our culture provides a framework for
performance and compensation, butmore broadly exemplifies who we arewhen we are at our best. At 3M, welook to embody these culture elements:

Customerat our core
InnovatingboldlyPoweredby inclusion
Winningwith agility
Unwavering
integrity

Our “Unwavering integrity” element
specifically calls for us to deepen our
dedication to sustainability and to
our global communities. Additional
information on 3M’s employee
development and compensation canbe found in the Employee programs
section and on 3M.com.

Employees havethe opportunity
to grow throughchallenging workand are rewarded
for their efforts

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Our actions
Pay based on role,
responsibilities, skills,
and performance
We maintain our focus on our
global compensation principles toprovide market-competitive, fair,and equitable pay. In our continued
journey, we appropriately benchmark
compensation of our global sites anduse consistent methods to analyze
our compensation position against
the market. Efforts continued in
2021 to standardize and simplify our
methodology around market pricing,utilizing data sources from multiple
vendors. As we move forward, we willcontinue to look for ways to manage
this process in an increasingly efficientand consistent manner.
Our global market pricing process
allows us to provide marketcompetitive compensation for
employees and drives consistency
and transparency in compensation
practices across regions. Using
common job descriptions and grades
throughout the world, this global
process uses data from multiple
surveys to benchmark pay levels andmap job grades, which helps drive ourprinciples for fair and equitable pay.

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In 2021, we increased the accessibility
and visibility of how competitive thecompensation for our nonproduction
employees is compared to theirMarket Reference Point (MRP).
With this change, we also increased
compensation for all nonproduction
employees who were paid below 90%of their MRP.

Delivering on our
promise of fair andequitable pay
3M’s industry-leading formula forcompensation helps provide equitable
pay for employees. We factor in
performance accelerators based on
the Performance Everyday process.
At 3M, the proportion of total rewards
aligned with variable (incentive) pay
increases with job grade and reflects
the job grade’s influence on both
short- and long-term results. Eligibility
for 3M’s Annual Incentive Plan (AIP)and Long-Term Incentive Plan (LTIP) isbased on job grade, considering boththe job grade’s ability to influence theperiod being measured and market
competitiveness for these types ofcompensation. We have used the sameannual salary adjustment processsince 2012, designed to drive toward
an equitable pay result. The 3M Boardof Directors’ Compensation and TalentCommittee periodically reviews anddiscusses with management mattersrelating to internal pay equity.

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To continue driving toward pay equity,
we conduct a supplemental analysis
of average pay for males and females,
and compare the two (i.e., a raw wagegap). We also compare, by location,
pay for males and females in all jobs
and job grades (e.g., comparing
average pay for entry-level maleaccountants in the U.S. to average payfor entry-level female accountantsin the U.S) and assess any disparity.
We do the same analysis in the U.S.
for minorities aggregated as a groupversus non-minorities. An analysis
comparing national average raw pay
gap data between men and women
to 3M’s compensation data showed
our raw pay differences are below
external benchmarks. The pay gap bygender across all 80 countries where
3M has employees is 0.27% when
we consider grade, location, and job
code. When analyzing the genderwage gap by area, we see a similar
trend where all areas have a wage gapof less than 1%. We continued to pushfor more granularity in our analyses
and reporting of compensation values
globally so we can maintain pay
equity and transparency across theglobe. See our results and more in
the Diversity, equity, and inclusion
section and 3M’s 2021 Global
Diversity, Equity & Inclusion Report.

How we work

What we create

GovernanceIn 2021, approximately 91% of
the shareholder votes cast on our
say-on-pay proposal approved thecompensation of our Named Executive
Officers as disclosed in 3M’s 2022
Proxy Statement. When making future
executive compensation decisions, thecommittee will consider the results ofthis year’s say-on-pay proposal as well
as feedback from our stockholders.
3M’s clawback policy covers both cash
and equity compensation for executives
and addresses situations involving
significant financial or reputational harm
as well as risk management failures.
The Board of Directors continues tomonitor regulatory developments
relating to recoupment of incentivebased compensation.

The pay gap by gender across all

80
0.27%

countries

where 3M has employees iswhen we consider grade,location, and job code

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Looking
forward
In the year ahead, we expect toremain in overall good health as acompany due to the diversity of ourbusinesses, and this will support ourability to continue paying employees
competitively. We will continue toadhere to our principles of competitive
pay, equitable pay, transparency,
and pay for performance and willcontinue to follow our establishedcompensation principles as we work
to maintain our goal of global
pay equity.
Our 2022 incentive plans for senior
executives will continue to take into
account their contributions on relevant
ESG matters, and we will incorporate
an ESG scorecard into the annual
incentive payout calculation for them.
We anticipate this scorecard will track
execution and progress against a setof objectively determinable goals for
ESG metrics that are strategicallyimportant to 3M. The Compensation
and Talent Committee will be
responsible for deciding whether anadjustment (±10% of target) should
be applied to the “standard” annual
incentive payout calculation.

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Employee programs
Developing employees andbuilding a meaningful culture
Ourcommitment
At 3M, we lead with culture. We want
our employees to focus on making
an impact on the world and feelempowered to bring innovation into
their work. We know that engaged
employees are more satisfied with theirwork, tend to stay longer, and are moreproductive and committed. We fosterand reinforce behaviors that support
engagement on many levels, including
networking, collaboration, diversity,
equity, and inclusion. We focus on thequality and the impact of professional
development and career growth.

Our company touches nearly every
industry in every geography globally.
Working at 3M provides a range ofdevelopment opportunities few othercompanies can offer. Our people
can live in different countries, learn
about different cultures, and develop
a variety of skills across different
industries. It’s possible for someone togo from a role in the lab, to marketing,to sales, to business development,
and all the way up to the C-suite. 3M
is so diverse that people can reinvent
themselves and their careers all within
one company — and can collaborate
with other curious, creative minds
wherever they go. For more
information, see the Diversity, equity,and inclusion section.

We focus on thequality and impact
of professional
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Our actions
Our most valuable resource is ourpeople, and we invest in their success.
We offer a wide range of benefits anddiscounts designed to help them live
their best lives. We also provide tools,
opportunities, and support for people
who want to learn and grow every day,both personally and professionally.

A learningfocused culture
Our 94,700 employees do work thatmatters, applying 3M Science inways that make a positive impact on
people’s lives. In today’s fast-moving
business environment, it’s more
important than ever to anticipate andexceed the needs of our customers,
shareholders, and employees. Creatinga high-performance culture built on
continual learning helps 3M achievebusiness growth for the company
and professional growthfor employees.

Our 94,700
employees dowork that matters,
applying 3M Sciencein ways that make apositive impact on
people’s lives

Investing in our people
In 2020, 3M introduced a newenterprise learning strategy toaccelerate our culture transformation,
empower our employees, and drive
long-term business growth andinnovation by fostering a culture ofcontinuous learning. The learning
strategy is framed against threestrategic pillars, including:• Nature of culture ofcontinuous learning• Empower learners to build anddevelop skills• Drive innovation and fuelbusiness growthThis strategic shift has helped 3M
navigate the many changes andchallenges that were presented in
2021, including the transition from thethird industrial age (the age of digitalconnectivity) to the fourth industrial
age (the age of artificial intelligence),
the effects of rapid globalization, andthe continued uncertainty created by
the global pandemic. As the market
continues to evolve rapidly and as
skills are expiring at an ever-increasing
rate, 3M is committed to fostering
a culture of continuous learning toequip 3M employees with the skills of
tomorrow so that we can stay relevant,innovate, and grow at 3M today.
To promote personal, career, andbusiness growth in 2021, we focusedon the following elements:• Continuously upskill our entire
workforce with critical andemerging core and functional skills• Establish a learning ecosystemthat provides personalized learning
experiences for every employee inthe flow of work and life
• Provide space and time for the
key moments in each employee’s
journey and assure that every
employee understands how we canthrive together as 3M employees
Furthermore, our new enterpriselearning strategy connects the threads
across the employee experience by
activating our culture transformation
and recognizing learning is criticalfor us individually and as a company.
Broad, inclusive, and accessible
resources have been made available
to equip all 3M employees witheverything they need to learn andgrow every day.

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In 2021, we provided 25 hours oflearning and development experiencefor our full-time equivalent (FTE)
employees. Our learning orientationand philosophy focused on
experiential learning and skill-building
rather than classroom-style (or virtual)training. The number of training hours
and the training cost per employee are
not our leading indicators of humancapital performance. Instead, whenassessing our development programs,
we focus on indicators that alignemployees’ results to the company’s
success. Leadership and employee
engagement, employee retention
rates, brand recognition, acquisition
integration milestones, and Lean Six
Sigma (LSS) project value are a few
examples of indicators that contributeto 3M’s recognition as an industry andglobal business leader.

How we work

What we create

3M has prioritized learning and careerdevelopment opportunities not only
for leaders but for all employees.
Employees have the freedom tocreate meaningful development
plans, identify goals, and take steps
to achieve them. 3M and supervisors
provide the tools to help them achieve
those goals.

Employee development
Our aim is to have 100% of employees
engaging in development activities.
With our global online employee
learning platform, Develop U,
employees are easily able to accessdevelopment resources to support
their career aspirations and advancetheir strategic skills and capabilities
within 3M. Develop U provides
employees with a personalized
experience by recommending
relevant content based on theirrole within the organization.

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About report

Additionally, content is organized
and aligned to directly support ourorganizational priorities, including the
3M culture elements, core or powerskills, company-defined functional
skills, LSS, sustainability, and otherrelevant content and experiences.
Develop U provides access to tensof thousands of unique, just-intime learning resources in 12 corelanguages, allowing 3M’s global
workforce to engage in employee
development. Beyond Develop U, 3M
provides access to functional learning
content through multiple otherchannels. These expanded learningand development offerings haveincreased reach, covering our total
global workforce.
In 2021 alone, we have seen 80% of
our global workforce engage in selfdirected training via online platforms
and in-person/virtual experiences,reaching both production and nonproduction employees globally.
Considering job-specific as well as
self-directed training, over 1 million
online learning resource completions
were recorded (across 22,000 learning
assets), and almost 30,000 in-person
and virtual events were attended in
2021 (or approximately 665,000 hoursof learning in 2021).

80%

of global
workforceengaged in selfdirected training

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Our aim is to have

100%of employees
engaging indevelopment
activities
Over

1 million

online learning resources
completions across

22,000learning assets

Almost30,000in-person and virtual

events were attended
in 2021

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Who we are

Also, in 2021, we introduced a new
key content partner, Udemy for
Business, providing employees accessto thousands of courses across a wide
variety of topics, including functional
learning, technical skills, and coreor power skills. Since the release inJune 2021, over 13,000 employees
have engaged with 30,000 hours of
Udemy for Business content. Today,
we provide all 3M employees witha wide range of content options
and spend significant time working
with our other content partners,
including Franklin Covey, GetAbstract,
and CrossKnowledge, to curate
meaningful learning journeys for our
employees, making it easier for themto find and engage with the topics
they are most interested in.

How we work

What we create

Employees create or update
development plans that include
activities meant to improve individual
skills and further career development.
They can use additional skill-mapping
tools in collaboration with theirsupervisors to identify long-term
desired goals and define actions
needed to help reach those goals. At
3M, we are also actively investing in
the development of every employee;
more specifically, we are investingin the development of critical andemerging skills. In October 2021,
we released a new program called
Learning Track. The focus of Learning
Track is to continuously train our
entire workforce with skills related
to culture, core or power skills,
leadership, and functional/technical.
We started this journey with the
new manager population (+750
supervisors) in 2021, with plans to
expand this required program to all
nonproduction employees (~45,000)
in early 2022. The goal of the
Learning Track program is to have 90%
completion by end of 2022.

Since June 2021, over

13,000employees

have engaged with

30,000hours of

Udemy for Business content

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110

At 3M, learning and experiences
are shared. Just as we share andcombine our technologies, we also
share and combine our knowledge
through mentorship, storytelling,
and our internal social networking
website — which allows employees tocollaborate and learn from each other.
We define mentoring as a uniquerelationship in which a mentor (a moreexperienced person) helps a mentee(a less experienced person) with theirdevelopment in a particular area.
Further information can be found at
Mentorships at 3M.

Inclusion advocacy
framework
We build inclusive behaviors and create
cultural agility through training andleadership development programs
as well as through inclusion eventsand activities worldwide, such as
International Women’s Day and 3M
Global Inclusion Day. Our model for
hosting candid conversations and panel
discussions about important topics
affecting 3M’s global community
continued to help us create a space for
employees to be authentic, be advocates
for those who need advocacy, andrespond in a respectful way whenthings don’t feel right, avoiding
complacency. More information
can be found in 3M’s 2021 Global
Diversity, Equity & Inclusion Report.

In 2021, as we have in prior years, we
provided specific training content toour hiring managers and others on
implicit bias and how to approach
implicit bias. To learn more about racial
inclusion advocacy, see the Diversity,
equity, and inclusion section.

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Setting new employees
up for success

Nurturing the leader
in everyone

3M invests in onboarding anddeveloping new employees so they
have access to the tools, resources,and networks they need to succeed.
Our onboarding process begins at thetime a candidate accepts a job offerand continues throughout the firstyear of employment

Leadership development is acompetitive advantage for 3M. To
maintain this advantage, we continue toleverage new technologies and delivery
methods, thereby assuring impact,
consistency, and global inclusivity.

A consistent, comprehensive
onboarding platform provides pre-start
information delivery and engagement
for new employees on the front end
and clear metrics, reporting, andtracking for 3M on the back end. This
investment sets up new employees
to succeed and make meaningful
contributions from the start.

Internships
Prior to the COVID-19 pandemic,
the majority of 3M’s interns in the
U.S. were in person and based in
St. Paul, Minnesota, but some werealso located throughout the UnitedStates at key manufacturing sites.
In 2021, we continued our adaptive
approach by offering virtual internshipformats to more than 186 people andin-person manufacturing and R&Dfocused internships to 107 people.
Our internships are tracked as part ofour goal to create 5 million STEM andskilled trades learning experiences andour overall commitment to creating
greater equity in our communities. To
learn more about this goal, see theCommunities section.

Many development opportunities andprograms are available throughout
the various stages of a leader’s career
journey, spanning every geographic
area and 3M business. Programs
include a range of online and selfpaced offerings from personal
effectiveness to financial acumen thatcover core skill development aligned
to the 3M culture elements. These
programs also focus on the future
by embedding inclusive leadershipstrategies, promoting development
through corporate social responsibility,
and offering mentoring opportunities.

Our onboarding
process begins at
the time a candidate
accepts a job offerand continues
throughout the firstyear of employment

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Global executive and leadershipdevelopment
In 2021, we launched the 3M
Leading Edge portfolio, a series ofdifferentiated learning experiences
for high-potential leadership, bringing
one consistent approach to how 3Mdevelops leaders across all geographic
areas, business groups, and functions.
Each learning experience is designed
to stretch participants to learn at their
growth edge and strengthen theircapability to lead with heart, purpose,
curiosity, and intention. With a focus
on amplifying 3M culture elements,
Leading Edge is an integration ofcustomer-focused, results-driven,and experience-based learning thattakes leaders beyond what they
already know to sharpen theirskills with our customers and in
our global communities.
Development for people leadersWith a focus on the critical skills thatleaders need to be successful in leading
others, the Essentials for People
Leaders program emerged as a multimodule program with the flexibility to
be delivered as face-to-face classroom
training or as online, virtual training.
This flexible delivery format is key toproviding a consistent development
experience for all leaders of 3M whilestill allowing for needed localization.

How we work

What we create

We strive toachieve our goals inways that supportand strengthen our
culture and achievesustainable growthAll-employee development
All our employees globally, at every
level of the 3M organization, areprovided with opportunities to develop
themselves as leaders. These leadershipdevelopment offerings target areasof strategic importance, including thedevelopment of a growth mindset,
agility, innovation, and customer focus.
Delivery of content is available virtuallyin experiential workshops and via selfpaced e-modules.
Coaching
3M has invested in external leadershipcoaches to support and accelerate thedevelopment of 3M leaders aroundthe world. These coaches work in avariety of ways with 3M leaders. We
offer one-on-one time with a coach tohelp employees apply new learning or
on-demand coaching to work througha change. We also work with teams
to help them stay close to changing
stakeholder expectations.

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Be rewarded foryour efforts
Our approach to performance
management is simple, bringing
employees to the center andstreamlining the process. Called
Performance Everyday, theapproach was influenced by ideasthat 3M employees shared throughcrowdsourcing, benchmarking,internal interviews, focus groups,
as well as our culture elements.
Performance Everyday empowers
employees to think about performance
beyond mid-year and year-end
through a transparent process andcontinuous conversations. It’s achance to share recognition, celebrate
results, learn from experience,
improve performance, and set andadjust to changing business priorities
frequently to respond in an agile way.
To drive 3M’s successes, we
incentivize our employees to
excel. Our process includes twocomponents: measurable targets to
execute our strategies, agreed uponby the employee and their supervisor;
and the demonstration of ourculture elements.

The performance assessment process
helps to hold each of our employees
accountable for their contribution andhow their everyday behaviors affectthose around them. The process aligns
personal goals with organizational
goals — we strive to achieve our goals
in ways that support and strengthen
our culture and achieve sustainablegrowth. 3M has long prioritizedtaking a well-rounded view of anindividual’s performance, assuringthat employees are treated in a fairand consistent manner.

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For 50+ years,
3M has been
conducting surveys
to solicit employee
observations,attitudes, andopinions

Through Performance Everyday, 3M
made a conscious shift to a continuous
performance and development culture,
driven by regular, timely, one-on-one
conversations. These conversations
occur frequently — at least oncea month. Regular and transparent
conversations between supervisorsand employees are at the center of the
Performance Everyday process.
• Performance goals, linked tohigher-level organizational goals,
are set jointly between individuals
and leaders. Goals can be adjusted
throughout the year in response tochanging business priorities.
• Tools provided to leaders facilitate
conversations between leadersand employees to gain mutual
understanding of expectations anddesired behaviors.
• Feedback on progress toward
these goals is provided regularly— at a minimum once a month,and formally, once a year —and supervisors are taught andencouraged to provide routine
feedback to help employees adjust
performance and meet or
exceed goals.
3M strives to have 100% of nonproduction employees complete theentire performance review process.
In 2021, all eligible employees wererated, and these employees andtheir supervisors received tasks tocomplete the year-end process in theperformance system.

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Learning from listening
For more than 50 years, 3M has
been conducting surveys to solicit
employee observations, attitudes, andopinions. In 2020, we re-imagined ourprimary enterprise listening strategy
to move to an all-employee survey,
known as the 3M Census. In 2021, werenamed the survey to the 3M Voice of
Employee Survey (3M VoE), which has
the same categories and questions as
the 3M Census and will be conducted
on an annual basis. The 2021 Voiceof Employee Survey was sent to all
nonproduction employees, and the
response rate was 55%. For production
employees, insights from our 2020
survey continued to drive action at the
local levels where the biggest impact
can be made to improve the employee
experience, and new surveying isslated to take place in 2022.

The 3M VoE Survey approachprovides a broad perspective acrossthe enterprise under our globalorganization model. This serves
as a baseline from which we canregularly assess the state of employee
engagement and other workplace
factors critical to high performanceand providing a great place to work.
Group leaders must review theirrespective group’s results, present
them to their employees, and executean action plan to address the issues
that arise from the results. We built
supports into our process that makeit easier to bring about successfulchange through action planning, suchas accountability checks and specifictools to act on the results.

We identified key drivers of employee
engagement and developed anddeployed support for leaders. We
regularly assess survey content
and update it as needed to assurealignment with company strategy andmajor initiatives.
Outside of the 3M VoE Survey
process, we also deploy other relevant
employee listening surveys, often
focusing on major transformation
initiatives, such as advancing ourcompany culture or reinventing
performance management. In addition
to the main survey system, we haveand continue to use an innovative
crowdsourcing platform that enables
more direct input by employees
through open-ended suggestions
that can be themed and ranked by
usefulness based on input fromsurvey respondents. This is a cycle ofcontinuous improvement for us; wemeasure, assess, and adapt year after
year to assure our surveys support
strategy and business objectives
directed at supporting sustainablecorporate success through our
employees’ actions on the job.

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Employee staying power
Like most organizations, 3M
experienced an increase in our global
employee-initiated turnover rate in
2021, but across our production andnonproduction population, this is still
under 8%. We continue to focus on
steps to attract, retain, engage, anddevelop our employees, including
inspiring through the purpose andpromise of 3M, providing support forwell-being, flexibility, and growth,
creating a culture of belonging, andassuring competitive pay and benefits.
We calculate employee-initiatedturnover separately from retirements,
company-initiated turnover, andreductions in workforce. Examplesof reasons for employee-initiatedturnover might include returning toschool or going to another job in adifferent company.
Total turnover includes employeeinitiated turnover and all other formsof turnover (e.g., termination as aresult of restructuring, termination forpoor performance, and retirements).
Our total employee turnover rate
is an annualized rate that measuresterminated or retired 3M employees
during the calendar year, excluding
foreign service employees and 3M
temporary employees.
Temporary employees are 3M employees
hired temporarily with intent to be
employed short-term. They do notinclude contingent workers.

How we work

What we create

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, wehave instant access 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 successthey create for themselves. We offer acompetitive base pay and, depending
on position, variable incentive paylinked to company and individual
performance. We also offer a wide
range of benefits and discounts
designed to help employees live
their best. For more details, see theCompensation section and Working
at 3M: Your pay.

We continue tofocus on steps
to attract, retain,
engage, anddevelop our
employees

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Rewarding employees
for their efforts
Medical, dental, and vision plan
options; savings and retirement
plans; a 3M employee stock purchaseplan; and many other resources canenhance a 3M employee’s life, both
physically and financially. Where
applicable, benefit eligibility also
extends to domestic partners andtheir children.

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All regular full-time employees in the
United States are eligible for thesebenefits — regular part-time employees
who work at least 20 hours a week
are also eligible. Some programs andbenefits may differ in other countries
due to local laws and regulations.
Further information on 3M’s wide
range of benefits, 3M Healthy Living
Program resources, and discounts
designed to help employees live theirbest can be found at Working at 3M:
Your benefits.

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What we create

Everyday Wins

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U.S. employee parental leave
Usage of parental leave

Recognition is a powerfully influential
force within a large organization, as
it cultivates leadership, purpose, andsuccess at all levels. While 3M has
been advancing in compensation andbenefits programs and processes interms of competitiveness, increasingtransparency, and our pay-forperformance philosophy, our 3M
Voice of Employee Survey revealed
an opportunity to make recognition a
habit within our culture.
In 2021, 3M transformed our existingsocial recognition program into
Everyday Wins — a global point-based
program that allows for convenient,
peer-to-peer and group recognition
for when an employee embodies ourculture elements. Nominations andawards are submitted and tracked
through a dedicated platform
accessible from desktop or mobile
devices to create a consistent, realtime experience that transcends
barriers like country location. Since
the beginning of its first partial year
beginning in May 2021, the equivalentof more than $9 million in points
have been sent and awarded by andto employees. The points can beredeemed for merchandise, gift cards,
or donated to charitable organizations.

About report

In 2020:

In 2021:

1,210

1,270

382 female employees

384 female employees

827 male employees

888 male employees

total employees

total employees

Parental leave

Parental leave retention

Our parental leave policy helps
employees be their best selves athome and at work. All U.S. salaried
mothers and fathers of newborn or
newly adopted children are eligible forup to 20 weeks (10 weeks paid
and 10 weeks unpaid) of parental
leave. In 2021, 1,270 U.S. eligible
employees participated, including 384
females and — we’re proud to say —888 males.

In 2020:

In 2021*:

1,280

1,280

410 female employees

388 female employees

870 male employees

895 male employees

Over

$9M

worth of points
were awarded by andto employees

total employees

total employees*2 021 numbers may include those that left on leave in 2020 and came back in 2021.
Some employees on leave in 2021 may return in 2022. Total values above have beenrounded and therefore do not match the raw values exactly. All calculations on thetabulated data use the full precision of the number.

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U.S. military leave
3M strives to be the premier employer
for the military community, withpaid 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 forannual encampment or training may
be entitled to differential pay for thedifference between their 3M pay andtheir military pay.

Work Your Way
The effects of COVID-19 have beenbroad and far-reaching, underscoring
the importance of adaptation andflexibility in the “workplace” —wherever that may be. While 3M
had already begun the process ofreimagining how we operate with
our launch of FlexAbility in 2015 forour nonproduction employees and
FlexAbility 2.0 in 2020, the pandemic
only accelerated that transformation.
The result was Work Your Way: atrust-based work model that builds on
FlexAbility and evolves the assumptionthat on-site work must be the default.
Introduced in 2021, Work Your Way
is guided by our culture and our
performance-focused approach,emphasizing four key pillars:

How we work

What we create• Founded on trust: employees are
empowered to work in ways that
support their role and preference• Built on virtual first: virtual
collaboration through the use oftechnology is the standard• Meet with purpose: employees areencouraged to come together for
moments that matter — virtually orin person• Based on impact: contribution tothe organization and embodiment ofour culture is valued above location
For nonproduction employees, WorkYour Way offers three broad options
for officing locations (dependingon local laws, regulations, work
agreements, or other local conditions):
mainly on-site, hybrid, or remote (nearor distant). It also includes flexibility
around how these employees structure
their day, promoting a focus on familyneeds, healthy lifestyles, reduced
commuting time, and more. Basedon their job function, employees andtheir supervisors can make customized
arrangements for a flexible work
practice that maximizes professional
and personal productivity.
This model puts into practice theconcept that work life and personal
life can and should coexist. It puts
the power in the employee’s hands tomake choices that benefit them, theirwork, their team, their friends andfamily, and 3M, ultimately making us
more competitive and agile asa company.

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About report

While the ongoing COVID-19
pandemic impacted our operations
and employees throughout 2021,
we remain committed to promoting
flexibility and continuing to seek ways
to build it into our production/hourlyroles as well.

The employee metrics in the charts arereflective of employee headcount asof December 31, 2021. This includes
the total number of 3M full-time andpart-time employees, not 3M full-time
equivalent (FTE) employees. Due toacquisition integration schedules
factored into 3M’s human capitalmanagement system, detailed
employee information below may differ
from employee totals in 3M financial
reports. Additional demographics areavailable in the Diversity, equity, andinclusion section.

For more details, learn more aboutlife with 3M.

Our footprint
Data related to employee metrics has
been derived from our human capitalmanagement system. All of the datain these charts has been calculated
without any assumptions. Additional
information on data management canbe found in the About report section.

3M global employees by region
Full- and part-time, total
100,000

80,00060,000Global
40,000Asia Pacific
Europe,Middle East,
Africa20,000Latin America
United States,
Canada

0
2017

2018

2019

116

2020

2021

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How we work

What we create

117

3M regional and global employee age distribution

3M regional and global employee hires age distribution

2021 Full- and part-time, percentage of total

2021 percentage

100

100

90

90

80

80

70

70

60

60

50

Generation Z(>1994)40

Generation Y(1982-1994)

30
20

Generation X(1961-1981)

10
0

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Baby Boomers(1943-1960)

Asia
Pacific

Europe,Latin United States, Global
Middle East, America
CanadaAfrica50

Generation Z(>1994)40
30

Generation Y(1982-1994)

20

Generation X(1961-1981)

10
0

Asia
Pacific

Europe,Latin United States, Global
Middle East, America
CanadaAfricaBaby Boomers(1943-1960)

3M global contingent employees by region

3M global new employee hires by region

Permanent and temporary* employment total

Total
16,00012,00014,00010,00012,0008,000

10,0006,000

GlobalAsia Pacific

4,000

2,000

0
2017

2018

2019

2020

8,000

Global6,000

Asia Pacific

Europe,Middle East,
Africa4,000

Europe,Middle East,
AfricaLatin America

2,000

Latin America

United States,
Canada0

United States,
Canada2021*Contingent hourly or daily workers only, see GRI 102-8 and employee contract.

2017

2018

2019

2020

2021

Site spotlights

Who we are

How we work

What we create

Thriving through change

15% Culture

In 2021, we continued our efforts
to create change leaders within ourorganization. Our background ingrowth mindset training allows us tofocus on change leadership to guideus through organizational changes thatwill strengthen our company. Leadingchange is about helping people movefrom unaware to full commitment tothe change. To this end, we maintained
our Thriving Through Change intranet
website that provides tools andresources for leaders and others
through each phase of the change.

For more than 70 years, 3M’s
unique 15% Culture has encouraged
employees to set aside a portion of
their work time to proactively cultivate
and pursue innovative ideas that
excite them. While coordinating with
their manager to assure day-to-day
responsibilities are still executed,
employees get the space to try
something new and different, thinkcreatively, and challenge the statusquo. Whether it’s experimenting witha new technology, forming a special
interest group around a fresh idea, or
finding a new way to run a process,our 15% Culture gives employees in allareas the license to innovate.

We believe that change management
is a business process that results in
our ability to make transitions that
achieve the desired end state while
being on time and within budget.
This is accomplished by following
3M Science of Change, which isan iterative change management
process that is focused on driving
new mindsets and new behaviors
effectively and sustainably across
our organization. 3M Science of
Change consists of key steps as wellas ongoing efforts to prepare for,communicate, and measure change.

In 2021, we celebrated the 100-year
anniversary of Richard Drew joining
3M — a man whose story is a model
example of our 15% Culture — with theRichard Drew 15% Culture Story award
ceremony. Nominees featured stories
of inspiration and encouragement tocontinue to grow 3M through passion
and innovation.

Employees get
the space to try
something new
and different,
think creatively,
and challenge
the status quo

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118Site spotlights

Who we are

Looking
forward
In 2021, we started to expand andmodernize our learning ecosystem
in order to improve the learner
experience and drive deeper
engagement to foster a culture ofcontinuous learning. As part of these
efforts, we will create a personalized
and centralized experience, displaying
an employee’s required training andrecommended learning in a single
location. This will advance our work
toward employee development andcontinuous learning. The first stageof the new learning ecosystem isscheduled to be complete as early as
April 2022, and this new infrastructure
will support our efforts towardachieving our goal of 90% completionof the Learning Track program.
As we build 3M for the future,strengthening our culture is a toppriority. At its core, culture is how
we do things at 3M, and it belongs to
all of us equally. As change occurs,
we are engaging our employees bycontinually broadening our listening
strategies. We will continue torefine our performance approach to
improve the employee experience.
We are focused on creating space
for authentic, respectful, and candid
conversations as part of our efforts tobuild inclusive behaviors and continue
our work on racial inclusion advocacy.

How we work

What we create

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What we create

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120

Environmental, health,and safety management
Caring for our people and our environment
Ourcommitment
3M is at the forefront of the global
effort to bring science and innovation
to workplace safety. At the sametime, as an enterprise with 94,700
employees working around the world,
we are always taking steps to further
advance the safety, health, and wellbeing of our employees. Our highest
priority is the safety of our employees
and the public.

We are committed to responding tothe ongoing and evolving health andsafety challenges of the pandemic.
3M’s occupational medicine anddisease prevention coordinators are
dedicated to staying well-apprisedof the latest developments on
COVID-19 in order to provide general
education and up-to-date guidance for
employees on topics including healthand safety protocols, variants, travel
guidance, and more.

Our highest
priority is thesafety of ouremployees andthe publicSite spotlights

Who we are

Environmental, health,and safety (EHS) policies
The 3M Environmental Policy, createdin 1975, established the framework
for environmental management
and conservation of resources,
emphasizing prevention of pollution
at the source. We work to identify
potential risks to the environment aswell as to the health and safety of
our employees and communities, andwe take steps to modify processes,
product design, and standards toaddress these risks. We leverage
information and technology to assess
the risks and drive compliance throughdata systems and technical analysis.
We continue to make significant
investments to reduce theenvironmental impact of ouroperations and our products
and are committed to complying
with all applicable environmental
requirements worldwide. We develop
products to help customers reduce
their environmental impact and help
meet their sustainability goals.

We continue
to evaluate
opportunities toraise our safety andhealth standards

How we work

What we create

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121

The 3M Safety and Health Policy
applies to 3M operations everywhere,
including new acquisitions. Hazards
in 3M’s workplaces must be wellunderstood and effectively managed
to protect 3M employees, visitors,
sites, and surrounding communities.
In addition, we continue to evaluate
opportunities to raise our safety
and health standards. Our global
EHS teams support sites to identify
and manage environmental, health,and safety (EHS) risks; evaluate
compliance with regulatory
requirements and conformance to
3M policies and standards; identify
opportunities for continuous
improvement; and share exemplary
practices, both internally and externally.
To assure consistent reporting andmetrics globally, 3M, like many
multinational companies, follows
the U.S. Occupational Safety and
Health Administration (OSHA)
recordkeeping rules and formulas
to record and measure injury andillness rates worldwide. At all sites
within 3M’s operational control, 3M
employees and contingent employees
are covered by our injury and illness
recordkeeping rules.

EHS Management
Standard
3M’s EHS Management Standard
defines EHS requirements that apply
to manufacturing, supply chain, R&D
operations and service centers. The
EHS Management Standard is thebasis for our self-assessment andaudit protocols.

As part of this standard, these
operations, including new acquisitions,are expected to complete the EHS
Management System Self-Assessment
at least annually. This assessment iscategorized into multiple elementsthat address various areas andstandards related to environment,
health, and safety.

Site spotlights

Who we are

3M medical programs
and services
People are the most important partof our company. That is why we offer
a variety of on-site occupational
health services at 3M sites aroundthe world based on the risk factors at
each site, as well as other programs
and services for employees working
remotely from home.
Culture of health
Employees are encouraged to takeadvantage of 3M’s health and wellbeing programs that promote disease
prevention and health improvement.
We aim to support healthy lifestyles
and create a psychologically safe
work environment that empowers
employees to be their best, both atwork and at home.

How we work

What we create

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Workplace andemployee security

Preventive approach
Our programs are designed to help
prevent health-related issues. Clinicalservices for illnesses and injuries
are offered at 3M sites worldwide.
Some of our preventive programs
include hypertension management,
cardiovascular risk reduction, stressmanagement, physical activity
programs, smoking cessation, nutrition
consultation, and cancer prevention
in partnership with the 3M Healthy
Living Program.

3M Global Security secures andmonitors 3M sites and has invested
in tools and resources to help gather
risk intelligence and provide threat
mitigation to protect 3M’s people,
property, assets, and operations.

Vaccination services

Epidemiology program

Many 3M sites have the infrastructure
and certification to serve as
vaccination clinics, which 3M hosts ona regular basis for employees.

3M is one of the few companies
supporting an internal occupational
epidemiology program. For
over 25 years, this group has
conducted epidemiologic studies
to examine health outcomes among
3M manufacturing workers andtheir potential association withoccupational exposures and otherworkplace conditions. Occupational
epidemiology research is used to
inform risk assessments and develop
risk management activities within 3M.

CPR & AED training
3M supports volunteer first responder
teams by providing CPR/AutomatedExternal Defibrillator (AED) training
to employees. Our corporate
headquarters and many of ourdistribution centers, R&D labs, andmanufacturing sites around the world
are supplied with AEDs and staffedwith AED-trained personnel.

We aim to support
healthy lifestyles
and create a
psychologically safe
work environment

122

Data privacy
3M’s Medical Record Standard
defines the rules that 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 informationis handled in a manner consistent withthe 3M Data Privacy Principle and allapplicable legal requirements.

3M sites are accessible with badge
access and protected by otherphysical security mechanisms.
Uniformed security personnel support
and assist workers and visitors inboth emergency and nonemergency
situations, such as incidents, loss
or theft, and suspicious items or
behaviors. 3M has invested in security
intelligence monitoring systems. As
threats are identified, risk mitigationand investigation managers provide
security expertise and guidance tobusinesses and sites. 3M’s Global
Security Operations Center (GSOC)
monitors risks and intelligencesources worldwide and supports local
operations in severe situations.
The GSOC also facilitates travel safety
and security and provides emergency
care and support to workers.

Site spotlights

Who we are

How we work

What we create

Incident and crisis
management

Process hazard
management

3M has plans and standard processes
in place to help prevent and prepare
for, respond to, and recover fromserious, severe, and crisis situations
throughout its global footprint.
Notification and communication
processes managed through the
GSOC inform and engage response
teams, leadership, and subject-matter
experts. When a significant EHS eventor security threat arises, a message
informs workers and provides a
response mechanism to confirm
their well-being after a severe orcatastrophic event. 3M’s Corporate
Crisis Action Team (CCAT) provides
global leadership, coordination, anddirection in crisis situations.

3M is committed to rigorously
managing the risks associatedwith hazardous processes, such as
those with the potential to result incatastrophic fires, explosions, and thesudden release of toxic materials. We
use a Hazardous Process Evaluation
Tool (HazPET) to categorize hazardous
processes. Process hazard analyses(PHAs) are used to assess theeffectiveness of existing safeguards.
Layers of Protection Analysis (LOPA)
is also used in some instances toevaluate safety-critical devices andsystems, providing more attention
to independent protection layers.
Facility siting assessments help us
identify and mitigate “maximum
credible event” scenarios that could
impact workers at some sites. Process
hazard management (PHM) is a global
initiative that builds on 3M’s existingguidance to our sites around managing
potential process hazards, such as
combustible dust.

For more information, visit theEnterprise risk section.

3M uses a variety
of tools to manage
EHS risks inthe workplace

Another way we manage hazardous
processes is through mechanicalintegrity programs. These programs
help our manufacturing sites manage
critical process equipment to assure
they are operated and maintained in
the most effective and safe manner.

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Our actions
Continuously developing andimplementing global EHS policies,
management systems, and key
performance metrics enable 3M tointegrate and drive improvement ineach of the company’s four businessgroups globally, assuring consistency
and innovative EHS thinking.
3M uses a variety of tools to manage
EHS risks in the workplace. We
have successfully used specialized
tools for several years in the areasof environmental compliance, life
safety, process safety, industrial
hygiene, and ergonomics. Eachof these disciplines uses a risk
management approach to categorize
risk levels and define appropriate
levels of control, frequently aboveand beyond compliance.

123

Live dashboards report EHS data at
the site, division, business group,and corporate levels. Dashboards arereviewed by executive management
for performance on selectedindicators, enabling 3M to monitor
and identify successes, risks, andopportunities for performance
improvements and footprint
reductions worldwide.

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Environmental
management system
implementation
We continue to advance ourEnvironmental Management System(EMS) framework throughout
the world.
3M’s EMS framework provides
structure and consistency for
implementing our programs andputs the company in a proactive
rather than reactive mode regarding
our environmental focus. We haveextensive global systems in place toidentify, track, and manage relevant
information on corporate-wide EHS
management and performance.
This includes covering a full range
of environmental compliance andoperational performance metrics
relevant to 3M operations, some ofwhich are provided in this report.
In 2021, we introduced a new water
management standard. Learn more in
our Circular materials section.

We have extensive
global systems inplace to identify,
track, andmanage relevant
information

124

In 2021, 3M expended approximately$157M

for capital projects
for environmental purposes

Environmental
investments
In 2021, 3M expended approximately$157 million for capital projects forenvironmental purposes. Capitalprojects for environmental purposes
include waste reduction and pollution
control programs, such as water
usage reduction and water quality
improvement equipment, scrubbers,
containment structures, solvent
recovery units, and thermal oxidizers.
Capital expenditures for similar
projects are presently expected toapproach approximately $668 million
for 2022 and 2023 in aggregate.
Environmental expenditures relating
to existing conditions caused by past
operations that do not contribute tocurrent or future revenues are expensed.
3M follows a centrally coordinatedinvestment approach to mitigate risk
and facilitate the implementationof sustainable technologies to alignwith our Strategic Sustainability
Framework. To learn more about ourenvironmental investments, see our
Climate and energy section.

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Applying ISO 14001
The ISO 14001 Environmental
Management System (EMS) standard
is an internationally recognizedapproach for managing the immediateand long-term environmental impactsof an organization’s products,
services, and processes.

Environmental site
assessments andenhancements
Outside of 3M’s EMS framework,
3M has completed environmentalsite assessments at most sites, withthe goal of identifying potential
historical liabilities. Because of theseassessments, we can identify sensitive
biodiverse areas that are on or near
3M properties. The environmental site
assessments include a site visit and asearch of public databases to identify
these areas, such as rivers, creeks,
and wetlands.

In addition to site assessments andremediation, our employees also
participate in coordinated efforts
to support biodiversity in nearby
environments. For example, theWildlife Habitat Team at our 3M
Cottage Grove site is an employeedriven initiative that volunteers
with nonprofit organization Friendsof the Mississippi River, which 3M
helps fund. The Cottage Grove site
is certified by the Wildlife Habitat
Council, and whether they areproviding homes for bees and bats orclearing out non-native plants, theirwork to help protect local wildlife andecology is emblematic of our larger
organizational commitment to improve
our stewardship of the places where
we operate.

To help sites comply with the current
ISO 14001 standard, 3M provides
ISO 14001 training modules in our
Global Learning System. Web-based
courses are offered, addressing
topics on general awareness, internal
auditors, leadership management,
and more. Learning coordinators
can assign these web-based training
courses to groups of employees,
process certifications, and run reports.
Supervisors can then view their direct
reports’ learning activities. Altogether,our ISO 14001-certified sites accountfor 80.6% of transfer value of shipments(TVOS) or the total value of all shipped
unfinished and finished goods.

Our ISO 14001-certified
sites account for80.6%

of transfer valueof shipments(TVOS)

125

The Cottage Grovesite’s work to
help protect local
wildlife and ecology
is emblematic of ourlarger organizational
commitment
to improve ourstewardship of theplaces where
we operate
Third-party assuranceof sustainability
metric reporting
APEX Companies, LLC provided
independent third-party verification of
3M’s 2021 environmental data (volatileorganic compound emissions, water,
waste, environmental compliancemetrics, energy consumption, andgreenhouse gas emissions) includedin this 2022 report. For additional
information on our third-party
assurance, see the APEX Companies,
LLC Assurance Statement.

Site spotlights

Who we areSite self-assessments
and auditing
3M verifies regulatory complianceand alignment with the EHS
Management Standard, conducting
EHS-related audits on a standardized
schedule based on site-specific EHS
complexities. 3M’s multifaceted
strategy for implementing ourEnvironmental Management
System and global auditing of EHS
compliance for our operations is key
to understanding and resolving any
potential gaps. The EHS Management
System defines EHS requirements that
apply to all 3M sites globally and isdesigned to bring more consistency to
EHS self-assessments and EHS audit
protocols at 3M manufacturing, supply
chain, and R&D sites worldwide. These
operations (and new acquisitions
based on their integration progress)
must complete the EHS Management
System Self-Assessment at least
annually. Data from the assessments is
validated through audits, site visits by
subject-matter experts, and otherdata systems.

As a global
manufacturer,
we aim to have abest-in-class EHS
and chemicals
management
audit program

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126

As a global manufacturer, we aim
to have a best-in-class EHS andchemicals management audit
program. Toward that aim, we’ve
continued to execute a multi-year
process of taking key learnings fromindividual manufacturing sites andapplying them across the rest, withoutcomes including:• Adding new features to better
enable sites to audit their own
programs, involving 3M experts
from outside a site’s auditing
program, and having external,
non-3M specialists visit and audit
3M sites• Expanding coverage for complianceand management systems• Increasing physical monitoring ofsite emissions• Undergoing regular formal
evaluations with 3M experts toreview EHS requirements andidentify opportunities forprocess improvements• Promote an EHS cultureof self-discovery andcontinuous improvement• Share exemplary practices among
all 3M sites and operations

In 2021, our EHS site audits coveredsites that manufactured 87.1% oftransfer value of shipments (TVOS).
Key objectives of audits included:

The frequency of EHS compliance
audits on manufacturing, supply chain,
and R&D operations is based on a site’s
EHS complexity rating and the dateof the last site EHS audit. Operations
are annually assessed with respect
to the standard audit frequencies toestablish a prioritized list of sites forcompliance auditing.

• Preemptively discover and correct
potential noncompliance with 3M
and government EHS requirements

3M uses a variety of tools andresources for compliance auditing,including:• Identify and manage EHS risks• Internally developed complianceprotocols created by subject-matter
experts in regulatory programs and3M processes• Deploying one comprehensive
holistic system of record foraudit processes• 3M’s EHS Management Standard• Externally purchased complianceprotocols to assure local complianceobligations are understood and met• Internal EHS compliance experts
from around the company• External EHS consultants, as
needed, to provide additional
expertise and third-party verification• Complete and robust
documentation of audits• Findings with assignments of
responsibility, due dates for closure,and tracking to completion• Detailed reviews of findings toassure corrective actions
are complete

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A phased approach

3M’s EHS auditing program is audited
periodically by 3M’s Corporate
Auditing Department, resulting infunctional improvements to the audit
program, fully addressing all in-scopesites and the verification of EHS
audit findings.

Throughout 2021, we maintained
health and safety protocols at global
manufacturing, supply chain, R&D
operations, and business-related
activities that helped our employees
mitigate their risk of infection andtransmission. 3M site leadership teams
collaborated with disease prevention
coordinators/occupational healthnurses, local communities, and publichealth authorities around the world —such as the U.S. Centers for Disease
Control and Prevention (CDC) and theWorld Health Organization (WHO) — tocontinuously evaluate and reinforce safe
operating practices. These include how
meetings and events may be executed,
systems for quarantine management,
isolation, and contact tracing, as well
as return to office management.

All EHS auditors are required totake a certification test covering
the important aspects of the 3M
EHS Auditor Guidelines. 3M EHS
professionals are assigned to anaudit team or lead auditor to provide
support on the auditing process and/or a specific subject during the audit.

Compliance analysis,
documentation,and verification
In an effort to create moreconsistency in management of EHS
requirements at 3M sites, we use anelectronic system — Complianceand Auditing Management andMetric Systems (CAMMS) — for
3M’s EHS Management Standard
Self-Assessments, Self-Audits, andGlobal Audits. CAMMS allows 3M to
conduct and track internal complianceassessments and audits in the context
of applicable U.S. environmental
regulatory requirements and company
policies and standards, and other global
sites are being implemented on a priority
basis in a multi-year plan. In addition,
CAMMS utilizes a risk assessment tool
for prioritizing resources to implement
corrective actions.

127

Employee health andsafety during the
COVID-19 pandemic
As a global manufacturer of vital
response supplies used in the fightagainst COVID-19, 3M has a uniquerole to help keep people safe — both
our employees and the public —by helping prevent the spread of
COVID-19 while maintaining our criticaloperations. Throughout 2021, we
maintained a strong focus on the healthand safety of our employees and on
clear, proactive communication whilesafely continuing business operations.

Active monitoring
From the beginning of the pandemic,
we actively monitored all COVID-19
cases among our workforce andrecovery status and evaluatedtrends and identified clusters whereintervention measures could betaken. This practice provided valuable
insight during different stages of thepandemic and allowed 3M to adapt
our protective measures globallyfor employee health and safety —including encouraging vaccination andimplementing protocols like physicaldistancing, heightened personal
hygiene practices, self-observationand monitoring, disinfection andcleaning, additional trainings, and use offace coverings in the workplace.

As part of our global framework of
COVID-19 protocols, our facilities
continued to follow a phased
approach to reducing control
measures when appropriate basedon a variety of factors, including
community transmission and infection
rates as well as vaccination rates.
For more information and examplesof health and safety protocols
implemented at our sites, see ourSite spotlights.

Site spotlights

Who we are

COVID-19 vaccination
With the introduction of COVID-19
vaccines in 2021, 3M strongly
encouraged workers to become
vaccinated as an effective way to
reduce the risk of COVID-19. Our
existing infrastructure, resources,
and approval as a vaccine provider
to our employees within the stateof Minnesota allowed us to quickly
expand our typical annual vaccine
services to include COVID-19. While
our global headquarters in St. Paul,
Minnesota hosted on-site vaccination
clinics to provide thousands ofworkers the ability to become
vaccinated, other 3M sites worked
with local community resources andother third parties to provide thisservice, often on-site.
In response to federal mandates for
COVID-19 vaccination requirementsin the United States, 3M closely
monitored and responded with theintent to comply with the law.

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EHS Cultural
Acceleration Program

International
travel health

The goal of our EHS Cultural
Acceleration program is to continuallyenhance 3M’s organizational culture
at all sites worldwide with a key
metric of enhancing EHS culture
through leadership engagement withsite employees. The program works
to engage our employees so we, as
an organization, can understand andreduce risks, follow safety practices,drive continuous improvement, andbe comfortable raising personal
concerns to help address hazards andconcerning behaviors.

Our travel health team prepares 3M
employees for international businesstravel through comprehensive travel
health consultations that include
a personal health history review,
immunizations, appropriate travel
medications, and travel healtheducation. We assist all employees
who may require medical assistance
while away from their home country.

In 2021, we used this proven culture
initiative in a global effort to drive
two priorities:• Assure whole person health andpromote psychological safety
among 3M employees everywhere• Evaluate and understand risks
associated with high-hazard
activities, including, but not limited
to, non-routine production andmaintenance tasks
In total, more than 150,000 culturalacceleration engagements were
documented between leadership andemployees at our manufacturing andsupply chain operations.

128

By rigorously monitoring the ongoingand evolving COVID-19 pandemic,
3M carefully restricted and relaxedinternational travel guidance for
employees accordingly throughout
2021. Employees who did travel
were provided with information on
precautionary measures they shouldtake to help prevent COVID-19 infection— as well as the actions they shouldtake if they became ill while traveling.
Those traveling to or from the UnitedStates were provided the opportunity
to be vaccinated once available.

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Healthy living
Health, wealth, wellness, andresilience create a framework for acollection of programs, resources, andservices designed to help employees
and their families achieve their wellbeing goals. Our 2021 programs
and services vary globally. Examples
include free flu and COVID-19
vaccinations, health-conscious optionsin the cafeterias, on-site fitness
centers and medical care, telehealth,adoption and foster care support, and
the Work Your Way program, which
encourages work life and personal
life to coexist. Work Your Way puts
the power in the employee’s hands tomake choices that benefit them, theirwork, their team, their friends andfamily, and 3M. For more information
on Work Your Way, see the Employee
programs section.

In 2021, over800

high ergonomic
exposures were
eliminated,exceeding ourinternal target

129

From 2019 to 2021, there has been a
net reduction in the number of SIEs
of 16.4%.

Ergonomics risk
management

Environmental, health,and safety (EHS)
incident management
Since 2010, all 3M sites globallyare required to internally report,
investigate, and assign action items
for actual and potential incidents
for employees and contractors (i.e.,
identify risks) through one dedicatedsystem, which we call EHS 360. Actualand 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 continuous
improvements relating to theawareness of responsibilities,
understanding of the holistic system,
and more consistent reporting
requirements for 3M’s
global operations.

Significant Injuries andEvents (SIE) rates
Over the last five years, we haveconducted over 101,000 internalrisk assessments resulting in theidentification and reduction of risk
associated with more than 27,500
activities — including 7,470 associatedwith higher-risk activities that havegreater potential to result in an SIE.
In 2019, we refined and expanded
our internal classification criteria. SIE
is broadly defined by impairment,
disability, and other considerations.
It also includes non-injury and illness
events, such as fires, spills, andnon-COVID communicable disease
outbreaks like measles or mumps. As
part of our safety-focused culture,
we include not only 3M employees
but also contractors and contingent
workers in our SIE tracking. In 2019,
we established a baseline for the
SIE rate.

3M’s Ergonomics Risk Reduction
Process (ERRP) is a global,
comprehensive program that
integrates ergonomic job analysis
and engineering design criteria
to reduce exposure to commonly
identified musculoskeletal disorder(MSD) risk factors. To accomplish
this, we apply ergonomics risk
assessment tools globally to identify
and assess ergonomic risk in theindustrial environment.
In 2019, all manufacturing sites wererequired to complete an ergonomic
footprint assessment and establish
yearly reduction targets. In 2021, over
800 high exposures were eliminated,exceeding our internal target. Online
ergonomics training is also available
24/7 to any employee who wants tolearn more and has access to 3M’s
intranet, encouraging employees
working remotely at home to improvetheir workspace. See the 3M regionaland global recordable incident rate
chart for details.

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What we create

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Machine guarding

Medical surveillance

To help identify potential hazards forand incident rates of contact with
objects and equipment in our facilities,
3M made proactive investments
to enhance our machine guarding
assessment process through a new
Guarding Assessment and Prioritization(GAP) tool. This tool is designed toprovide a systematic method forsetting machine guarding priorities.
By further assessing worker exposure
to machine hazards and providing a
relative risk score for each machine,
we can identify machines or processcomponents where the risk of injury
from machine hazards is greatest andprioritize those actions intended to
improve safeguarding performance.

We monitor our employees basedon their potential exposure tochemical and physical hazards in theworkplace. We screen for early signsof occupational illnesses to protect
workers from further exposure, andwe provide medical management.
We look for trends in the health dataof working populations to assure that
potential hazards are well controlled.
While many of these programs
are mandated by government
requirements, others are established
to meet 3M’s standards.

Industrial exposurerisk management

We have identified the impactof psychosocial hazards in theworkplace and the importance of
mitigating these hazards in order topromote psychological safety andenhance the health and well-beingof our workforce. A growing bodyof research points to psychosocial
hazards — any aspect of the design
or management of work and its
social and organizational contexts
that have the potential for causing
psychological or physical harm — ashaving a significant impact on people
in the workplace today. Psychosocial
hazards have the potential to affectevery employee, including theirhealth and well-being, as well as
their productivity. These hazards cancontribute to high absentee rates,
increased injury rates, disability rates,and early and unplanned retirementfrom work.

To accurately assess exposure
management programs and activities,
3M uses the comprehensive approach
outlined by the American Industrial
Hygiene Association (AIHA). In
2021, 90% of our processes involving
potential workplace exposures tochemicals or noise have been fully
assessed. As prescribed by our EHS
Management Standard, we have also
conducted proactive assessmentsof dermal exposure, engineered
nanoparticles, hazard communication,
personal protective equipment,
respirator protection, and ventilation.
These assessments help us determine
whether any changes in exposure
management programs are warranted.

Managing psychosocial
hazards

130

The relationship between workplacestress and coping behaviors likealcohol and drug abuse, smoking,unhealthy lifestyle choices, and poor
sleep leading to increased workplace
incidents underscores the importanceof treating and managing this
occupational hazard.
Our efforts to identify and mitigate
these hazards at the organizational
level is an ongoing process led byour corporate occupational medicine
team in partnership with other key
stakeholders in the company. In thewake of COVID-19, we took additional
steps to address increased stressors.
Learn more in the Diversity, equity, andinclusion section and 3M’s 2021 Global
Diversity, Equity & Inclusion Report.

In the wake of
COVID-19, we
took additional
steps to addressincreased
stressors

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Radiation protection
3M’s Corporate Radiation Protection
and Compliance group (CRPC)
provides hazard evaluations anddevelops and provides training forboth radiation source users, as well assite radiation safety officers, to help
protect 3M employees, our customers,
and the public. This includes the useof radiation in both manufacturing
and R&D — ionizing radiation sources,
such as radioactive materials and
X-ray emitting devices; and nonionizing radiation sources, such as
lasers, microwave and radiofrequency
radiation, magnetic fields, andultraviolet, infrared, and visible light.
Periodic program audits evaluate site
performance in managing hazards
during routine use and maintenance ofradiation sources, security of radiation
sources, training of personnel, andregulatory compliance.

131

Contractor andvisitor environmental,
health, and safety
3M requires all visitors, vendors,
contingent workers, and contractors
at 3M sites to follow all applicable 3M
workplace environmental, health, andsafety requirements. For example,
contractors must complete a prequalification process before they may
perform work on 3M premises. This
process includes, among other things,
reviewing the contractor’s employee
injury/illness rates, experiencemodification rates (EMR), employee
training records, and safety committee
activities. Contractor performance
evaluations include safety reviews.
Pre-construction safety reviews
address potential hazards and controls
related to the work.

3M’s Corporate
Radiation
Protection andCompliance group(CRPC) provides
hazard evaluations
to help protect 3M
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Who we are

Each 3M site has a contractor
coordinator who is the main 3M
contact for working with contractors
on EHS issues. The contractor
coordinator is empowered toparticipate in pre-bid meetings andpre-qualifications for contractors. The
contractor coordinator and/or a trained
designated representative is on-site
and therefore available for contractor
meetings and safety reviews whenevernecessary and appropriate.

How we work

What we create

Contractors are asked to submit
notification to 3M of worker hours
and any injuries occurring while
performing work in accordance with a
3M contract. Any contractor incidents
are reported in the 3M EHS 360 data
management system, including injuries
and contractor worker hours.

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About report

3M global recordable incident rate category
Per 100 3M employees (200,000 work hours)1
0.5

0.4
Contactwith object,equipment

0.3

Ergonomics
Exposure,
biological agent
Exposure,chemical

0.2

Miscellaneous
Noise exposure
Physical agent
exposure

0.1

Slip, trip, fall
Transportation
accident

0.0

2017

2018

2019

2020

2021

Data may change over time due to case management processes.
Past year’s results are not updated.

1

3M regional and global recordable incident rate

3M regional and global lost time incident rate

Per 100 3M employees (200,000 work hours)1

Per 100 3M employees (200,000 work hours)1

2.0

0.6

1.8
0.5

1.6
1.4

0.4

1.2
1.0

Global0.8

Asia Pacific
Europe,Middle East,
Africa0.6
0.4

Latin America

0.2

United States,
Canada

0.0

2017

2018

2019

2020

2021

Data may change over time due to case management processes.
Past year’s results are not updated.

1

0.3

GlobalAsia Pacific0.2

Europe,Middle East,
Africa0.1

Latin America
United States,
Canada

0.0

2017

2018

2019

2020

2021

Data may change over time due to case management processes.
Past year’s results are not updated.

1

132

Site spotlights

Who we are

How we work

What we create

Global Environmental,
Health, and Safety TeamIn 2021, 100% of 3M manufacturing
sites worldwide had active employee
EHS teams.

3M’s global Environmental, Health,and Safety and Product Stewardship(EHS&PS) organization exists to alignthe protection of our employees,
communities, and customers.

3M’s Commitment to
PFAS Stewardship

Within this organization is the global
EHS team, which is comprised of
EHS managers and subject-matter
experts who work with site staff
to address and solve problems
and replicate best practices in ouroperations. Their diverse range ofexpertise allows them to provide
input to assure application of EHS
initiatives that can be effectively
implemented at the operational level.
During the pandemic, they have also
partnered effectively with Global
Security and Corporate Occupational
Medicine in aligning the rollout ofkey pandemic responses across all
3M manufacturing sites, distribution
centers, offices, and facilities.
As part of our commitment to theeducation and training of our teams,
the global EHS team also supports
the professional development of EHS
site staff by holding topic-specificmeetings and global conferences,
as well as by providing scholarships
for professional certification
training courses. 3M covers feesfor professional certification exams,
recertification dues, external
conferences, and other professional
development opportunities.

3M is committed to sustainability
and environmental stewardship in ouroperations, including those that use
per- and polyfluoroalkyl substances(PFAS). To learn more about our
corporate commitments related to
PFAS and how we are driving progresson this topic, visit 3M’s Commitment
to PFAS Stewardship.

What is PFAS?
PFAS refers to a broad categoryof compounds that encompasses
thousands of materials with distinct
and widely varying properties andprofiles. PFAS are useful in many
applications because of their strong
carbon-fluorine bond. Today, PFAS areused by a broad range of companies
and industries worldwide for theirunique performance properties tomake innovations like life-saving
medical devices and low-emission
vehicles possible.
For example:• Data centers that power ourconnected world consumetremendous amounts of energy.
3M fluids can reduce the energy
associated with cooling thesefacilities, which in turn can reduce
facilities’ energy footprint, costs,
and impacts on natural resources.

About report

3M 2022 Global Impact Report | #improvinglives• Fluoropolymers are critical inelectronics and equipment, suchas cables and circuit boards, thatenable modern innovations like
5G networks. These products’
unique characteristics help prevent
signal loss in transmission devices,
allowing signals to travel further andreducing infrastructure costs.
• Implantable medical devices,like vascular grafts that canreplace damaged vessels, rely on
fluoropolymers for their uniqueperformance properties.

What’s 3M’s approach to
PFAS regulatory topics?
3M is proactively reducing PFAS
discharges at our manufacturing
facilities using advanced treatment
technology. We’re leading the way
among manufacturers globally bydeveloping new ways to engineer
and combine water treatment andpurification technologies that
reduce discharges.
3M regularly engages in discussions
with regulators worldwide about theimportance of PFAS for innovative
products. We believe effective andappropriately tailored regulatory
measures can help provide certainty
for manufacturers and should be
crafted using rigorous science anda full understanding of the many
important applications that could be
impacted. To learn more about the
principles that guide our approachto PFAS regulation, visit our PFAS
Regulation and Litigation website.

133

How is 3M managing
current and legacy
manufacturing?
As scientific knowledge of PFAS hasadvanced, so has 3M’s approach to
managing and disposing of thesesubstances. In 2000, 3M announced
we would phase out of manufacturing
PFOS and PFOA, two types of PFAS.
While the weight of scientific evidence
from decades of research does notshow that PFOA or PFOS cause harmin people at current or past levels, weunderstand there are questions about
their management.
We have also voluntarily committed
to appropriate PFAS remediation at
locations where 3M has produced
or disposed of PFAS, as needed.
3M is committed to engaging in thiswork to achieve our shared goals ofstrong and sustainable communities.
To learn more about 3M’s actions,visit our PFAS Testing & Remediation
website and read about Innovatingboldly for our enterprise, customers,
and communities.

Site spotlights

Who we are

Looking
forward
We will continue to drive EHS
management programs across all
our global manufacturing, supply
chain, and R&D operations. This will
include our EHS Cultural Acceleration
Program, which will continue to evolveand drive meaningful engagement
and build trust among our leadershipand production teams as they create
additional ways for our sites to further
reduce risk.
In the coming year, we will adopt
an even more granular focus on
characterizing process safety
hazards at our facilities as we
expand our implementation of new
risk assessment tools to replace
our Hazard Process Evaluation Tool
(HazPET). We will also broaden ourapplication of Layers of Protection
Analysis (LOPA) to evaluate more
safety-critical devices and systems.

Our goal is to achievecarbon neutrality by 2050
and reduce water use by25%

by 2030 at our facilities

How we work

What we create

Furthermore, we will continue topursue our environmental goals, which
include achieving carbon neutrality
by 2050, reducing water use by
25% at our facilities, and enhancing
the quality of water returned tothe environment after use in 3M
manufacturing operations. Toward
these aims, we will implement our
new Water Management Standard.
To learn more, see the Circularmaterials section.
We will prioritize training anddeployment of our Environmental
Hazard Assessment (EHA) process toolat select sites across the United States
and Canada, and we will continue
to leverage our enhanced machine
guarding assessment process and new
GAP tool to evaluate machine injury
risk and support risk-reduction efforts.
3M will continue to follow a centrally
coordinated investment approachto mitigate risk and facilitate theimplementation of sustainable
technologies to align with ourStrategic Sustainability Framework.
Our work to help reduce the spread of
the COVID-19 pandemic will continue
in 2022. See how 3M is Helping theworld respond to COVID-19.

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134Site spotlights

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135

Circular materials

Advancing a global circular economy by designingsolutions that do more with less material
Ourcommitment
The global economy is at a crossroads.
Corporations have an opportunity toembrace new circular business models— ones that are regenerative and that
replenish natural resources rather thandepleting them. While transitioning
away from current linear businessmodels of “take, make, and waste,”businesses could instead measuresuccess based on the ability toaccomplish more with fewer resources— keeping products and materials inuse, designing out waste and pollution,and restoring natural systems.

At 3M, we see the circular economy asan opportunity to inspire leadership,
innovation, and disruptive change
across all industries, meetingthe needs of current and future
generations. This is why Science for
Circular is one of three pillars of ourStrategic Sustainability Framework,
focusing on designing solutions that
do more with less material to advancea global circular economy. We believe
it is our responsibility to carefully
integrate renewable and recycledmaterials in our products and enhance
the circularity of water, packaging,
and waste in our operations. It is also
our responsibility to be strategic andplanful and to mitigate risks related tothese materials along the way.

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Who we are

We believe the concept of risk
appetite and tolerance is an essential
component of strategic planning.
Our governance includes broadrisk oversight by the Board and its
committees. Risk analysis is reported
to the full Board by both the general
auditor and the chief ethics &compliance officer. These are senior
vice president positions appointed by,
and reporting to, the Audit Committeeof the Board of Directors.
The highest level of sustainability risk
governance is the responsibility of our
Science, Technology & Sustainability
Committee of the Board of Directors.
This committee oversees the twin
demands of developing products tomeet the ever-changing needs of ourcustomers while assuring that those
products cause no harm to people or
to our planet. The committee’s roles
and responsibilities include:• Reviewing the company’ssustainability policies and programs• Reviewing management’s strategy
and allocation of resources forresearch and development activities,
including product line extensions
and new product platforms• Identifying and analyzing significant
emerging science and technology,
disruptive innovations, sustainability,
materials vulnerability, andgeopolitical issues that may impact
our overall business strategy,
global business continuity, andfinancial results

How we work

What we create

With these in mind, the committee
focuses 3M’s efforts by setting
economic, environmental, and social
goals that may directly or indirectly
influence investment decisions for thecompany. For more information onrisk, see the Enterprise risk section.

Reusable, renewable,
and recycled materials
3M continually looks for ways
to recover, reuse, and recycle
byproducts and other surplus material,
and we include renewable andrecycled materials in our products
when we can. Increasing usageof renewable and recycled raw
materials through product design andoperational considerations helps us
support the circular economy.

Globally, less than10%of all plastic waste ever produced

has been recycled2

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Plastic pollution is a pressing global
challenge, and the production of fossilbased plastics negatively impacts theglobal climate through the release ofgreenhouse gas emissions. A study
from the Center on International
Environmental Law found that by 2050,
emissions from the plastic industry
will be equivalent to those of 615
coal plants — totaling more than 2.75
billion metric tons of carbon dioxide
equivalent (CO2e).1 Compounding
the issue is the management ofplastic waste. The UN Environment
Programme reports that, globally,
less than 10% of all plastic waste everproduced has been recycled. 2
We use plastics and have a
responsibility to help address thischallenge. As we work toward gaining
a better understanding of our total
plastic footprint and anticipate
future potential regulations, we areaccelerating our actions accordingly.
The materials and infrastructurethat support a global transition awayfrom petroleum-based plastics areundergoing rapid transformation,and there’s palpable momentum forchange. We have a clear line of sighton our path forward and have createda measurement system to track ourprogress toward our new goal.
Center for International Environmental Law.
https://www.ciel.org/plasticandclimate/2
UN environment programme. https://www.
unep.org/interactive/beat-plastic-pollution/
1

136

3M recognizes packaging as anopportunity to reduce, eliminate, ormodify plastic to be more circular— but we don’t stop there. We also
believe we can impact plastic usage
by innovating product formulations
to leverage more sustainable
alternatives. To advance these efforts,
we are empowering our people todrive priority projects aligned with ourplastics goal using foundational tools
like our Sustainable Packaging Toolkit
and Packaging Recyclability Guide, as
well as a Sustainability Starter Guide
and a Plastics and Packaging tip sheet.

Goal: reduce
dependence on virgin
fossil-based plastics
by 125 million pounds
by 2025
Progress: toward goalof reducing use of virgin
fossil-based plastics

2021

2025
goal

In 2021, 3M announced a newsustainability goal to reduce
3M’s dependence on virgin
fossil-based plastic by 125
million pounds by 2025. We
will innovate new solutions
for products and packaging
in our Consumer BusinessGroup. These solutions will
use recycled content andbio-based plastics whenappropriate and will ultimately
work to decrease our overallvirgin, fossil-based plastic use.

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137

Water stewardship
Manufacturing relies on water as
an important component and evensometimes as a raw material. However,the current global use of this importantresource is straining ecosystems.
At 3M, we strive to use technology
and expertise to promote a future of“water circularity,” a future wherewater stress is eliminated, resources
are circulated, and natureis regenerated.
Water circularity is the foundation
to the aspiration of net positive
water impact (NPWI). It represents avision for how a water user interacts
with a basin, its ecosystem, andits communities. Delivering NPWI
reduces water stress in three aspects:
availability, quality, and accessibility.
NPWI is achieved when water
contributions exceed impacts on water
stress(es) in the same basin. Currently
3M has three water goals aroundwater: efficiency (availability), quality,
and scarcity (availability, quality,
and access). These three goals chart
3M’s path forward toward NPWI
as we continue to improve ouroperational footprint.

At 3M, we strive
to use technology
and expertise topromote a future of“water circularity”

Goal: for 3M’s global
manufacturing
operations, enhance
the quality of water
returned to theenvironment fromindustrial processes
by 20301,2

Goal: reduce global
water usage by thefollowing amounts:
10% by 2022, 20% by2025, and 25% by 2030,
indexed to sales
Progress: achieving
goal of reducing global
water usage

2019

2022
goal

In 2015, 3M set a goal toreduce global water usage by
10%, indexed to sales, by 2025.
In 2021, we expanded this goal,
making immediate steps todrive reductions in water use.

Through collaboration and applicationof 3M technology, we can bring
real, lasting improvements to water
availability and quality on a global
scale. We recognize that reducing
water consumption in our operations
and improving water quality areimportant elements of optimizing ourenvironmental stewardship at a local
level and are committed to applying
our innovation and expertise to do so.
As a signatory of the UN CEO Water
Mandate and a leading member ofthe Water Resilience Coalition, 3M’s
strategy aligns with the six core focus
areas outlined by the Mandate andfollows UN Sustainable Development
Goal 6.

Our initial focus is on
implementing state-of-the-art
water purification technology
at the largest water use
locations globally and having
them fully operational in 2024.
By improving the weighted averageof priority constituents including
select metals, BOD/COD, cyanide
compounds, fluoride, total nitrogen,oil & grease, PFAS, solids (TDS/TSS),
sulfate, and others.
2Water used by manufacturing or
industrial processes including all water
use not defined as domestic (sanitary,cafeteria, etc.).
1

Goal: engage 100% ofwater-stressed/scarcecommunities where
3M manufactures,on community-wide
approaches to water
management by 2025
Progress: maintaining
goal of engaging
water-stressed/scarcecommunities

2015

2025
goal

3M will partner with local
communities to advance water
recycling and conservation.
Ultimately, we aim to help thesecommunities build and manage
their own clean water efforts
into the future.
Evaluation of 3M’s 2021 global
manufacturing locations utilized
the Aqueduct™ Water Risk
Atlas stress-level screening
tool, Aqueduct 3.0. Over 200
3M locations were analyzed,
with 17 identified in extremely
high water-stressed areas,according to the WRI Aqueduct
tool. Manufacturing locations
include those with annual water
use equal to or greater than
1,000 cubic meters. The 17
locations account for 1.34% of
3M’s total water usage.

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Who we are

How we work

What we create

Packaging

Waste management

3M’s product diversity, markets, andglobal multi-channel distribution
systems create a complex landscapethat does not lend itself to a “onesolution fits all” approach for productpackaging. While we presently offersome consumer products that are
packaged with single-use plastics, ourcorporate virgin plastic reduction goal
demonstrates our focus on moving
toward circular packaging. Our
Packaging Sustainability Roadmap,
originally launched internally in
2020, takes into consideration therequirements and needs that arequickly evolving around the world andour responsibility to meet those needs.

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

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 theamount of material used. Optimize
cube utilization at all pack levels.
Eliminate all unnecessary packaging.
• Circular packaging: Design
packaging to be reusable, recyclable,
and/or made with renewable
resources. Maximize recycledcontent of packaging materials.

3M 2022 Global Impact Report | #improvinglives

About report138

The 3M Waste Management
Standard applies to all 3M sites andprovides a framework for managing
all waste types from the time ofgeneration until reused, recycled,
treated, or disposed. The standard
sets a baseline for several core waste
program elements and encourages
waste minimization and recycling
whenever possible.
Per the standard, each 3M site has awaste management coordinator who is
responsible for assuring conformanceto the standard, including organizing
appropriate waste training for all
personnel. Compliance with all 3M andother regulated waste requirements
is evaluated through our internal
environmental auditing program.
Our Disposal of Chemical Waste
Standard calls for appropriate
management and disposal of chemical
waste to manage risks and protect
the environment. This includes efforts
to reduce the amount and hazards ofwaste materials generated, to recycleor reuse those materials wheneverpractical, and to control waste
disposal through final disposition.

Goal: achieve zero
landfill status at
more than 30% of
manufacturing
sites by 2025

Goal: reduce
manufacturing waste
by an additional 10%,indexed to sales,by 2025
Progress: toward
goal of reducing
manufacturing waste

2015

2025
goal

3M continues to drive “zerowaste” thinking with our
product designs and process
technologies and will continuematerial reduction work within
our manufacturing operations.
Our definition of manufacturing
waste for this goal includes
materials sent to incinerationand landfill.

Progress: achieving
goal of zero landfill
status

2015

2025
goal

In addition to our waste
reduction goal, we plan toincrease the repurposing,reusing, and recycling ofpotential waste materials
to divert them from landfill
disposal. The intention of ourzero landfill goal is to drive oursites to increase product andprocess optimization, on-siteand offsite recycling, andcomposting.

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Who we are

Our actions
Circularity in ouroperations
Reusable, renewable,
and recyclable materials
in our operations
While reducing waste is the first
choice in the hierarchy of waste
management options, otherpossibilities, such as reusing,recycling, and composting, canalso fuel the circular economy bygetting more out of our materials
and allowing them to continue into
their next life. As our sites identify
opportunities to divert material
streams, such as reusing byproductin our operations, we continue toprotect 3M’s reputation by carefully
managing waste. We set up contracts
with our waste management vendors
to confirm that our material is handledappropriately. In 2021, 3M partneredwith a leading disposal company
to manage our waste streams more
efficiently, and we announced theclosure of our incinerator.

By the end of 2021,

45.2%

of 3M sites had attained

zero landfill status

How we work

What we create

Zero landfill
Based on our research, we’ve chosena holistic definition: at 3M, zero landfillmeans no byproduct is sent directly
to a landfill from a 3M manufacturingsite in a calendar year. A site willcontinue to be a zero landfill site aslong as no manufacturing operations
waste is sent to a landfill. Waste, as
defined here, does not include ash
generated from 3M material sent to awaste-to-energy or incineration site
controlled by a third party. Each site
reports its waste data in a corporate
database each quarter. The data fromselect sites and at the corporate levelis third-party validated. Sites seeking
zero landfill status are also required
to complete an internal assessment toassure accurate reporting.
By the end of 2021, 45.2% 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. Six additionalsites achieved zero landfill status
in 2021: Athlone, Ireland; Banska,
Slovakia; Bridgend, United Kingdom;
Indianapolis (Zionsville), Indiana;
Kerkrade, Netherlands; and Monroe,
North Carolina.

About report139

3M 2022 Global Impact Report | #improvinglives

Water conservationin our operations

Global water withdrawal
2021 percentage

3M’s total water usage includes
sanitary, process, heating, cooling,
remediation, and other sources.
Water usage data is tracked andreported annually on a global basis
for manufacturing sites that produce
greater than 4.54 metric tons (10,000
pounds) of product per year. The
reported data accounts for 98.9% oftransfer value of shipments (TVOS).
3M has taken action to decrease total
water consumption by 49.4% between
2005 and 2021 indexed to corporatewide net sales. In two of our largest
manufacturing water usage locations,
we accelerated our 2021 ambitions.
We are ahead of plan for our 2022
water usage goal, with greater than
10% reduction. An example of ourefforts helping us achieve our goal
was in Decatur, Alabama, where wecommenced a water recirculation
project mid-year. In Cordova, Illinois,
we recently broke ground to add
new filtration technology. In addition,
advances in data analytics capabilities
are expanding visibility, accuracy,
and opportunity for innovation in ourmonitoring and measurement efforts.
For more information, see Innovatingboldly for our enterprise, customers,
and communities.

Groundwater

63.0%

Other sources

1.63%

Public municipal

28.0%

Surface

7.44%

Reduced global water
usage indexed to sales by

10.7%

since 2019, ahead of our 2022 goal

Site spotlights

How we work

Who we are

Global water usage
Million cubic meters
50

40

30

20

10

0

2005

2010

2015

2017

2018

2019

2020

2021

What we create

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Evaluation of 3M’s 2021 water
availability/scarcity global locations
utilized the updated Aqueduct™ Water
Risk Atlas stress-level screening
tool, Aqueduct 3.0. Out of over
200 locations, 17 were identified
in extremely high water-stressed
areas. Focusing on a prioritizedapproach to water stress basins, inAugust 2021 3M joined the Water
Resilience Coalition (WRC) leadershipcommittee. Led by the U.N. CEO
Water Mandate, an initiative of the
U.N. Global Compact, coalition
members commit to having a positive
impact in water-stressed basins,to develop and implement resilient
practices across their industry, and toprovide leadership and advocacy inthe field of water resilience.

140

Packaging in our operations
To support our circularity efforts, we
continue to work internally and with
our suppliers to reduce, reuse, or
recycle the packaging of raw materials
we receive. Even one change in amaterial we use can have profound
impacts over time if it enables
continued reuse.
For example, prior to 2021, we usedwooden crates to ship large jumborolls of semi-finished goods (within our
3M Transportation Safety Division)from one of our sites in the U.S.
to another 3M site in Brazil. Afterchanging to reusable metal crates in
2021, we have been able to eliminate
6.46 metric tons of wood from thewaste stream per year.

Throughout 2022, we will continue
to work with the WRC aligningestablished methodologies that can bemeasured via both short- and longterm, through collective action withinprioritized basins.

Indexed global water usage
Million cubic meters per MM $USD net sales
0.0025

3M locations in scope for the 2025 Sustainability
water-stressed/scarce communities goal1

0.00200.0015

India (four)
Mexico (four)

0.0010

United States (three)
Turkey (two)0.0005

France (one)0.0000

Saudi Arabia (one)

2005

2010

2015

2017

2018

2019

2020

2021

Spain (one)Thailand (one)1

1.34% of 3M’s total water usage located in extremely high stressed areas

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In our European operations, wechanged the transport packaging
of a semi-finished good within our
3M Advanced Materials Division
going from a 3M site in Belgium toanother 3M site in Germany. This
project eliminated corrugated boxes,
plastic film and foam materials, andpallets — by leveraging collapsible,
reusable plastic crates that werereturned for reuse in our Belgium site.
These crates have an average of 76%
recycled content (post-consumer andpost-industrial) and after use can berecycled. The crates are estimated tohave a lifetime of several years. If weestimate only 30 uses in its lifetime,
this improvement will have eliminated15 metric tons of corrugated boxes, 14
metric tons of single-use plastic, and10 metric tons of wooden packaging
in 2021.
By identifying and acting on thesetypes of opportunities, we create
foundational precedents that willcontinue to yield results for theforeseeable future.

How we work

What we create

141

Global waste

Waste reduction in
our operations
Within each geographic area, results
are reviewed regularly against goals
and tracking metrics. Specialized
teams work on a variety of projects
and programs, ranging from basic
office recycling to more complex
projects, such as developing andcapturing byproducts generated bya manufacturing line. Through anevaluation process, material reduction
benefits and risks are reviewed. 3M
corporate systems measure progress
toward waste reduction goals for oursites with total output greater than
4.54 metric tons per year (10,000
pounds), representing 98.9% oftransfer value of shipments (TVOS).
The results and raw data are used
to identify, quantify, and prioritize
projects to improve, utilizing Lean Six
Sigma (LSS) methodology. We arecontinuing to move toward automatedand real-time tracking to give us adeeper understanding of where ourefforts would be best directed.

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About report

Metric tons per MM $USD net sales
7.0
6.0
5.0
4.0
3.0
2.0
1.0
0

2005

2010

2015

2017

2018

2019

2020

2021

Starting in 2016, waste no longer includes waste-to-energy.

Global waste by disposal type
Metric tons
180,000
160,000
140,000
120,000
100,000
80,00060,00040,000Landfilled

20,0000Treatment,
incineration
2017

2018

2019

2020

2021

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What we create

Global waste diversion by type
Metric tons
350,000

300,000

100,000

Offsitereuse*

2018

2019

2020

2021

* Does not include on-site recycle and reuse and offsite reuse from
3M’s industrial mineral product (IMP) division.

3P global pollution prevention
achievements: 1975-2021
First year total pollution prevention cumulative totals, short tons
3,000,000

2,500,000

2,000,000

1,500,000

Total waterpollution
prevented �

1,000,000

Total waste
pollution
prevented

500,000

0

Total airpollution
prevented
1975

1980

1985

1990

1995

2000

2005

2010

2015

2020

2021

3M Pollution Prevention Pays (3P)

Since 2019, we’ve required every
product entering our new productcommercialization process to havea Sustainability Value Commitment(SVC) to contribute to the aspirations
laid out in our Strategic Sustainability
Framework. When teams determine
the SVC for a new product, they
consider factors such as reusability;
recyclability; and energy, waste,
and water savings appropriate to thespecific product throughout its life
cycle. In addition to these efforts, weare actively exploring data collection
systems to help us calculate additional
circularity metrics for our products togive us a better understanding of theirimpact. For more information, see theInnovation management section.

Our waste reduction results

Onsiterecycle +reuse*

2017

Circularity in
our products

Waste-toenergy

150,000

142

Here are some examples of how
we continue to reduce waste in
our operations.

Offsiterecycle200,000

0

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An industry first, 3M’s 3P program,developed in 1975, is based on the
belief that a prevention approach topollution is more environmentallyeffective, more socially acceptable,
and more economical than treatment.
In the last 46 years, the program has
prevented $2.85 million short tonsof pollutants and saved over $2.34
billion, based on aggregated data fromthe first year of each 3P project.

250,000

50,000

About report

Between 2015 and 2021, 3M has
reduced the amount of material
sent for landfill and incineration
by 8.83%, indexed to net sales. We
have decreased our waste, indexed
to net sales, by 30.6% since 2005.
Composting materials from ourmanufacturing sites is an extremely
small component of our manufacturing
operations. 3M does not have any
waste streams that are managed
by deep well injection. 3M is also
dedicated to operating in accordancewith all regulations and managing
waste materials safely and responsibly.
All 3M sites are required to manage
all returned, recycled, and wastematerials from the time of generation
until reused, recycled, treated,or disposed.

Reusable, renewable,
and recyclable materials
in our products
We develop durable, reusable
products and create products forour customers using renewableor recycled materials. Examples
include more durable products likeour Scotch-Brite® Swift Scrub
that outlasts four eraser pads* andalternatives to plastic products like our
Scotch™ Cushion Lock™ Protective
Wrap that is both recyclable and madefrom 100% recycled paper.
*Compared to Mr. Clean® Magic Eraser Extra
Durable pads on tough soils. Mr. Clean Magic
Eraser is a trademark of The Procter & Gamble
Company.

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What we create

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In 2021, we achieved a 18.5-millionpound reduction in the use of virgin
fossil-based plastic in our packaging
and products toward our goal of
125 million pounds by 2025. We’ve
incorporated recycled and bio-basedmaterials and reduced plastic use
in products and packaging suchas Scotch® Tapes and Dispensers,
Scotch-Brite® Sponges, Meguiar’s®
Packaging, 3M™ Workspace Solutions,
3M™ Thinsulate™ Insulation and more.

In 2021, we further enhanced thistoolkit by introducing a Packaging
Recyclability Guide. This guide uses
references from global industrial aidsand presents them in an easy-to-use
format in order to simplify selectionof recyclable materials in different
packaging components. Ultimately,
this will help us standardize our
packaging design around a focus
on circularity.
Increasing recyclability of our plastic
packaging

Water conservationand quality designed
into our products
3M innovation makes a wide rangeof water-saving and water-quality
improvement products possible forresidential, commercial food service,
and industrial water filtration settings.
3M Residential Water Filtration
products address common water
quality concerns, such as sedimentand chlorine taste and odor. Some
products also reduce contaminants
and help protect pipes by reducing
scale. For more information, see
3M.com/water.

In 2021, we achieved an

18.5M

pound reduction in theuse of virgin fossil-based
plastic in our packaging
and products

143

Packaging for our products
Our long-standing commitment toefficient packaging design assures
products are protected with a minimal
amount of packaging materials. We
remove and lightweight packaging
materials and maximize product-topackage ratios (removing as much
empty air space as possible from thepackage). In 2021, our packaging
reduction efforts resulted in adecrease of more than 770
metric tons.

To support our circularity efforts, wework to select packaging materials thatcan be recycled after use rather than
discarded on land or in waterways.
We also continue to increase recycledcontent, make our packaging easier torecycle, encourage reusable packaging
where appropriate, and increase theuse of renewable materials. In 2020, welaunched our Packaging Sustainability
Roadmap internally, with a special
focus on circular package design. At
the time, we provided training for all
packaging engineers using a newly
developed toolkit. The toolkit provides
clear definitions of circularity terms andhighlights which packaging materials to
select in terms of increasing recycledcontent, designing for reusability
and recyclability, and transitioning to
renewable packaging materials.

In 2021, we continued to replace PVC
plastic packaging around the worldin favor of more circular solutions.
In our North American operations,
we continued to convert PVC blister
packaging to recycled PET in some ofthe products in our branded lines suchas Nexcare™, 3M™ Bondo®, and 3M™
Scotchlite™. This not only increased
the recycled content of our plastic
packaging, but it also increased therecyclability potential since PET ismore readily accepted at recycling
facilities than PVC. These efforts
resulted in an additional 23.5 metrictons of plastic being available forrecycling, rather than ending up ina landfill.
In the Asia Pacific market, we changed
the packaging in a 3M automotive
product from a black PVC bottle with a
PVC label to a red HDPE bottle without
a film label, both helping to improve
the recyclability of the packaging. This
resulted in over 64,000 PVC bottles(1.57 metric tons) being converted toa more recyclable package.

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We continue to design circularity
into our packaging up front for new
products, too. For example, in 2021,
we redesigned the packaging of oneof our new Post-it® products in Europe
to remove any plastic film. Instead ofusing polypropylene plastic shrink film
as the packaging material, we moved
to a paperboard package made from
100% post-consumer recycled(PCR) content.
Increasing recycled content in ourplastic packaging
We are implementing projects that
increase the recycled content of ourplastic packaging. For example, in
2021, the packaging of rigid plastic
bottles within our Automotive
Aftermarket Division in Latin Americachanged from virgin HDPE to HDPE
made from 100% PCR material. This
project was initiated in late 2021 andaffected over 54,500 bottles (2 metrictons) at that time. It could potentiallyaffect over 200,000 bottles (8 metrictons) annually.

How we work

What we create

Increasing recycledcontent in our plastic
packaging affected over

54,000bottles

Another example comes from Europe,
where we increased the recycledcontent of our plastic LDPE film used
to package painter’s tape from 0%
to 50% PCR, without increasing theweight. This affected 118 products
and resulted in an estimated 208
metric tons of LDPE containing at least
50% PCR.
We continue to address our plastics
in packaging by removing andlightweighting where we can andincreasing the use of recycledmaterials. In 2021, we designed out
310 metric tons of virgin fossil-based
plastic from our packaging.

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Reducing our packaging using
web support
One of our product lines in AsiaPacific is reusable respirators.
Typically, these respirators included
a paper instruction insert with eachproduct. In 2021, we redesigned theprimary package by eliminating thispaper instruction sheet and printing alink to the 3M web page where these
instructions could be found. Thiseliminated 11.8 metric tons of paper
at the time of paper manufacturing aswell as the need to recycle or disposeof the paper after use.

Waste reduction designed
into our products
Our product development teams strive
to design products using less material
when they can, with an eye on reducing
waste. Examples include products that
do more with less material, like ourmodular Filtrete™ Air Purifiers. They
allow for the sharing of many parts,
like one filter that fits all devices, andthey were redesigned to allow for theremoval of a foam gasket and carboard
frame. For more examples, see the Our
products section.

11.8

metric tons of paper
were eliminatedthrough redesigned packaging
of one of our reusable respirator
product lines

144

Circularity in ourcommunities
Reusable, renewable,
and recyclable materials
in our communities
Surplus material from one businessmay be the raw material for anotherbusiness. When we expand outside
our own value chain, the opportunities
can be endless. In 2021, we continued
our company-wide strategy on reuse,
reduction, and internal recycling aswell as collaboration with our own
technical community, channel partners,
and civic and conservation leaders incommunities where 3M operates.
Ellen MacArthur Foundation
In 2021, 3M renewed our membershipwith the Ellen MacArthur Foundationto accelerate the movement toward
using recycled and renewable raw
materials in our product and package
designs. Within 3M, multiple crossfunctional circular economy working
groups focus on different areas,
including polymers, chemicals,
packaging, cloths/fibers, and otherkey materials. We also collaborate
with fellow Foundation members
to help drive greater global impact
through the initiative.

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What we create

3M’s financial support in thiscollaboration enabled the first-of-itskind comparative analysis of different
advanced recycling technologies
and systems-level environmental
impact analysis that highlights thetechnologies’ potential opportunities
and risks. The report, Transitioning to a
Circular System for Plastics: Assessing
Molecular Recycling Technologies
in the United States and Canada,1summarizes the key findings and was
downloaded more than 1,200 times inless than a month after its release in
November 2021. It has quickly become
a global resource for investors, thepetrochemical industry, environmental
NGOs, and policymakers to understanda nuanced and nascent sector andsupports data-backed decision-making
that drives toward sustainable andcircular outcomes.
Transitioning to a Circular System for Plastics:
Assessing Molecular Recycling Technologies in
the United States and Canada. https://www.
closedlooppartners.com/closed-loop-partnersreleases-first-of-its-kind-report-evaluating-therole-of-molecular-recycling-technologies-inaddressing-plastic-waste/1

Closed Loop Partners
The sheer diversity and volume ofplastics in our system today, fromtextiles to packaging to electronics,
means that no single sector,
technology, or approach can solve theplastics waste challenge entirely or
quickly enough. From 2020-2021, 3M
partnered with Closed Loop Partners,
the Center for the Circular Economy,
and other industry and NGO partners
in an 18-month research collaborationthat examined the financial viability,
environmental impacts, and humanhealth risks of diverse advanced
recycling processes.

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The Recycling Partnership
In the U.S., 3M continued to engage
with The Recycling Partnership in
2021 through financial support andrepresentation as a corporate partner.
The Recycling Partnership uses
public-private partnerships to improveresidents’ access to recycling at the
local level. The Recycling Partnership
operates at every level of the recycling
value chain and works on the groundwith thousands of communities totransform underperforming recycling
programs with cart and truck grants,
education, and technical support to
tackle circular economy challenges.
3M’s commitment to The Recycling
Partnership helped support numerous
projects across the country, as wellas the organization’s newest report— Paying It Forward2 — which
outlines what it will take to create ahealthy U.S. recycling system, and thedividends that investment will deliver.
Based on 2021 impact metrics, 3M’s
continued support of The Recycling
Partnership’s mission and work totransform the U.S. recycling system
has contributed to a cumulative impactof 2,424 communities being supportedwith tools and resources to help drive
local change; 105 million households
reached; 1 million recycling carts put
into service to improve access forfamilies; and 494 million pounds ofrecyclables diverted, thereby avoiding
544,000 metric tons of greenhousegases (GHGs) emissions, cumulatively.
Paying it Forward: How Investment in Recycling
Will Pay Dividends. https://recyclingpartnership.
org/read-paying-it-forward/

2

145

3M’s continued support of
The Recycling Partnership’s
mission and work totransform the U.S. recycling
system has contributed toa cumulative impact of

2,420
communities

supported with tools and resources
to help drive local change

105M

households reached1M

recycling carts

put into service to improve access

494M
poundsof recyclables diverted

544,000

metrics tonsof greenhouse gases(GHGs) emissions avoided

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Recycling through the lens ofdiversity, equity, and inclusion
deserves focused attention andmission-aligned philanthropic support
to create a more comprehensive andjust system nationwide.
Association of Plastic Recyclers

The Recycling Inclusion Fund
In 2020, 3M provided the initialinvestment of $100,000 to launch
The Recycling Partnership’s Recycling
Inclusion Fund, which is dedicatedto delivering an equitable recycling
system for all people. Specifically,
the Recycling Inclusion Fund focuseson three key areas: 1) research toidentify the state of recycling accessand participation, and the barriers
and needs in Black, Indigenous, andpeople of color (BIPOC) communities
across the U.S., 2) recycling accessand education to reach and empower
BIPOC populations with recycling
and education resources that meettheir needs, and 3) leadership training
programs to build a diverse talentpipeline for the recycling industry.

3M’s 2020 contribution to the
Recycling Inclusion Fund allowed
The Recycling Partnership to update
its existing education and outreachphotos, videos, and images to include
more diverse representation. These
updated resources will be used bythousands of communities acrossthe U.S., now reflecting the diverse
communities that they serve. 3M’s
initial contribution also supported
foundational research, continued
in 2021, to identify where people
are being underserved by recycling
service and what is needed toaddress the inequity of recycling
access and participation in the U.S.
This research is crucial to building
inclusive tools, resources, andinterventions to ensure all people canrecycle in the U.S., regardless of raceor socioeconomic status.

In 2021, 3M re-joined the Associationof Plastic Recyclers, which promotes
the advancement and developmentof the plastics recycling industry byproviding leadership for sustained
long-term industry growth. As aparticipant, we collaborate withplastics recycling experts that help
us and other brand owners keep apulse on the latest insights, design
guidelines, and forecasts to help us
design for recyclability, which further
reduces reliance on fossil-based virginplastic resins as more recycled resin is
harvested for use in new components.
Sustainable Growth Coalition
We are one of 30 businesses andorganizations that formed theSustainable Growth Coalition(formerly the Minnesota Sustainable
Growth Coalition). The Coalition’s
Circularity Guiding Principles centeron rebuilding a stronger, more resilient
economy as we look to recover fromthe pandemic and build equity andcommunity inclusion into
sustainability efforts.

146

The Recycling
Partnership’s
Recycling Inclusion
Fund is dedicatedto delivering anequitable recycling
system for all
peopleWater conservation andquality in our communities
In our communities, our sites aim toconserve water. Building a waterresilient world for our communities,
our ecosystems, our companies,
and the global economy is the visionof the Water Resilience Coalition,
which 3M joined in 2021 to serveon the leadership committee. “3M
is proactively applying our scienceand innovation to improve the watersupply used in our operations and thecommunities we serve,” said 3M CEO
Mike Roman.
One example of this is 3M’s
Tonawanda site in New York. FromMay 2020 to April 2021, the site
was able to save more than 12
million gallons of water by installinga secondary clarifier to reduce
wastewater discharges.

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Who we are

Packaging in ourcommunities
Sustainable Packaging Coalition

How we work

What we create

Sharing knowledge®

The Sustainable Packaging Coalition(SPC) is a membership-based
collaborative led by an independent
nonprofit organization that believesin the power of industry to makepackaging more sustainable. 3M is anactive participant in this organizationand has had a member on theexecutive committee for the maximum
three-year term, which ended in
December 2021. The executive
committee provides perspective andexpertise on industry trends, acts
as ambassadors for the SPC, andprovides strategic guidance on issues
related to SPC goals and activities.
How2Recycle® labels
3M became a member of the
How2Recycle program in June
2018. This program was designed by
GreenBlue’s Sustainable Packaging
Coalition to provide consumers
with clear instructions for recycling
packaging materials.
Today, over 225 brands and retailers
have joined the effort to educate
consumers on packaging recyclability
by providing clear on-package
instructions. This membershipsupports 3M’s efforts to improve thesustainability of our products andpackaging. Within the 3M Consumer
Business Group, we continue toexpand the use of How2Recycle labels
on more packages every year.

Collaboration takes many forms.
Our packaging team is committed
to sharing its knowledge with theexternal community to create acollaborative network that will
accelerate packaging circularity.
This is demonstrated by engaging
and participating in industry panels
as well as guest lectures atuniversities and colleges.

Waste reduction in
our communities
3M Impact and Ecoins®
3M Impact is a skills-based service
program where employees lend
their business skills, experience, andenergy to make a difference in global
communities, while also developing
leadership, problem-solving, andinterpersonal communication skills.
Every 3M Impact project aligns to ourStrategic Sustainability Frameworkof Science for Circular, Science for
Climate, or Science for Community.

Our packaging
team is committed
to sharing its
knowledge to createa collaborative
network, accelerating
packaging circularity

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In 2020 and 2021, our 3M Impact
Local program collaborated with
Ecoins, a social enterprise that aims
to promote recycling through an
incentive system. With presencein Costa Rica, Panama, Peru,
Guatemala, Colombia, and El Salvador,
Ecoins awards its “eco currency”
to participants who clean, dry, andseparate their recyclable materials.
They can exchange Ecoins fordiscounts on sustainable products andservices from participating businesses.
Consumers are then motivated toproactively separate and recycle
waste in the community.

147

At the end of 2020, the 3M teamworked with the Ecoins team on
the migration of the organization’s
technology platform for greater
account security, increasedtransparency, and speedy andtraceable transactions. Afterthe success of 3M Impact Local
engagement, the 3M team continued tocollaborate with Ecoins on community
waste recycling. In 2021, with thefast expansion of this business model,
Ecoins sought support from 3M on
identifying performance indicators
for the franchises that will allow thebusiness to grow in a sustainable way.
To learn more about 3M Impact, see
the Communities section.

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Looking
forward
As we celebrate the progress wehave made in driving implementationof our new goals for reducing ourreliance on fossil-based plastic andimproving global water quality andefficiency, we recognize there is
still more work ahead. In the coming
year, we will continue to explore
ways to incorporate more priorities
for circularity and climate across allof our business decisions. Using ourStrategic Sustainability Framework,
we will apply our scientific expertiseto continue to focus our efforts toimprove the lives of our employees,
our customers, and people throughout
the world.
Within the Science for Circularpillar of our framework, we willcontinue to focus on initiatives thatwill create a more circular economy,
driving solutions in our operations,in our products, and in communities
everywhere. In our operations, 3M
will continue to mitigate waste-tolandfill through the reduction, reuse,
and recycling of our surplus materials;
invest in tools to improve our dataon the materials that make up our
products and packaging; act on key
projects to improve global water
quality and efficiency, aligned to our2021 commitments; and work with
suppliers to reduce or reuse surplus
materials from packaging of ourraw materials.

How we work

What we create

For our customers, we will develop
and launch products that will help
them reach their sustainability goals
by increasing our use of recycled raw
materials. We will create reusable,
renewable, and/or recyclable
products and packaging, aligned toour 2021 commitment. We will help
reduce our customers’ water usage
and waste through the use of our
products. We will continue to adapt
our Packaging Sustainability Roadmap
to align with rapidly-evolving global
policies and regulations — such as
those regarding single-use plastics— and implement it to improve
circularity in our packaging. Within
our communities, we will continue
to focus on advocacy, support, andcollaborations in our efforts to fuel a
global circular economy.
This includes working with water leaders
in communities where 3M operates
to help improve water availability
and quality, and aspiration toward
a net positive water impact (NPWI).
Get updates and learn more about
our ongoing work aligning to the 3M
Strategic Sustainability Framework.

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148

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What we create

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149

Climate and energy
Science-based innovation to address
climate change and conserve energy
Ourcommitment
3M has long been a leader inaddressing both challenges andopportunities presented by climatechange and energy conservation. Our
proactive leadership is best defined by
six areas of action:• Executive-level commitment
to these important topics andour related principles, policies,
commitments, and risk-mitigation
planning efforts, including
membership in RE100, the global
corporate initiative committed to100% renewable electricity by 2050

3M’s goal is to achievecarbon neutrality by

2050• Collaborations with organizations
that are committed to the importantwork of addressing climate change,
including the Global Alliance for
Sustainable Energy, TPG Rise
Climate, the Task Force on ClimateRelated Financial Disclosures(TCFD), and the United Nations
Framework Convention on Climate
Change (UNFCCC)• Industry-leading efforts to measure
and reduce our own greenhouse gas(GHG) emissions, including a goal toachieve carbon neutrality by 2050
• Extensive public policy
engagement on both climatechange and energy conservation• A decade’s-long track record of
improving energy efficiency at
our sites• Serving our customers through awide range of innovative productsthat help them improve energy
efficiency and reduce theirgreenhouse gas emissions

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Who we are

Executive-levelcommitment
We are committed to innovate todecarbonize industry, accelerate
climate solutions, and improve
our environmental footprint. This
commitment is part of the Science
for Climate pillar of our Strategic
Sustainability Framework. As ascience-based company, 3M uses
the World Resources Institute(WRI)/World Business Council for
Sustainable Development (WBCSD)
GHG Protocol Corporate Accounting
and Reporting Standard to set GHG
emission reduction targets. For thisreason, we have acted on the findingsof the Intergovernmental Panel on
Climate Change (IPCC) Special Reporton Global Warming of 1.5°C to set
our goals and actions.1 This report,
prepared by 91 authors from 40
countries and based on over 6,000
scientific references, finds that limiting
global warming to 1.5°C (2.7°F) above
pre-industrial temperatures would
require “deep emissions reductions”
and “rapid, far-reaching andunprecedented changes in all aspectsof society.” Achieving this goal also
would “reduce challenging impacts on
ecosystems, human health, andwell-being.”

What we create

In the years following the releaseof the 2018 IPCC report, we havecontinued to follow and adopt thelatest science, including additionalmodeling data on global warming
potential and changing atmospheric
CO2 levels. As new information is
published and shared, such as the
IPCC AR6 Climate Change 2021: The
Physical Science Basis Report, 2 wecontinue to refine our understandingof a variety of climate issues andreposition our climate strategy. Ourcommitment extends to participatingin research, helping author IPCC
guidelines, and prioritizing the reviewof new IPCC guidance as soon as itis released.
Special Report on Global Warming of
1.5ºC (Report). Incheon, South Korea:
Intergovernmental Panel on Climate Change(IPCC). 7 October 2018.
2
IPCC, 2021: Climate Change 2021: The
Physical Science Basis. Contribution of Working
Group I to the Sixth Assessment Report of theIntergovernmental Panel on Climate Change[Masson-Delmotte, V., P. Zhai, A. Pirani, S.L.
Connors, C. Péan, S. Berger, N. Caud, Y. Chen,
L. Goldfarb, M.I. Gomis, M. Huang, K. Leitzell,
E. Lonnoy, J.B.R. Matthews, T.K. Maycock, T.
Waterfield, O. Yelekçi, R. Yu, and B. Zhou (eds.)].
Cambridge University Press. In Press.
1

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Public policy
engagement
3M supports the Task Force on
Climate-Related Financial Disclosures(TCFD) recommendations for helping
businesses disclose climate-related
financial information. We recognize
the need for corporations to have an
increased focus on and transparencyof financial risks related to climatechange. In 2021, 3M announced an
expected investment of approximately$1 billion over the next 20 years
to support environmental goals
including achieving carbon neutrality
by 2050. Additionally, we continue
to advance the speed and accuracyof our reporting capabilities forimportant climate-related topics like
GHG emissions to help gather timely
feedback and inform our decisionmaking. Our climate risk process, as
described in the following section,
includes disclosures recommended
by TCFD.

150

3M supports the
Task Force on
Climate-Related
Financial
Disclosures (TCFD)
recommendations forhelping businesses
disclose climaterelated financial
information
3M endorses voluntary approaches
to GHG emissions management. Any
mandatory GHG emission reductions
should be developed throughinternational negotiations and follow
these policy principles:• Apply broadly to countries orgroups of countries and GHG
emission sources• Be guided by science-based
decision-making• Utilize a consistent, marketbased approach• Encourage investment and protect
intellectual property to facilitate
technology breakthroughs• Include provisions for carbon
emissions trading and/or
alternative investment andcompliance programs• Provide full credit for early
reductions in GHG emissions

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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 the effect of allowing faircompetition and avoiding market
distortions within industrial sectors
or across national boundaries
3M is actively engaged in public
policy development to address climatechange concerns. In addition, we’veremained committed to aligningwith the latest findings by theIntergovernmental Panel on Climate
Change (IPCC) since 2005.

How we work

What we create

Risk-mitigation planning
Severe weather and long-term
trends could affect 3M’s operations
and supply chain. To address theseand other risks, 3M maintains aformal Enterprise Risk Management
Analysis to review enterprise-levelrisk. Additionally, 3M Global Security
facilitates a Business Continuity
Program and planning processes
as well as a Crisis Management
Program to coordinate the effortsof businesses, functions, and local
incident management and response
teams, worldwide.
Corporate, functional, and local plansconsider the risk of natural disasters,
infectious disease, employee safety,
protection of assets, customer
service, and other business 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 can be found in the following
table (next page).

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152

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 noharm to people or to our planet. The committee’s roles and responsibilities include reviewing the company’s policies and programs on sustainability and assisting
the Board in identifying and analyzing significant emerging science and technology, disruptive innovations, sustainability, materials vulnerability, and geopoliticalissues that may impact the company’s overall business strategy, global business continuity, and financial results.
Specific to enterprise risk, the 3M Audit Committee of the Board of Directors has the responsibility to discuss policies and procedures with respect to risk
assessment and risk management, the company’s major risk exposures, and the steps management has taken to monitor and mitigate such exposures. For the
purpose of discussing climate-related risks, “substantive financial impact” means an event or circumstance that would individually or in the aggregate have amaterial 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 theeffects 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 and costof natural resources, sources and supply of energy, product demand and manufacturing, and the health and well-being of individuals and communities in which
we operate.
Additional details on our enterprise risk assessments can be found in the Enterprise risk and Leading with purpose sections of this report and in our Annual
Report on Form 10-K, Item 1A.

Timeframes

Short-term, 0–1 years
Medium-term, 1–5 years
Long-term, 5+ 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.
The 3M Audit Committee of the Board of Directors discusses policies and procedures with respect to risk assessment and risk management, the company’s majorrisk exposures, and the steps management has taken to monitor and mitigate such exposures.

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 carry out
its duties and responsibilities, but in any case, not less than three times a year. In 2021, the committee met monthly.
The 3M Audit Committee of the Board of Directors meets with the frequency, and at intervals, it determines necessary to carry out its duties and responsibilities,
but in any case, not less than four 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.
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.

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153

Climate risk process
Identification andassessment

Managing risk requires integrating a multidisciplinary, company-wide risk identification, assessment, and management process. The senior vice president andgeneral auditor, Corporate Auditing, whose appointment and performance is reviewed and evaluated by the Audit Committee of the Board of Directors, is
responsible for leading the formal risk assessment and management process within the company.
Climate risk prioritization associated with physical impact 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 future scenarios analysis includes “optimistic” with emissions peaking and declining by 2040 with emissions constrained to stabilize at ~650 ppm CO2 andtemperatures 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 steadyrising 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.

Frequency ofmonitoring

3M continually evaluates aspects of risk. The senior vice president, general auditor, consulting with the company’s senior management, annually assesses
the major risks facing the company and works with those executives responsible for managing each specific risk. The senior vice president, general auditor
periodically reviews with the Audit Committee of the Board of Directors the major risks facing the company and the steps management has taken to monitor andmitigate those risks. The Audit Committee of the Board of Directors meets no less than four times a year.
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 or divestitures
require. 3M’s Business Continuity Program and planning processes and our Crisis Management Program help manage risks facing the company’s physicaloperations, supply chains, and workforce. Programs are reviewed at least annually. In addition, the 3M Science, Technology & Sustainability Committee of theBoard of Directors meets not less than three times a year, and in 2021, met monthly.
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.

Risk factors

Regulatory

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

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 2021, 3M invested $1.99
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 ourcustomers’ future needs as the climate changes. In addition, since 2019, we require each new product entering our NPI process to havea Sustainability Value Commitment demonstrating how it drives impact for the greater good.

Legal

The company’s future results may be affected by various legal and regulatory proceedings and legal compliance risks, including those
involving product liability, antitrust, intellectual property, environmental, tax, the U.S. Foreign Corrupt Practices Act and other antibribery laws, and other matters. The outcome of these legal proceedings is often difficult to reliably predict. For a more detailed reviewof this topic, see the discussion in Note 16 “Commitments and Contingencies” within the Notes to Consolidated Financial Statements in
3M’s Annual Report on Form 10-K.

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Climate risk process
Risk factors

MarketResults are impacted by the effects of, and changes in, worldwide economic, political, regulatory, international trade, and otherexternal conditions. 3M operates in more than 70 countries and derives approximately 60% of its revenues from outside the UnitedStates. The company’s business is subject to global competition and geopolitical risks that are beyond its control, such as disruptions infinancial markets, economic downturns, government actions impacting international trade agreements, imposing trade restrictions suchas tariffs and retaliatory countermeasures, inflation, government deficit reduction and other austerity measures in specific countries orregions, or in the various industries in which 3M operates.

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.

Physical(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 Auditing and
Global Security monitor site compliance with the Crisis Management Program. For more information, see the Enterprise risk section.

Upstream

3M depends on various components, compounds, raw materials, and energy (including oil and natural gas and their derivatives)supplied by third parties 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, or be terminated. Risks
from upstream suppliers are identified at the product level through the New Product Introduction (NPI) and continuous 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.

Downstream

Financial risks

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 disposal of 3M
products. Mitigation of these risks is highly diverse and product-specific.

At 3M, we continually evaluate our approach to opportunity and risk. We believe the concept of risk appetite and tolerance is an essential component of strategicplanning. Our governance includes broad risk oversight by the Board and its committees. Risk analysis is reported to the full Board by both the general auditor andthe chief ethics & compliance officer. These are senior vice president positions appointed by, and reporting to, the Audit Committee of the Board of Directors.
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 the developmentof innovative products and services and providing for efficient sharing of business resources. Our operations bring together a combination of our 51 unique
Technology Platforms to produce over 55,000 products, which are sold in nearly every country.
We believe this governance of risks by Board committees, who share information with the full Board, is appropriate for a diversified technology andmanufacturing company like 3M. 3M’s Annual Report on Form 10-K, Item 1A outlines risk factors applicable to the company.

Financial opportunities

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

Metrics

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

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155

Climate risk process
Principles

Goals

Commit to taking measurable action toward defined objectives to make a positive climate impact

Relevance

Clearly define boundaries

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 themConsistency

Base our data on approved methodology

Accuracy

Develop corporate systems and auditing procedures

Transparency

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

Goal: improve energy
efficiency, indexed
to net sales, by 30%
by 2025
Progress: behind goalof improving energy
efficiency

2015

Energy-efficiency
improvements help reduceenergy use, energyassociated costs, and GHG
emissions. 3M energy
management goes beyond
energy-efficiency efforts infactories and buildings. It isa team effort guided by the
global 3M Corporate Energy
Policy and coordinatedby the Corporate Energy
Management Team, withoversight by 3M’s corporate
energy management leader,global manufacturing
technology and engineering
vice president, and active
support from the CEO.

2025
goal

3M has taken a broad
approach to managing ourenergy footprint, which
includes evaluating the impactof our products, manufacturing
processes, equipment, andsites, as well as by reducing
the energy footprint of ourexisting manufacturing
and administrative sites. In
addition, we actively share
information about our energy
management program withexternal stakeholders, suchas suppliers, customers, andother interested organizations.

Goal: increase
renewable energy to
50% of total electricity
use by 2025
Progress: toward goalof renewable energy
total electricity

2015

2025
goal

In 2019, we achieved our2025 goal by surpassing 25%
renewable electricity. As
part of our strategic focus
on empowering Science for
Climate, we increased ourinterim target from 25% to 50%
renewable electricity by 2025,
toward our ultimate goal of
100% renewable electricity by
2050. In 2019, we joined RE100,
a global, renewable energy
leadership initiative, led by The
Climate Group in partnershipwith CDP (formerly the Carbon
Disclosure Project), which brings
together influential businesses
committed to sourcing 100%
renewable electricity for theirworldwide operations by 2050.

Goal: reduce Scope 1
and 2 market-based
GHG emissions fromour 2019 baseline by atleast 50% by 2030, 80%
by 2040, and be 100%carbon neutral in ouroperations by 2050
Progress: toward
goal of reducing GHG
emissions

2019

2030
goal

3M’s actions to reduce our
GHG emissions began in 2000.
In 2015, 3M set a goal to assure
GHG emissions are at least 50%
below our 2002 baseline by2025. Then, in 2019, 3M madea new commitment aimingfor 100% carbon neutrality
in our operations by 2050.
We will continue to work
collaboratively with customers,
governments, and global
partners to reduce emissions
beyond 3M’s operations
through continued invention
and introduction of innovative
products and solutions.

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Our actions
As of 2021, 3M improved energy
efficiency, indexed to net sales, by
14.2% toward a goal of 30% by 2025(2015 baseline year).

Climate action in
our operations
Energy management
3M reviews its Strategic Energy
Management Plan annually toprioritize programs and meetglobal goals. The plan incorporates
input from stakeholders, including
manufacturing leaders, site managers,
operations employees, and executive
management. Goals of the plan
include continuously improving
results, leveraging engineeringexpertise and advances, driving
site-level efficiency improvements,
maintaining top management support,
and protecting 3M’s reputation.
In 2021, we finalized and implemented
the updated 3M Corporate Energy
Policy — which includes ourcommitment to renewable energy —leveraging our internal engineering
manual: Energy Design Requirements
and Guidelines. This manual provides
information for incorporating energy
efficiency into capital project designs.
We also engaged in a pilot programwith a third party to conduct a largescale energy audit across our sites andhelp find opportunities for improving
our energy efficiency.

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A focus on energy
from naturally
replenishable sources
3M’s headquarters in St. Paul,
Minnesota, is powered by 100%
renewable electricity. In 2019, 3M
became the largest company in Xcel
Energy, Inc.’s service area acrosseight Western and Midwestern states
to make a comparable achievement.
3M’s headquarters is a 409-acre
campus, home to 30 buildings andresearch labs.
In 2019, we achieved our 2025 goal bysurpassing 25% renewable electricity.
As part of our strategic focus onempowering Science for Climate,
we increased our interim target from
25% to 50% renewable electricity by
2025, toward our ultimate goal of
100% renewable electricity globally by
2050. Our renewable efforts don’t stopat our headquarters location. All 3M
sites actively seek alternative energy
sources, including active combined
heat and power, solar, wind, and otherprojects like utilized excess steam.

In 2019, we
achieved our 2025
goal by surpassing
25% renewableelectricity

156

3M’s headquarters in St. Paul,
Minnesota, is powered by100%

renewable electricity

In 2021, 3M was recognized with
the Market Trailblazer Award from
RE100, a global initiative bringing
together the world’s most influential
businesses committed to 100%
renewable power. The award wasannounced during Climate Week NYC
and celebrates RE100 companies
who are committed to driving market
change, communicating transparently
about the barriers they face, andcollaborating with companies,
utilities, and governments to drivechange. The award recognized ourefforts in 2021 converting four
3M sites to completely renewableelectricity in collaboration with theirrespective local communities. The
sites were located in Brownwood,
Texas; Brookings, South Dakota;
Hutchinson, Minnesota; andTonawanda, New York.
While 3M takes actions to help
convert its operations to renewableelectricity sources, we continue tosupport the global renewable energy
sector by producing solutions forcustomers that help improve thereliability and efficiency of renewableelectricity, including solar and wind.

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Sites converted to 100%
renewable electricity

ISO 50001 and SEP
50001™ certification

Energy Management
Awards2021

The internationally recognized
ISO 50001 standard and the U.S.
Department of Energy’s (DOE)
Superior Energy Performance 50001™
(SEP 50001™) certification program
help 3M sites become attuned torecognizing and seizing opportunities
to increase energy efficiency in site
operations and move from delivering
energy projects in a loosely organizedfashion to a structured system ofmanagement. By integrating thesystematic ISO-based frameworkof “plan-do-check-act” for the
management of energy in on-site
operations, our sites have seen savingsin energy costs and consumption,
expansion of employee engagement,
and increased visibility to the trackingof site energy performance. In 2021,
we continued our virtual ISO 50001
and SEP 50001™ audits. 3M has been
busy increasing its ISO 50001 andSEP-certified profile, with 56 sites(up from 45 sites in 2020) certified
globally, and 35 sites certified to
SEP Certification.

2021 3M Energy Excellence Awards

Canada: London, Ontario
France: Haguenau, La Mure,
Mazeres, Niedermodern, Oyonnax,
St. Ouen Laumone, Tilloy
Germany: Bad Essen, Gendorf, Hilden,
Kamen, Kempten, Niederstetten
Poland: Janinow, Skomielna Biala,
Wroclaw – IATD, Wroclaw – Medical
United States: Brookings, SD;
Hutchinson, MN; Tonawanda, NY
2020
Austria: Villach
Brazil: Itapetininga, Mairinque*,Manaus, Ribeirao Preto, Sao Jose Do
Rio Preto*, Sumare
France: Cergy
Germany: Wuppertal
Italy: Pioltello
Mexico: Juarez
Netherlands: Amersfoort, Kerkrade
Panama: Panama City
Spain: Madrid, Rivas
Sweden: Gagnef, Rotunsda,
Varnamo, Vastervik
Switzerland: Langenthal
Thailand: Lat Krabang
Turkey: Cerkezkoy
United Kingdom: Atherstone,
Aycliffe, Bangor, Bracknell, Bridgend,
Gorseinon, Skelmersdale*Sites closed at the end of 2021

3M sites become
attuned torecognizing andseizing opportunities
to increase energy
efficiency

The 3M Energy Excellence Awards
honor individuals and teams thatincorporate the goals of the Corporate
Energy Program in engineering
projects. The nominated projects
and individuals actively demonstrate
their commitment to include energy
efficiency in the design of projects, inequipment selection, or in the use ofalternative energy supplies. The award
is one of global recognition within the
3M engineering community.
The 2021 winners of the awards were
Steve Plett, Tanmay Soni, the USAC
Energy Team, the Hefei, China Energy
Team, and the Shanghai Xin Qiao,
China Energy Team.
2021 external energy recognition• The 3M Brookings site won a
Better Project Award from the U.S.
Department of Energy’s Better
Building, Better Plants Challenge,
which recognizes outstanding
accomplishments in implementing
industrial energy efficiency projects
at individual facilities.
• 3M Little Rock’s Richard Holmes
and 3M Brockville’s Tyler Blakely
were recognized with 2021 AEE
Region Energy Innovators of theYear awards.

157• In 2021, the international Clean
Energy Ministerial (CEM) forum
awarded six 3M sites in Canada
and 21 3M sites in the U.S. an
Energy Management Insight Award,
which recognizes implementationof energy management systems
to achieve energy, economic, andsustainability benefits.

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Indexed global energy use

Global energy use

MWh per MM $USD net sales

MWh

400

10,000,000

8,000,000

300

6,000,000

200
4,000,000

100
2,000,000

0

2005

2010

2015

2017

2018

2019

2020

0

2021

Global Electricity Consumption
3,500,000

3,000,000

2,500,000

2,000,000

1,500,000

1,000,0000

Non-renewablesources
Renewable
sources
2015

2016

2017

2018

2019

2020

2021

2010

2015

2017

2018

2019

2020

2021

Direct (Scope 1) andindirect (Scope 2)
greenhouse gas emissions

MWh

500,0002005

3M has reduced Scope 1 GHG emissions
by 82.3% since 2002, providing a
direct and immediate reduction of
our carbon emissions. During thissame timeframe, we achieved a 75.0%
reduction in absolute Scope 1 and 2
location-based GHG emissions. Since
2019, 3M reduced Scope 1 GHG
emissions by 26.4%, and achieved a26.1% reduction in absolute Scope 1
and 2 market-based GHG emissions.

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Since 2002, the 3M Environmental,
Health, and Safety (EHS) Laboratory
has calculated 3M’s GHG inventory inaccordance with the World Resources
Institute (WRI)/World BusinessCouncil 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 is 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 systemelements from the ANSI/ISO/IEC
17025 Standard, including:

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Scope 1 and 2 total (metric tons CO2e)
Our new commitment: baseline, results, and projections

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
4,000,000

80%

2,000,000
0
2002

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

2030

2040

2050

100%

• Defined responsibilities andinterrelationships of all key staff• Documented key personnel
qualifications• Control over quality system
documents and procedures• Control of records• Corrective and preventive
action system• Internal audit program• Documented and approved
calculation procedures

2002: Global 3M inventory 3rd party verified by
ISO/IEC 17025 accredited laboratory inaccordance to the WRI/WBCSD GHG Protocol
2004: 3M joins EPA Climate Leaders w/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, 3M commits
to 50% renewableelectricity by 2025 and100% by 2050, global
headquarters becomeswind powered

Accelerated existing goal:
Reduce Scope 1 and 2
market-based GHG emissions
from our 2019 baseline by atleast 50% by 2030, 80% by 2040,
and achieve carbon neutrality in
our operations by 2050. 3M
joins DOE Low Carbon Pilot,
Global Energy Alliance

Scope 1 and Scope 2(location-based)
Scope 1 and Scope 2(market-based)
Projected Scope 1
and Scope 2(market-based)

Market-based

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Every year, 3M calculates our GHG
inventory according to approved
internal procedures that are updated
as needed to correspond with current
calculation methodologies. However,whenever a methodology change
is implemented, 3M will, wherever
possible, recalculate the prior year’s
GHG inventories to assure that pastand current-year GHG inventories
are comparable. Where this is notpossible, 3M will either call thisout or assure that the difference is
not material. These quality systemelements and procedures, coupledwith a robust internal and third-party
review of our emissions, help 3M’s
GHG inventory to be aligned withthe core principles of relevance,completeness, consistency,
accuracy, and transparency. GHG
emission reductions are achieved
through a variety of methods:
improving process and equipment
efficiency, upgrading equipment,
reducing our demand for energyuse, increasing our use of renewableelectricity, and implementing
and maintaining emission control
technologies. These methods, andmore, are integral to the company’s
overall success and assist us with thechallenge of helping to address global
climate change concerns.

How we work

What we create

Air quality management
An important component of 3M’ssustainability strategy is ourcommitment to improving air quality
globally while delivering on ourcustomers’ needs and expectations
for high-performance products.
Manufacturing some of theseproducts inherently releases volatileorganic compounds (VOCs), including
through the use of solvent-basedmaterials. Because of this, many of
our sites require permits with rigorous
VOC tracking requirements. Even
where tracking is not required from a
regulatory perspective, 3M voluntarily
tracks VOC usage and emissions frommajor sources of emissions in order to
identify further opportunities
for reduction.
3M has developed internal programs
to minimize its VOC emissions. We
track and report emissions basedon raw material usage, engineering
estimates, and stack test data. For
many 3M manufacturing processes,
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, whererequired, by federal, state, or local
regulations for individual sites. 3M
internally tracks all fuel usage andcalculates the combustion emission
rates using accepted emission factors.

3M 2022 Global Impact Report | #improvinglives

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160

Global volatile organic compound(VOC) emissions
Metric tons per MM $USD net sales
0.35
0.30
0.25
0.20
0.15
0.10
0.05
0.00

2005

2010

2015

2017

2018

Main VOC by source type
• 3M’s VOC emissions are primarily
attributed to coating lines• Reactors and mixing are alsosignificant sources of VOC emissions
VOC by site
• 88% of our sites emit less than 100
metric tons per year VOC• 34% of our sites emit less than 1
metric ton per year VOC

2019

2020

2021

Implementing andmaintaining pollution control
3M has made significant progressin reducing air emissions — at thesource and by improving process
efficiencies. Where emissions cannot
be reduced within the process, 3M
installs and maintains air emission
control equipment as required byfederal, state, and local regulations.
We evaluate all equipment options,select those that are the mostenvironmentally effective and costefficient, and properly operate
emission control equipment.
Technologies include thermaloxidization, solvent recovery, carbon
adsorption, biofiltration, electrostatic
precipitators, baghouses, scrubbers,
and cyclones.

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Who we are

Ozone depleting substances
The Montreal Protocol is the firstworldwide agreement designed
to protect human health and theenvironment against the adverse
effects of the depletion of thestratospheric ozone layer. The
agreement identifies the list of ozone
depleting substances (ODS) thatare targeted for control practices,
reductions, or total phaseouts andprovides a phaseout schedule.
In addition, some countries haveestablished regulations regarding
the management of refrigeration
appliances. 3M has establishedrequirements that provide aframework for how 3M operations
are to manage their refrigeration
appliances containing ODS andhydrofluorocarbons (HFC) (which are
regulated in the United States), in thecontext of applicable international
protocols, local regulations, andcurrent and future economic
impacts. These requirements include
conformance to the Montreal
Protocol, when applicable.

How we work

What we create

Climate action supported
by our products
GHG emissions attributableto our suppliers andcustomers (Scope 3)
3M has been developing our Scope
3 GHG emissions inventory since the
WRI and the WBCSD published the
GHG Protocol Corporate Value Chain(Scope 3) Accounting and ReportingStandard in September 2011. Even
before its release, 3M participated in
the pilot of the standard, which includes
requirements for calculating GHG
emissions for 15 separate categories ofemissions sources, both upstream anddownstream of our own operations.
According to the GHG Protocol Scope
3 Calculation Guidance, a company
that produces intermediate productswith many potential downstream
applications, each with a potentiallydifferent GHG emission profile, cannot
reasonably estimate the downstream
emissions associated with the various
end uses of these products. The
methodology did not even exist to
calculate full Scope 3 emissions for
a company with 3M’s complexity,
including 55,000-plus heavily
diversified products across a large
variety of industries and potential
end-use cases.

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Rooted in scientific exploration andthe belief that every problem has asolution, 3M embarked on a journey
to calculate these downstream
Scope 3 GHG emissions. We base ourdecision-making on sound science, andin 2019, we developed methodologies
to calculate our emissions for Scope 3
Categories 9-12.

3M’s emissions
journey is rooted
in scientificexploration andthe belief thatevery problem hasa solution

161

The first step was compiling thedata for the more than 55,000 3M
products, including the quantity sold,the size or mass of the product, andthe use applications. Next, working
with Anthesis Group, we analyzed
data from the products to prioritize
those with a material Scope 3 GHG
footprint and identified 300 unique
categories for further analysis basedon the composition and use of eachproduct. Once emission factors were
determined for each use scenario, we
worked to calculate estimated Scope 3
emissions for each of the 300 productcategories. Based on the best available
science, estimated Scope 3 data
uncertainty is ±50% (WRI/WBCSD,
GHG Protocol Corporate Value Chain(Scope 3) Accounting and ReportingStandard, 2011).
Moving forward, increased customer
collaborations will enable 3M to better
understand and help reduce emissions
from processing, use, and end-of-life
treatment. This will help us advancethe science and further improve
the accuracy of our estimations for
Scope 3 Categories 10-12. We plan
to report on results from these efforts,
as well as additional planned actions,in future communications.

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How we work

Who we are

What we create

Technologies making
a positive impact on
climate and air quality

3M™ Smog-reducing
Granules have been installed
on enough homes to matchthe equivalent of

1M

trees’ worth ofpollution preventionof NOx emissions

When we set out to help solve someof the world’s greatest challenges,
we must often look outside the wallsof 3M – and in some cases, focus
on the rooftops. One such challenge
we’ve focused on is nitrogen oxide(NOx) emissions that can contributeto unhealthy levels of ozone. This,in addition to particle pollution, issomething which the American Lung
Association reported more than 40%
of Americans live with as of 2021.1 To
help communities reduce their NOx
emissions, we introduced a solutionthat literally turns roofs into smogfighting surfaces, to help mimic someof the positive effects trees have in
our environment. 3M™ Smog-reducing
Granules feature a specialized coatingthat is activated by the sun’s UV rays,
generating radicals and transforming
NOx gases into water-soluble ions,improving air quality. In a few shortyears since their introduction, thegranules have been commercialized
and installed on enough homes tomatch the equivalent of 1 million
trees’ worth of pollution preventionof NOx emissions as of 2021, and it
shows no signs of slowing down.
American Lung Association. State of the Air.
https://www.lung.org/getmedia/17c6cb6c8a38-42a7-a3b0-6744011da370/sota2021.pdf

1

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With a Corporate purpose of
unlocking the power of people,
ideas, and science to reimagine
what’s possible, 3M is a natural placeinventors look to help them bring
their innovations to life. Aaswath
Raman, a professor of engineering
at UCLA, is a perfect example: his
research on a natural phenomenon
known as radiative cooling has led him
to discover a means by which a film
technology can cool surrounding air
without any external power sources.
He co-founded a company called
SkyCool and worked with 3M scientist
Tim Hebrink to adopt 3M™ Solar Mirror
Film technology and commercialize
the application of the film to SkyCool
panels that are being actively tested
in hot climates like California andArizona. The initial applications arefocused on helping appliances like air
conditioners and refrigerators to run
more efficiently and structures likebuildings and bus stops to stay cooler,
but with technology that can help
infrared radiation effectively utilize theupper atmosphere to cool the earth, it
seems the sky is the limit.

162

For more examples, see the Our
customers and Our products sections.

Climate action in
our communities
As a large organization with operations
in many diverse communities globally,
we recognize our responsibility to
not only improve our climate impact,
but also do so deliberately to avoid
inadvertent negative impacts on
our communities — both direct
and indirect. This includes how we
responsibly source our renewableenergy for our sites. We have learned
and adapted to using a variety ofsourcing methods to meet the uniqueneeds of each situation, such as
directly sourcing our renewable energy
through contractual agreements rather
than installing new infrastructure onsite
to generate it. Where it is feasible,
this approach allows us to stay on
the grid and collaborate with local
utilities, relying on their expertise tohelp keep energy rates stable for othercommunity members.

Site spotlights

Who we are

Energy engagement
Public speaking engagements andpartnerships are integral elements of
the Strategic Energy Management
Plan. In 2021, 3M experts spoke atseveral energy industry conferences,including the Association of Energy
Engineers (AEE) World Energy
Conference & Expo, DOE Summit
Session Planning - Making the Casefor Energy Efficiency, and GermanCanadian Conference on Energy
Efficiency in Industry.
3M is a partner of the U.S. Departmentof Energy (DOE) Better Plants®,
part of the DOE’s Better Buildings
Initiative designed to drive leadershipin energy innovation, and is a Better
Plants Challenge Energy and Water
Goal Achiever. In 2021, 3M joined theBetter Buildings Low Carbon Pilot toparticipate with other industry leaders
to demonstrate real world pathways
in achieving low carbon plants andpledged to be part of the DOE’s Better
Climate Challenge to reduce portfoliowide GHG emissions (scope 1 and 2)
by at least 50% within 10 years.
We are also one of 30 U.S. businesses
and organizations that have formed
the Sustainable Growth Coalition(formerly the Minnesota Sustainable
Growth Coalition).

How we work

What we create

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163

TPG Rise Climate
Fund investment
In 2021, 3M joined more than 20
other global companies in investingin TPG Rise Climate, a multi-billion
dollar climate impact investing fundthat deploys mission-driven capital atscale. TPG Rise Climate is focusing
investments on clean energy, enabling
solutions, decarbonized transport,
greening industrials, and agriculturaland natural solutions. This action
expanded our access to opportunities
to invest in climate technology
companies and complemented our
new environmental goals for carbon
neutrality, water use and quality.

Clean Air Asia partnership
Throughout 2021, 3M continued
the second year of our five-year
partnership with Clean Air Asia,
an international non-governmentalorganization focused on sciencebased air quality solutions for New
Delhi, India, and Manila, Philippines.
The second year of their Asia
Blue Skies Program focused on
implementing their Clean Air
Action Plan (CAAP) for Manila City,
as well as developing a sectorspecific implementation strategy for
integrating the identified air pollution
mitigation approach into their CAAP
for New Delhi. This included:• Institutionalization of the Manila
City CAAP through adoption by thecity inter-agency working group
Hinga Maynila (Breathe Manila)
Task Force• Working with stakeholders tooperationalize Manila City CAAP
pollution control measures including
the development of supporting
communication strategies andlocal campaigns• Continuation of the capacity
building of Hinga Maynila (Breathe
Manila) Task Force on evidencebased policy-making and air
quality communication• Generating air quality data to inform
action from both cities• Developing an “Outreach Toolkit
on Advancing Better Air Quality
through Clean Construction” aimed
at site managers and engineers
managing construction sites• Engaging youth and developing
public engagement strategies toaddress air pollution aroundhot spots• Organizing trainings forapproximately 300 site engineers,site managers and supervisorson the management of dust atconstruction sites• Developing a “Clearing the Air:Engaging Youth in Hot Spot Action”
toolkit to train and engage youthand develop public engagement
strategies to address air pollution
around hot spots• Operationalizing sustainability
frameworks for air quality
action through partnerships
and collaborations

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Who we are

Formation of Global Alliancefor Sustainable Energy
In September of 2021, 3M joined withour customer Enel Green Power and
15 other organizations in founding
the Global Alliance for Sustainable
Energy. This brought together
utilities and global players in the solar
photovoltaic and wind value chainsas well as sector associations andinnovation partners. The aim of thegroup, which is aligned with the 2030
agenda set out in the UN SDGs, is toredefine the meaning of “sustainableenergy” and to lead a just transition
away from fossil fuels by assuring that
renewables are wholly sustainable forpeople and the planet.
The initial focus of the alliance is tofocus on four key areas where there
is potential for quick wins for thesustainability of the renewableenergy industry, including net-zeroemissions and CO2 footprints, circular
economy and design, human rights,
and water footprints.

Strategic collaboration
with UNFCCC
Starting at COP26 in November 2021,
3M and UNFCCC entered into athree-year collaboration to advancethe Paris Agreement and UN SDGs.
The purpose is to help the UNFCCC
and key sustainability stakeholders
understand the challenges faced bymanufacturers in achieving net zero,
as well as to highlight technology andsolutions that can influenceother manufacturers.

How we work

What we create

This kicked off with a candid
conversation at COP26 featuring
insights from internationalsustainability leaders and moderatedby CEO of Forum for the Future
Sally Uren.

“By working with
the UNFCCC andacross its partnershipnetwork, we canshare our insights
as well as ourchallenges,
emphasizing there isno singular approachto addressing
climate change andencouraging new
peers to join us inworking toward amore sustainable
future.”Gayle Schueller
3M Senior Vice President andChief Sustainability Officer

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164Site spotlights

Who we are

Looking
forward
Climate change remains among thegreatest challenges globally and wemust act with urgency to address it —for our climate and our communities.
Our Strategic Sustainability
Framework directs our efforts toareas where 3M can make the biggest
impact. Within the Science for
Climate pillar of this framework, wewill continue to focus on innovating
to decarbonize industry, accelerating
global climate solutions, andimproving our environmental footprint.
We’ll continue to drive ambitious
climate solutions in our operations,in our products, and in communities
around the world.
In our operations, as we look toachieve our long-term goal ofachieving carbon neutrality by 2050,
we will continue to evaluate how we
can apply our science in the near
future to stay on track. Similarly, as
we approach our goal of using 100%
renewable electricity at all global sites,
we will also evaluate what other ways
we can expand our renewable energy
to maintain our progress.

How we work

What we create

We will explore options for reducing
our dependence on natural gas to help
further reduce our CO2 emissions,continue to update our standards, andevaluate tracking systems that will
improve our capabilities for monitoring
progress toward our goals.
For our customers, we will develop
and launch products to help themreach their sustainability goals
by improving energy efficiency,
increasing renewable electricity, andreducing emissions in alignment with
our goal to help them reduce their
GHGs by 250 million tons of CO2
equivalent emissions through our
products by 2025.
For our communities, we will continue
to collaborate with key stakeholders
and groups that we determine canhelp us maximize the effectivenessof our efforts and help drive climate
solutions globally to help improve
every life. Learn more about ourongoing work aligning to the 3M
Strategic Sustainability Framework.

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Who we are

How we work

What we create

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166

Suppliers

Helping our supply chain extend ourcommitment to sustainability
Ourcommitment
Each step in our supply chain is an
opportunity to gain alignment with
our Promise to improve lives byhelping solve the world’s greatest
challenges. This includes benefits like
employment, embracing diversity,and community building as well as
mitigating risks whether they are
related to labor, environmental,
health and safety, ethical practices,or management systems. Ourcommitment, from top leadership
down, is to achieve synergy across our
supply chain with our own corporate
values. We expect our suppliers to betransparent about their environmental
and social practices, provide ideas
for improvement, and work with us totransform our shared value chain.
At 3M, we expect our suppliers
to strive for and achieve the samebar we set for ourselves regarding
environmental and social governance.

3M follows the Organisation
for Economic Co-operation andDevelopment (OECD) Due Diligenceframework for all of our responsible
sourcing activities The 3M Supplier
Responsibility Code (SRC) is based on
3M’s corporate values for sustainable
and responsible operations and aligns
with the Ten Principles of the United
Nations Global Compact, of which
3M is a participant. The SRC is also
consistent with the Responsible
Business Alliance (RBA) Code of
Conduct 7.0, effective January 2022.

3M supply chain
Due Diligence
Management System
Our Due Diligence Management
System consists of the following
elements, which guide our continuous
improvement efforts:

3M supply chain Due Diligence Management System
ValuesEstablish
strongpolicies andmanagement
systems

Transparency

Transformation

Verification

ReportIdentify
and assess
risks inthe supply
chain

Design andimplement a
strategy torespond to
identified risks

Audit supply
chain duediligence

Reporton supply
chain duediligence
activities

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Who we areStrong policies alignedwith our values
The Supplier Responsibility Code(SRC), which is available in 15
languages, establishes 3M’s
expectations for suppliers anywherein the world and for any suppliedmaterial or service. Our suppliervetting process includes a reviewof the SRC expectations andreinforcement that supplier programs
and practices, as well as those of
their subcontractors supplying
products and/or services, conform tostandards consistent with the SRC.
Our global supplier agreements haveincorporated SRC expectations.
The SRC outlines 3M’s foundationalsocial and environmental expectationsin the following areas:

How we work

What we create• Labor. Requirements align withthe 3M Human Rights Policy andinclude important concepts likefreely chosen employment (noforced, bonded, or trafficked labor),
restrictions on working age (no childlabor), and appropriate working
hours and wages. Setting these
expectations helps our suppliers
understand that their actions
need to reflect 3M’s values onhuman rights as well as the values
underlying the International Labour
Organization (ILO) and laws, suchas the California Transparency
in Supply Chains Act, the United
Kingdom Modern Slavery Act
2015, the U.S. Federal Acquisition
Regulation (FAR) on forced labor andhuman trafficking, and Australia’s
Modern Slavery Act 2018 (Cth). To
learn more about these topics, see
the Human rights section and the
3M’s Modern Slavery Statement.

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3M 2022 Global Impact Report | #improvinglives• Environment, health, and safety.
We expect our suppliers to care as
much about the health and safety of
their workers and their communities
as 3M does and to implement
proper procedures and controls
to protect them as well as theenvironment in which we live.
• Ethics. Expectations align with the
3M Code of Conduct and hold our
suppliers to the same high standardsof honesty and integrity. Suppliersmust prohibit any form of bribery
and corruption and prevent conflictsof interest.
• Management systems. We expect
our suppliers to establish processes
to systematically conform to
the 3M SRC, as well as all legal
requirements, and to commit tocontinuous improvement.
We expect our suppliers to establish
and implement their own relevant
policies and programs in alignment
with this SRC and to enforce
these expectations with their own
suppliers, thereby promoting our highsustainability standards up our
supply chains.

167

3M’s supplier assessment and auditing
program is implemented by 3M’s
Strategic Sourcing and Packaging
Solutions organization, with oversightfrom the strategic sourcing leadershipas well as a cross-functional executive
committee. This committee consists ofexecutive leaders from 3M Enterprise
Operations/Supply Chain, Strategic
Sourcing, Human Resources, Ethics
and Compliance, Legal Affairs,
Corporate Auditing, EHS and
Sustainability. We also have a robust
governance framework that guides
our sustainability and EHS activities,
with primary Board-level oversight by
the 3M Board Science, Technology& Sustainability Committee. The Due
Diligence Management System results
are provided to the cross-functional
executive committee at least twicea year, and Strategic Sourcing
leadership is updated quarterly on the
program’s status and results.

The SRCestablishes 3M’s
expectations
for suppliers
anywhere in theworld and for any
supplied material
or service

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What we create

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168

The SRC outlines supplier expectations
relating to grievance mechanisms.
Anyone who has a concern involving 3M
can use the 3MEthics.com site as analternative way to report a concern. The
concern can be reported anonymously
if desired, if allowable by local laws.

Additional expectations
for higher-risk
supply chains

Supplier risk assessment
and supply chaintransparency
Due to the vast number of 3M
suppliers, risk prioritizationassessments are done each year
to determine the focus within eachgeographical area. Regional or local
supply is a key strategy within 3M andthus, our supplier assessments mustencompass this approach. As statedin our supplier contracts, in addition
to full compliance with all applicablelaws, including environmental laws,
we expect our suppliers to integrate
environmental responsibility into theiroperations. Suppliers should work
to minimize adverse effects on thecommunity, environment, and natural
resources while safeguarding thehealth and safety of workers and the
public. Additional information can befound at 3M Supplier Direct.

Our general supplier performanceverification process begins with a selfassessment questionnaire (SAQ). The
SAQ helps 3M understand supplier
programs and determine whether
they conform to 3M expectations. The
SAQ focuses on the following topics:
labor (including right to freedom of
association and collective bargaining),
health and safety, environmental,
ethics, and management systems.
An on-site assessment may be
conducted by 3M or a third party
to assess the supplier’s level ofconformance with 3M’s expectations.
If deficiencies are identified, they
will be addressed through an SRC
Corrective Action Preventive Action(CAPA) process. Follow-up on the
CAPA may include announced orunannounced assessments.

If the assessment identifies gaps
or findings, and if a supplier is notable or willing to resolve them, the
CAPA process would escalate to
the Responsible Sourcing SupplierIssue Escalation process, which
could involve sourcing category
and/or business leaders, lean value
stream or other business personnel
engagement. This assures appropriate
resolution and conformance to 3M’s
requirements. If a supplier is unwillingto work with 3M on the identified gaps
or is unable to close the issues withina reasonable timeframe, alternative
actions are determined with a crossfunctional team to elevate and resolve
the situation.

In addition to the global SRC
expectations for all suppliers, certain
areas warrant additional and specificformal expectations to drive moresustainable, responsible practices. This
includes our use of certain minerals
with the potential to be sourced fromconflict-affected and high-risk areas,
our use of timber-based products andother plant materials (pulp and paper),and all new suppliers in higher-riskcountries in areas such as in Asia Pacific,
Latin America, or parts of Europe,
Middle East, and Africa. See more on
our risk identification process in the
Responding to risks and transforming
our supply chains section.

Certain areas
warrant additionaland specific formal
expectations to drive
more sustainable,
responsible practices

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Who we are

How we work

What we create

Focus: responsible minerals sourcing

Focus: pulp and paper sourcing

A prioritized area in our raw material
supply network is the responsible
sourcing of minerals. 3M deplores
the violence and inhumane treatmentthat has occurred in the Democratic
Republic of Congo, adjoining
countries, and other conflict-affected
and high-risk regions as definedby global regulatory bodies. 3M iscommitted to supporting responsible
sourcing of minerals that containbut are not limited to tin, tantalum,
tungsten, gold, and cobalt from all
such regions. Additional information
can be found in our Responsible
Mineral Sourcing Policy and Supplier
Direct, Supplier Requirements
sections on 3M.com.

3M has prioritized pulp and paper
products as an area that warrants
additional formal expectations
because of potential environmental
risks, such as deforestation and habitat
loss; potential human rights issues,
such as infringement of Indigenous
peoples’ rights; and potential unsafe
labor practices. As a global paper
purchaser and sustainability leader,
3M is well-positioned to positively
influence practices throughout theforest products supply chain.

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We adopted our Pulp and Paper
Sourcing Policy in 2015 to set
standards of excellence for our
suppliers through all tiers of supply
from the forest. To support theimplementation of our policy, we
partner with Earthworm Foundation.
Their innovation in the areas of forest
protection and restoration aims
to directly address the underlying
challenges impacting forest andcommunity health that are not getting
resolved through compliance andforestry certifications alone.
Our Pulp and Paper Sourcing Policy
and guidance document is available
in seven languages. Additional
information can be found on the
3M Sustainable Forestry website.

Supplier Diversity
3M is committed to diversity, equity,and inclusion, and being a worldclass leader in Supplier Diversity.
As a part of that commitment weprioritize working with diverse
suppliers and small businesses acrossour sourcing organization.
We seek to meet and exceed our own
expanded internal diversity goals
as well as those of the U.S. federal
government, requiring certain levelsof spend with small and diverse
businesses, and making a wider
impact on our communities while
supporting 3M’s business needs.

169“Diversity andinclusion are
core values thatmake 3M a morecreative, innovativeand competitive
company. As wedrive diversity andinclusion acrossour enterprise —including in our
supply chain — wegain access to new
ideas and fresh
perspectives, andare better able toserve the needsof our customers
and communities
around the world.”
Mike Roman
3M Chief Executive Officer

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Who we are

Diverse supplier classifications
3M has a long-standing commitment
to sustainable business practices andto supporting the economic successof our communities, working with both
Small Businesses and diverse suppliers.
3M identifies diverse suppliers within
the U.S. by one or more variations of
the following classifications:• Small Business Enterprise• Women-Owned Business Enterprise• Minority-Owned BusinessEnterprise• Veteran-Owned Business Enterprise• HubZone• LGBTQ-Owned Business

How we work

What we create

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170“The NCMSDC research partnershipwith 3M created a best practicefor Supplier Diversity studies. 3M’sleadership, NCMSDC’s relationships,
and the research expertise of a
Minority Business Enterprise firmcame together for a first ever of its
kind Supplier Diversity practices
benchmark survey. 3M gained insightto enhance its Supplier Diversity
program, and the 42 participating
buying companies also benefited
from the high-level research data to
support their program development.
By leading the way with this study,
3M drove far-reaching impact toincrease the engagement and successof diverse firms throughout our
network,” said Heather N. Olson,
CEO of NCMSDC.

Programs and advocacy partnerships
3M actively engages and partners
with advocacy organizations,
including the North Central Minority
Supplier Development Council(NCMSDC), Women’s Business
Development Center (WBDC),
Metropolitan Economic Development
Association (MEDA), Small Business
Administration (SBA), Small andDisadvantaged Business Opportunities
Council (SADBOC), and others.

“3M drove farreaching impact
to increase theengagement andsuccess of diverse
firms throughout
our network!”
Heather N. Olson
President & CEO
North Central Minority Supplier
Development Council (NCMSDC)

Progress
As a result of a third-party
assessment, the 3M Supplier Diversity
team initiated several new programs in
2021, including enhanced supply chain
finance offerings, e-learning solutions,as well as multiple Supplier Diversity
best practices. In addition, the teamalso launched the GAME Changer
Supplier Development Program pilot
designed to build capacity of diverse
suppliers through Growth, Advocacy,
Mentoring and Education (GAME).
The vision of this program is to createa pipeline of diverse suppliers which
continuously meets the ongoing needsof 3M and the communities we serve.
These programs are slated for full
implementation in 2022.

In the U.S., 3M establishes annual
targets and routinely tracks the valueof goods and services purchased fromsmall businesses and diverse suppliers.
To achieve our milestones, 3M
implemented a strategy aiming to:• Double our spend with diverse
suppliers and increase year-overyear spend with minority-owned andsmall businesses• Expand, support, and sponsor six
additional advocacy groups and theirmembers, increasing our access todiverse suppliers• Enhance the integrity and management
capabilities of our diverse supplierdata and certifications

Site spotlights

Who we are2015

We understand that oursustainability impacts extend
beyond our own operations.
We participate in a global,
complex supply chain,purchasing raw materials andservices from small and large
companies all over the world.
And it doesn’t stop there.
Our suppliers have their own
suppliers, extending back to
the original source of eachmaterial we use.

What we create

We executed on key priorities throughseveral Supplier Diversity workstreams
throughout the year, including setting
goals; enhancing data collection,
analytics and reporting throughautomation; increasing visibility andidentification of diverse suppliers;
expanding diversity education andtraining both internally and externally;and forging new relationships withlocal advocacy groups to advance ourSupplier Diversity infrastructure.

Goal: Drive supply
chain sustainability
through targeted
raw material
traceability andsupplier performanceassurance by 2025
Progress: maintaining
goal to drive supplierperformance

How we work

2025
goal

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In addition to increasing our total
Supplier Diversity headcount in 2021,
3M spending with Small Businesses
represented 7.56% and Diverse
Suppliers reflected 5.48% of our total
U.S. spend. Our progress is routinely
communicated to leadership acrossthe organization.
For more information on our
Supplier Diversity initiative, see
Supplier Diversity.

171

Our actions
3M works with a broad, complex
supply chain, consisting of over
60,700 suppliers in over 173
subcategories in 111 countries/
regions around the world. Supplier
Responsibility Code training
is available online to help new
employees or others understand
3M’s SRC expectations, processes,
and supporting tools. The training
covers 3M’s supplier expectations
regarding labor and human rights,
EHS, ethics, and management systems
requirements. A SRC guidance
document was created for suppliers
and resides on the 3M Supplier Direct
website. 3M’s Business Partners
website also provided training
materials for suppliers to expand
their knowledge on topics such as
Ethical Business Conduct, 3M Codeof Conduct Acknowledgement, andHuman Trafficking Prevention.

3M’s supply chain consists of over

60,700173
111suppliers in oversubcategories incountries/regions
around the worldSite spotlights

Who we are

Meeting supply
chain challenges
During the economic recovery fromCOVID-19 starting in late 2020, andcontinuing into 2021, the 3M Sourcing
team worked feverishly to repair andstabilize our varied supply chainsthat were severely strained due to:sudden demand surge in virtually all
supply markets where inventories
had been substantially depleted asa result of COVID-19 curtailment;
Winter Storm Uri in the United States,
which caused additional strain andcomplications for suppliers and the
supply chain; deepening logistics
capacity deficiencies and modal
congestion worldwide due to thesudden recovery; Hurricane Ida in the
United States; and the emerging global
energy strain.
As a result of these efforts coupledwith 3M’s deep commitment to its
customers in all segments, in particular
health care workers across the world,
we have maintained a robust approachin sustaining our supply chains despite
very difficult market conditions anddisruption events.

How we work

What we create

Responding to risks
and transforming
our supply chains

Supplier locations

We are constantly managing
changes in supply markets, throughopportunities to achieve value andwhere necessary, to mitigate risk andsecure supply. We maintained ourefforts to make sure essential supplies
were provided to 3M to support
production of critical products used tohelp fight COVID-19. Unfortunately,
the pandemic continued to increase
the risk of modern slavery practices
among vulnerable workers across
supply chains. The global sourcing
team took additional actions in 2021
to determine if 3M was at risk andwill continue these efforts in 2022
by focusing on our assessment andtraining programs to assure ethicalproduction and responsible trade.
As described earlier, we focus ourefforts on salient issues in categories
where human rights and environmental
risks are the greatest. More broadly,
we conduct robust risk prioritization
through our SRC assessment process,to determine the suppliers we will
engage, which includes policy andcontract conformance.

3M 2022 Global Impact Report | #improvinglives

About report

Supplier spend by region
2021 percentage
60

50

40

30

Asia Pacific20

Europe,Middle East,
Africa100Latin America
United States,
Canada

2017

2018

2019

2020

2021

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Site spotlights

Who we are

3M uses industry indices to
identify higher-risk supply chainsin conjunction with Lean Six Sigma(LSS) tools to optimize and strengthen
our risk management processes.
The criteria matrix helps rank global
suppliers using multiple factors
such as geographic, category,and business-critical elements
to determine where assessments
should be performed each year.
Beyond risk, we aim to utilize our
supply chains in our overarchinggoals for sustainability. 3M
recognizes that many of the world’s
greatest challenges can be solved
through collaboration. We are
currently exploring supply chain
integration opportunities with someof our key suppliers in an effort toadvance circularity. We continue
to ask suppliers to work with us topopulate our Supplier Sustainability
Solutions Library, which is available
to 3M product developers to help
accelerate solutions that support 3M’s
Sustainability Value Commitment,
ensuring all new products have asustainability attribute that will
improve our product offerings andadvance our aspirational Sustainability
Goals. See the Circular materials andInnovation management sections formore information.

How we work

What we create

Verifying our supplierperformance
Although applicable to all suppliers,
our supply chain risk assessment
process prioritizes higher-risk
suppliers, each of whom mustcomplete an SAQ and/or be subject toan on-site assessment as specified in
our SRC. In 2021, we assessed about
11% of our higher-risk suppliers. Since
2008, we have conducted almost
7,900 on-site or self-assessments
of prioritized suppliers in higherrisk countries. Our assessment
process, which is aligned with the
RBA framework, has become more
involved and comprehensive. In 2021,
3M completed over 478 assessments
in 30 countries, which covered every
geographic area of the world. 3M
worked with suppliers to enhance
our third-party assessment process,with a goal of expanding third-party
activity. 3M aligned with the RBA
Validated Assessment Program(VAP) as the industry platform toprovide synergy with our Supplier
Responsibility Code assessment
process. 3M also accepts validated,equivalent assessment schemes
to reduce the number of customer
assessments with our suppliers.

Since 2008 we have conducted almost

7,900

on-site or self-assessments
of prioritized suppliers inhigher-risk countries

About report173

3M 2022 Global Impact Report | #improvinglives

Due to the ongoing challenges of the
COVID-19 pandemic, we shifted toremote and digital engagements with
suppliers as necessary to replacesome of our on-site assessments
and reviews of documentation. Thisapproach allowed us to successfully
execute our process and carry out thefull extent of our supplier verification
while complying with health andsafety guidance.

3M is committed to doing our partto eradicate human trafficking in any
form from the global supply chain. We
have robust policies and systems inplace to help prevent these practices
in our own operations and with our
suppliers. 3M sets a high bar forour company regarding labor andemployment, and we expect the samefrom our suppliers as articulated in
the SRC.

Forced labor andhuman trafficking

Conflict mineral supply
chain traceability

3M’s efforts to eradicate forcedlabor and human trafficking from ourdirect supply chains are discussed
in more detail in our Transparency
in Supply Chains and Modern
Slavery Disclosures. Within these
disclosures, 3M’s Modern Slavery
Statement communicates ourcommitment to acting ethically andwith integrity in all our business
relationships and to implementing
effective systems and controls, all withthe aim of preventing human rights
issues in our organization and in our
supply chains. These practices are also
exhibited by our membership in the
United Nations Global Compact, 3M’s
Code of Conduct, and cooperative
efforts working with others to abolishhuman rights atrocities, especially inregard to human trafficking, forcedlabor, modern slavery, and otherrelated crimes.

2021 percentage*

RMAP conformant

69.1%

RMAP active

4.80%

RMAP not enrolled

21.0%

Non-conformant

5.11%*Based on Responsible Minerals
Assurance Policy (RMAP)Site spotlights

How we work

Who we are

What we create

Cumulative supplier assessments,
since 2008
Total number
8,000
7,000
6,000
5,000
4,000
3,000
2,000
1,000
0

2017

2018

2019

2020

2021

In 2018, we updated our assessment progress and increased the scopeof each assessment.

Responsible
minerals actions
Since its inception, 3M’s Responsible
Minerals Sourcing program
has gone through continuous
improvements based on insightsfrom past campaigns, as well as
external benchmarking that provided
ways to optimize and increase theeffectiveness of program activities.

Beyond 3TG (tin, tantalum, tungsten,and gold), 3M’s Responsible Minerals
Sourcing program includes cobalt
sourcing in order to support industry
expectations, 3M values, and humanrights policies. 3M expects our
suppliers to adopt a similar policy
and due-diligence management
system, and we require the same of
their suppliers in order to proliferate
responsible sourcing practices
throughout the supply chain.

About report

3M 2022 Global Impact Report | #improvinglives

In addition, 3M is an active memberof the Responsible Minerals Initiative(RMI), which develops tools andprovides guidance for companies
regarding conflict minerals. Our
membership in RMI and various
working groups, such as the Due
Diligence Practice Team and RMI
Plenary Team, enable 3M to be
involved in activities supporting RMI’s
Code of Conduct and due-diligencepractices. The teams provide usefulvenues for 3M to offer ideas and learn
from other member companies as we
all work together on this importantjourney of transforming our supply
chains. In October 2021, 3M attended
the annual RMI Members-Only
conference to discuss strategies andbest practices regarding the expansionof a market-driven, responsible
sourcing supply chain.
3M’s membership in RMI provides
insights into emerging risks andassessments in raw materials supply
chains. RMI uses the Risk Readiness
Assessment (RRA) tool to provide
these insights, which is the basis forcorporate assessments of material
risks in 3TG supply chains,
specifically related to social andenvironmental risks.

174

3M’s membershipin Responsible
Minerals Initiative
provides insights
into emerging risks
and assessments
in raw materials
supply chains
With the evolution of responsible
minerals programs, 3M worked witha third party to manage our 2021
program outreach and data collection.
The third-party platform automates thecollection, validation, and centralizationof data to support 3M’s Responsible
Minerals Sourcing program. Throughthe platform’s Supplier Help Center,our suppliers can access training
resources and FAQs related toresponsible minerals, including topics
like Supplier Training on Conflict
Minerals, Product Compliance
Regulatory Q&A, Corporate Social
Responsibility Regulatory Q&A, andUsing the Supplier Portal.
Additional information can be foundin the 3M Conflict Minerals Securities
and Exchange Commission filings
found on 3M Supplier Direct, SupplierRequirements, Responsible Minerals.

Site spotlights

Who we are

Pulp and paper actions
Policy implementationon the ground
Throughout our policy implementation,
we have seen several examples ofmarked improvements in responsible
pulp and paper sourcing practicesof our suppliers as a result of ourengagement with them. These include:• Meeting with suppliers’ senior
corporate executives about theimportance of assuring responsible
and sustainable supply chains, andagreeing to collaborate on that goal

How we work

What we create

We continue to work with our in-scope
suppliers around the world to map ourglobal pulp and paper supply chain
from paper and pulp mills down to
the forest source. In 2021, we rolled
out a new third-party SaaS (software
as a service) product to collect andanalyze supply chain traceability andDue Diligence Management System
information from our suppliers.

Pulp and paper supply
chain traceability
2021 percentage• Suppliers establishing new pulp
and paper positions within
their companies• Significant increases in supply chain
traceability and transparency• Increased engagement by our
suppliers with their upstream
supply chain• Suppliers adopting new orenhancing existing pulp and paper
policies, including adding Free Priorand Informed Consent (FPIC) in
their policies• Suppliers inviting 3M tocollaborate on challenges
around responsible sourcing
and to create a path forward

Traceable to forest
83.4%
source or 100% recycled
Traceable to pulp mill

2.79%

Traceable to paper mill

3.76%

Not yet engaged or
traceable

10.1%

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3M 2022 Global Impact Report | #improvinglives

175

Site spotlights

Who we are

How we work

What we create

Supplier self-assessments
We aim to work with suppliers andpeer companies to amplify ourefforts to mitigate risks, improve
efficiencies, and drive sustainable
practices throughout the supply
chain. 3M and third-party provider
Earthworm Foundation (EF) created a
Policy Conformance Self-Assessment
Tool with the purpose of having our
suppliers assess themselves against
all aspects of the 3M Pulp and Paper
Sourcing Policy. Since the creationof this tool, we have been working
with our suppliers across all tiers of
the supply chain to complete thisself-assessment. EF helps us review
the information we obtain from themand combine that with geography
and industry-specific knowledge to
conduct desktop risk assessmentsof our supply chains. We use theseassessments to prioritize further
engagement and to learn more about
our suppliers’ responsible sourcing andsustainable forestry practices. Some of
the ways we engage further across alltiers of the supply chain may include
conducting web conferences, inperson meetings, or field assessments
at the mill and/or forest level.

About report

3M 2022 Global Impact Report | #improvinglives

Supplier scorecard and field
assessments
In addition to the self-assessment, wehave created and implemented a Pulp
and Paper Sourcing Policy Scorecard,
which allows 3M to evaluate a
supplier against all aspects of the
3M Pulp and Paper Sourcing Policy.
We began rolling out this scorecard
with prioritized suppliers in 2019,
completing evaluations of suppliersin each region. The results of theevaluation provide 3M further insight
into each supplier’s conformancestatus while also highlighting
opportunities and areas to focus on
for improvement. The goal is that theevaluation results create a path towork together to further advance thesustainability of the global pulp andpaper supply chain.
With the help of EF, we have so far
conducted 15 field assessments
across all regions, covering morethan 19 million hectares of forests.
We do not limit this engagement toour direct suppliers. Some of those
assessments reviewed Tier 2 pulp
mills and were also attended by aTier 1 supplier. 3M’s participation in
supplier field assessments with EF
helps us to understand first-hand thechallenges faced by pulp and paper
companies and forest managers
around the world. This, in turn,enables us to participate actively indeveloping solutions and advancing
conversations about responsible
sourcing and sustainable forestry.

176

Each assessment resulted in acomprehensive report detailing the
supplier’s performance comparedto our policy requirements andprovided action items to address any
performance gaps. We expect eachsupplier to develop corrective actionplans with reasonable timelines and,concurrently, continue to collaborate
with 3M on the resolution of identified
opportunities. Through this workand engagement with our suppliers,
we have seen many suppliers makesignificant progress in their own
programs, ranging from enhancing
their own policy(s) and due-diligence
management systems to creating
policies that did not previously exist.

With the help ofEarthworm Foundation,
we have so far conducted15

field assessments
across all regions,covering more than

19M

hectares of forests

Site spotlights

Who we are

Direct collaboration andtransformation projects
While we will continue to conduct
field assessments in our supply chain
where warranted by risk or where we
identify that it is important to get on
the ground to better understand therisk and current mitigation efforts,
we have been shifting our overall
focus to more direct collaborations
with suppliers and other third parties.
To date, we have participated intransformation projects covering over
10 million hectares.

How we work

Although 2021 continued to present
challenges due to COVID-19, we
adjusted our implementation strategy
to adapt to these challenges. Where
we hoped to be able to conduct onthe-ground and in-person activities,
we shifted to remote and digital
engagements, when applicable. We
were able to make solid progress in
implementing our policy through thesechallenging times by working withstrong, collaborative suppliers andother third parties.
More information on theseassessments and other collaborative
efforts can be found in our Pulp andPaper Sourcing Policy Progress
Reports, including:Pulp and paper field assessments
and transformation projects

Field assessment

Transformation project

What we create

About report

3M 2022 Global Impact Report | #improvinglives

177• Satellite monitoring of forests:
In 2021, 3M began monitoring its
forest sources in British Columbia,
Canada, using Starling, a satellite
monitoring service. This monitoring
includes areas where EF is working
with the Tsay Keh Dene to identify
HCVs (high conservation value).
If Starling detects harvesting
within Intact Forest Landscapesand critical caribou habitat in themonitoring area, 3M will follow up
with suppliers that may be sourcing
from the region to ensure thatthe identified HCVs are managed
in a way in which they are either
maintained or enhanced.
• Human rights in forestry: 3M also
supported EF to assess Chilean
forestry stakeholder perceptionsof the pulp and paper sector’s
performance on human rights.
EF consulted with public andprivate agencies, academia, civilsociety organizations, community
leaders, and workers to understandtheir perspectives on potential
solutions to the social management
challenges that the industry faces.
The main concerns identified bystakeholders so far include respect
to Indigenous peoples’ land rights,
questions around the positive
impact of forest plantations oncommunities, and the need for water
availability for all uses. Preliminary
findings will be further investigatedthrough a field visit to explore
persisting challenges on the groundand learn from identified innovative
approaches and initiatives.

• Environmental justice: Many
African Americans in the rural
south have long faced wealthdevelopment challenges specificallyrelated to land ownership andengagement in forestry.1 In
2021, 3M proudly supported theSustainable Forestry and African
American Land Retention (SFLR)
Network — an organization thathelps families generate income fromtheir land and allowing land to be
seen as an asset to be shared acrossgenerations while also keeping
forests as forests. That’s good forfamilies and for the forests we alldepend on to purify our air andwater and conserve biodiversity.
Schelhas, J. and Hitchner, S.L. (2020),
Integrating Research and Outreach forEnvironmental Justice: African American
Land Ownership and Forestry. Annals of
Anthropological Practice, 44: 47-64.
https://doi.org/10.1111/napa.12133

1

Site spotlights

Who we are

Collaboration
for change
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 association focused
exclusively on collaborative efforts
among members, including 3M, andcommitted to the goals of the
National Pact.

Supplier Sustainability
Solutions Expo
3M hosted a Supplier Sustainability
Solutions Expo virtually in 2021,
showcasing 24 suppliers across 15
categories such as papers, liners,
nonwovens, fibers, packaging,polymers, chemicals, equipment, andservices. They shared sustainability
innovations and how they align with
3M’s Sustainability Value Commitment— which is a requirement that every
new product demonstrates how it
drives impact for the greater good.
The event was well attended by the
global 3M audience and demonstrated
our commitment to strong
collaboration with innovative suppliers
to help us source more sustainable
materials and technologies.

How we work

What we create

Supplier recognition
Our supplier recognition program seeks
to recognize those outstanding suppliers
that help us succeed in carrying out
our promise to help solve some of theworld’s greatest challenges.
Each year, 3M sourcing
professionals nominate exemplary
suppliers to be recognized forworld-class performance basedon strategic support, contract
compliance, actions taken to improve
3M’s competitiveness, and overall
supplier performance. Last year, 3M
recognized the top 40 suppliers outof thousands of suppliers in the 3M
supply chain.

Last year, 3M
recognized the top
40 suppliers outof thousands ofsuppliers in the 3M
supply chain

About report

3M 2022 Global Impact Report | #improvinglives

178

Site spotlights

Who we are

Looking
forward
We recognize the supply chains ofmany materials involve both risks andopportunities. By collaborating with
suppliers and advisors in this area, weare continuing to improve our supply
chain management systems:• We are committed to utilizing thirdparty resources to conduct moreassessments in higher-risk areas of
the world.

How we work

• We will continuously revitalize
our Supplier Diversity strategy
and refine our process to provide
greater opportunities for diverse
groups through enhanced advocacy,
access, identification, and education— all to drive positive impact in ourcommunities and our supply chain.
• Regarding modern slavery andhuman trafficking, we will continue
to measure and improve theeffectiveness of our due diligenceprogram by:○• We are publishing our Responsible
Minerals Sourcing Policy in 11
languages to support our global
supply base.
• We will increase efforts with
providers of pulp and paper
to evaluate and improve theirunderstanding and conformancewith 3M’s environmental and social
expectations, including refreshing
our Sustainable Forestry resource
page and investing in transformation
projects that will enhance the global
pulp and paper supply chain.
• We are evaluating our portfolio of
higher-risk renewable materials
and performing supply chain
traceability to understand andmitigate 3M’s risks.
• We are expanding our due-diligence
efforts for higher-risk materials (e.g.,mica, other forest products) to further
mitigate risk to our business andadvance responsible supply chains.

What we create

○

○

○

Identifying ways to improve
employee and supplier awarenessof 3M’s commitment to respecthuman rights and efforts toprevent modern slavery andhuman trafficking within our
supply chain
Staying abreast of information
on global risks of slavery andhuman trafficking
Focusing our assessment
programs on internal and external
operations with the highest risk ofpotential human rights violations
Enhancing our due diligence
management system, expanding
the use of third-party resources tohelp identify and address salient
human rights issues within oursphere of influence and staying
aligned with internationallyaccepted frameworks like theUnited Nations Guiding Principles

About report○

3M 2022 Global Impact Report | #improvinglives

Strengthening contracts with
suppliers, and other forms ofsupplier self-certification, sothat suppliers will not provide
products or services to 3M thatuse labor resulting from mental
or physical coercion, physicalpunishment, slavery, humantrafficking, or other oppressive
labor conditions, including
implementation of policies
and due diligence practices
to proliferate expectations
throughout the supply chain

179

Finally, despite the EU Conflict
Minerals Regulation not currently
affecting 3M yet, we will continue tomonitor our imports and proactively
assess potential applicability of
evolving regulations so we areprepared to comply.

Site spotlights

Who we are

How we work

What we create

About reportWhat
we create

3M 2022 Global Impact Report | #improvinglives

180

Introduction

181

Our customers

182

Innovation management

193

Our products

206

Site spotlights

Who we are

How we work

What we createWhat
we create

About report

3M 2022 Global Impact Report | #improvinglives

For 120 years, we have been dedicatedto science and exploration. Using our
51 Technology Platforms and ourcollaborative culture, our people
apply their talent to combine ourtechnologies across businesses,
creating unique solutions for ourcustomers and society. Everything
we create is shaped by a culture thatuses science to solve the world’s
greatest challenges. Since 2019,
every new product entering the new
product commercialization process
has incorporated a Sustainability Value
Commitment that demonstrates how it
drives impact for the greater good.
We integrate the best of 3M globally— our technologies, capabilities, andsolutions — to solve the seemingly
impossible and help people,
businesses, and communities achieve
extraordinary outcomes.
Scientists in our central laboratory
are free to focus on pure researchin search of unscripted, unexpected
opportunities for breakthroughs. Our
unique 15% Culture allows them thefreedom to follow their instincts. At
the same time, our Tech Forum is a key
enabler of collaboration.

181

This self-directed, self-organizedgroup unites 10,000-plus 3M
scientists and engineers who work
together to solve problems acrossoceans and continents, regardless ofwhich business they support.
3M development teams within eachof our business groups draw upon ourcore technologies to create products fortargeted industries and geographies.
We believe in an equitable andinclusive world, so we think, work,and act to drive meaningful changethat endures. Together, we commit
to creating a more sustainable world
for future generations. While we
recognize the importance of what
we do in our own businesses andwill continue to innovate there, weknow we can make a greater impact
when we collaborate with others —customers, governments, NGOs, andmore — to understand and overcome
the global challenges we face.
Together, everyone achieves more.

For 120 years, wehave been dedicatedto science andexploration

Site spotlights

Who we are

How we work

What we create

About report

3M 2022 Global Impact Report | #improvinglives

182

Our
customers

Working together for
innovation and growthOurcommitment
Whether it’s technology,
manufacturing, global capabilities,
or our brand, we are committed toconnecting our fundamental strengths
to create value for our customers.
We engage them and delve into theirprocesses, their problems, and theirpromises to their customers. We bringour technology to them, along witha deep domain of expertise, and we
deepen it further by working side byside with them.

Throughout the process, we not only
meet their expressed needs — weare often able to identify and address
unarticulated needs. In both cases,
we create science-based solutions forthem and, at the same time, innovative
growth platforms for 3M. Additional
details on our innovation process
can be found in the Innovation
management section.

Collaboration at its best
Scientists in our central laboratory
are free to focus on pure researchin search of unscripted, unexpected
opportunities for breakthroughs. Our
unique 15% Culture gives them thefreedom to follow their instincts. At
the same time, our Tech Forum is a key
enabler of collaboration.

This collaborative spirit extends wellbeyond the walls of 3M too. As we
recognize a need to take collective
action to address significant global
issues, we look for opportunities tolead and partner with organizations
that share our ambitions.

Building sustainability
into all new products
Since 2019, we require 100% of our
products entering the new productcommercialization process to include
a Sustainability Value Commitment(SVC) that demonstrates how it drives
impact for the greater good. By
embedding sustainability into our R&D
process, our brands, and the mindsetof our customers and suppliers,
we’re able to continue to advanceour commitment to improving ourbusiness, our planet, and every life.

Site spotlights

Who we are

Our customers continue to recognize
and reinforce the value of our SVCs
and how they drive impact for theirorganizations, so we are committed
to maintaining and expanding them inthe future. Learn more about our SVCs
and how we are building on them in
the Innovation management section.

Creating competitive
advantages forcustomers and for 3M
At 3M, many of our products areeither specified (designed for thecustomer) or regulated (meeting
specific performance and otherrequirements). We also work throughmultiple commerce channels,
including distribution, direct, retail,and e-commerce. In every channel,
we maintain a customer-first focus, sothat we can be in a position to deliver
value when, where, and how theywant it.
One way we deliver added value to ourcustomers is through comprehensive
training and education for many of
the industries and markets we serve,
including in health care and personalsafety. In doing so, we can equip
our customers not only with manyof the products they need but also
knowledge on best practices andapplications of these solutions to
help maximize their effective use. In
addition, this work aligns with ourefforts to advance UN Sustainable
Development Goals (SDGs) focusedon health care and economic growth.

How we work

What we create

Goal: help ourcustomers reduce
their GHGs by 250
million tons of CO2
equivalent emissions
through the use of 3M
products by 2025.
Progress: toward
goal of 250 million
metric tons

2015

Progress: toward goal of
5M worker and patient
safety training instances

2025
goal

2015

183

Our actions

Goal: provide training
to five million people
globally on worker andpatient safety.

While 3M has madesignificant greenhouse gas(GHG) emission reductions
across our global operations,
we realize we can makegreater contributions byhelping our customers reduce
their GHG emissions throughthe use of our products.
In addition, we serve ourcustomers through a wide
range of innovative productsthat help them improveenergy efficiency andreduce their greenhouse gas
emissions.

3M 2022 Global Impact Report | #improvinglives

About report

2025
goal

We will continue to support
empowerment and enrichment
for global health andsafety issues through ourcommitment to improve thehealth and safety of people
worldwide. To measureprogress against this goal,
we will track the number oftraining experiences deliveredby our Health Care andPersonal Safety Academies.

Four strategic priorities deliver value forour customers: portfolio management,
transformation, innovation, andpeople and culture. In all, we work tounderstand our customers’ businessmodels, what they have promised
their customers, what our role is in thevalue chain, and how we can help themdeliver on their promises.

Helping the world
respond to COVID-19
In 2021, the pandemic continued topose new challenges to public healthand our customers. We continued toplay a critical role in the fight against
COVID-19 by evolving our approach tohelp support a return to normal. Witha focus on helping economies reopenand recover, our efforts included:• Increasing manufacturing,
supply, and delivery of personal
protective equipment (PPE) like N95
respirators to professional sectors to
the health care space and beyond tohelp open up the economy• Playing a key role in helping toenable production of COVID-19
vaccines and therapeutics througharound-the-clock manufacturing ofpurification and filtration products
for use by biopharma companies• Driving education for a variety of
stakeholders around N95 respirators
and why they are an importantresource in the fight against
COVID-19

Site spotlights

Who we are• Exploring opportunities for our air
purification technologies to be usedin school buildings• Sharing expertise on how to better
prepare for future pandemics andemergencies with governments,
customers, and stakeholders aroundthe world

Helping customers
reach their goals byachieving our own
Every day, we are energized to see
the ripple effects that our efforts
can have on our customers. As weset and expand goals for helping
our customers reduce their GHG
emissions, reducing our dependence
on fossil-based plastic, and reducing
our global water usage, our customers
are realizing the impacts in their own
goals. For example:• Apple recognized 3M as a suppliercommitted to using 100% clean
energy to produce their products —another step toward their 2030 goalof 100% carbon neutrality in their
supply chain

How we work

What we create• As part of their 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 atleast three of their pillars, agreed toshare it publicly, and have reported
avoiding emissions in the mostrecent reporting year
• As part of our collaborative
approach with industry players,
3M, through our Electrical Markets
Division, joined our customer Enel
Green Power and 15 other global
leaders across the renewableenergy value chain in founding the
Global Alliance for Sustainable
Energy. This initiative is comprisedof focused working groups withan aim to decarbonize the global
energy system in alignment with the2030 agenda set out in the UN SDGs

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Evaluating customer GHG
emissions reductions
In 2015, we introduced our goal of
helping our customers reduce their
GHGs by 250 million tons of CO2
equivalent emissions through the useof 3M products by 2025. 3M has aprocess in place to develop reasonableestimates for avoided emissions
associated with the use of select 3M
products. This estimation procedure
is based on the ISO 14064-2 standard
for determining GHG emissions
reductions. It provides a framework
for the estimation of emissions fromthe 3M product scenario (referred toas the “project scenario”) in relation toa baseline scenario.
We start by defining the boundary of
the 3M product scenario as ‘cradle’(extraction from nature) throughproduct use (product end-of-life
is included where information isavailable). The GHG emissions for the
3M product scenario are calculatedusing life cycle assessment or are
estimated using screening-level data.
The same methods are used toestimate the GHG emissions for thebaseline or comparative scenario.
Where the data availability differsfrom the 3M product scenario, we
apply conservative assumptions asneeded. For example, if emissions
data is not available for an aspectof the baseline scenario, we assume
the emissions to be zero. The result
is a comparison that conservatively
estimates the potential impact of the
3M product.

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Due to the estimation methods that
may be used, the uncertainty for thesestudies is ±50% (data of fair to goodquality as defined in the WRI/WBCSD
Product Life Cycle Accounting andReporting Standard Quantitative
Inventory Uncertainty Guide).
In 2021 alone, we estimate that ourcustomers avoided emitting 18.1
million metric tons of CO2 equivalents
through the use of select 3M productplatforms. Since 2015, this is a total
avoidance of 100 million metric tonsof CO2 equivalent emissions for ourcustomers. This evaluation covers only
a portion of our product portfolio,
including, for example, various films andfood safety products. We will continue
to expand the products included asa result of the Sustainability Value
Commitment requirement.

3M helped enable
the future ofelectrification andaccelerate theadoption of highenergy lithium-ion
batteries for EVs

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What we create

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Customer-inspired
innovation
We have a model in place for customer
engagement that uses our current
product offerings and development
opportunities. Innovation at 3M
truly comes from the confluenceof customer and market insights,
technology, and our culture ofcollaboration and entrepreneurship.
Building trust and credibility withour customers helps drive growth.
We take the time to get to know
them, learn how they live and work,and understand what we can do toimprove their businesses and lives.
We build relationships with ourcustomers by demonstrating value,
and our scientists work directlywith customers to solve their uniquechallenges. Our most successful
products are infused with strategic
customer insights throughout theentire product development process.
This approach applies to virtually
every market we serve. The following
are highlights of customer-inspired
innovation in 2021:
Automotive electrification
Many automotive original equipment
manufacturers (OEMs) see 3M as ascience partner and a trusted source
for innovative solutions, so industry
leaders regularly tap into our materialscience expertise to help them solve
their 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 to understand theirchallenges and developed a new
barrier solution that cushions cells
to help enhance performance while
helping to protect adjacent cells
from the heat released in the event
an individual cell fails. In addressing
this, 3M helped enable the futureof electrification and accelerate theadoption of high-energy lithium-ion
batteries for EVs.

In addition, we are also helping
customers improve sustainabilityof EVs. The combination of thetremendous global demand on
lithium, nickel, cobalt, and otherscarce metals, and the high energy
consumption involved in making EV
batteries has led the industry to look
for solutions to reduce their carbon
footprint. Plus, regulations in various
countries are driving EV makers toachieve better recyclability and higher
recovery rates of battery materials.
To that end, 3M has begun evaluating
how our core Technology Platforms
could help make EV batteries more
repairable, reusable, and recyclable.
For more information, visit Automotive
Experience and EV Solutions.

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What we create

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Sustainable packaging
3M’s Safety & Industrial BusinessGroup and Consumer BusinessGroup conducted research among
our customers and consumers tounderstand their needs around making
packaging more sustainable with thegoal of diverting waste from landfills.
Consumer purchase decisions arebeing more heavily influenced
by sustainability. New packaging
solutions need to be carefully tested
to ensure their proper disposal is clear
and understandable, and reflects
the realities of how waste streams inhouseholds are managed. We also
understand that our solutions must
continue to provide high levels ofprotection in the shipping process forour customers.

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We, along with our customers,
continue to research and glean
insights on what works in thesustainable packaging space, including
plant-based and compostable
solutions as well as curbside andindustrial recycling. Our learning
informs decisions on improving
packaging solutions for applications
like household eCommerce shipping
to help increase their ability andlikelihood of being recycled. Examplesof this work include the launch of:• Scotch® Box Lock™ Packaging Tape,
which is designed to stick instantly
to any box, even harder-to-stick-to
100% recycled boxes• Scotch™ Cushion Lock™ Protective
Wrap, a sustainable alternative toplastic cushion wrap that is madewith 100% recycled paper and isrecyclable with standard paper• Scotch™ Curbside Recyclable
Padded Mailers, a curbside
recyclable solution offering similar
impact protection to traditional
bubble mailers

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How we work

What we create

Respiratory protection, face masks,
and air quality

Innovative home solutions
Our 2021 3M Home Renovation
Study surveyed homeowners andfound a majority of respondents— 74% — have a strong interest in
eco-friendly home construction andimprovement materials and practices.
These types of insights drive us tocreate solutions big and small thatempower our customers to make moresustainable choices in their daily lives.
Our smog-reducing roofing granules
are designed to eliminate smog
pollutants and improve air quality,
having the same type of effect astrees. By the end of 2021, 1 million
trees’ worth of smog-fighting capacity
has been installed on roofs using these
granules. We’ve also reformulated our
Scotch-Mount™ Indoor Double-Sided
Mounting Tape to reduce solvent
use by over 300,000 pounds per
year. This is just one of many of oursolutions recognized by The Home
Depot’s Eco Actions initiative, which
educates consumers on how to makesustainable purchases in and aroundthe home.

Our customers also inspire us to create
solutions that help them respond toevents happening in the world aroundthem. In the midst of the prevailing
pandemic situation, consumers inAsia were looking for a solution thatdelivered respiratory protection andcomfort — and we designed a new
disposable KN95 respirator, the 3M™
Particulate Respirator 9513 to meetthose needs.
In the U.S. and Canada, weintroduced a new non-respirator
barrier face covering, the 3M™
Filtering Barrier Face Covering,for use as source control whentraveling, running errands, attending
personal appointments, or doing otheractivities. It has a lightweight design
with smooth inner material to help feel
comfortable on your face.
Likewise, as our customers havedeveloped a heightened awarenessof indoor air quality, we explored how
we could combine new technology
with our expertise in filtration to
help address this need. Our Filtrete™
Connected Solutions Team worked
with Amazon to develop Filtrete™
Smart Air Purifiers that work with
Amazon Alexa. They provide a 24/7
automated air quality management
system that builds on the ‘smart’technology in our heating, ventilation,
and air conditioning (HVAC) filters andleverage Alexa Smart Reorders forconvenient filter replenishment.

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3M’s Filtrete™
Connected Solutions
team worked with
Amazon to develop
Filtrete™ Smart Air
Purifiers that workwith Amazon Alexato help addressa heightenedawareness of indoor
air quality

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Biopharmaceutical purification
In 2021, 3M continued to help ourcustomers fight the pandemic frommultiple angles, including through theuse of our purification technologies
by our customers who are involved in
the development and manufacturingof antibodies and vaccines. Our global
presence allows us to work closely withleading manufacturers, accelerating
the engineering and scaling of theirprocesses across the entire lifecycleof product development.

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These highly integrated
collaborations involve constantcommunication where we canstay apprised of their initiatives inadvance and be ready to support
them to get these critical products
ready and into the hands of the
populations that need them. For more
information, visit 3M Innovations inBiopharmaceutical Purification.

How we work

What we create

Transforming health care
The pandemic continued to strain
global healthcare systems and push
many healthcare professionals tothe point of burnout in 2021. To
help respond, we provided custom
resource webpages to our customers
that offered solutions on a variety
of topics, including getting back tobusiness and caring for clinicians
and their patients during COVID-19.
For more information, see how 3M
is helping the world respond to
COVID-19.
3M also worked with healthcare
customers on innovating new ways toreduce some of the time-consuming
burdens that can contribute to burnout
and keep them from direct care withpatients. For example, physicians
spend 60% of their time working inElectronic Health Record (EHRs). We
began beta testing 3M™ M*Modal
computer-assisted physician
documentation (CAPD) technology,
which uses artificial intelligence(AI) to deliver proactive nudges toclinicians as they document in the
EHR using speech, templates, and/or
typing. Hundreds of physicians tested
the technology as we used machinelearning to “train” our algorithms,
helping increase their accuracy andefficiency so physicians have moretime to care for patients.

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Other advancements included
3M™ M*Modal Scout, which leverages
our cloud-based natural language
understanding (NLU) technology tomine and aggregate vast amountsof patient data from different
medical record platforms. This helps
eliminate manual report reviews andhelp improve critical functions likepatient follow-ups. See how 3M isTransforming Health Care.
Augmented and virtual reality
One of our approaches to innovation
is to identify an emerging market andthen evaluate what challenges in thatspace we are uniquely able to solvefor our customers. Starting in the early2010s, one such opportunity arose in
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. Over the next decade,3M scientists engaged regularly
with customers and explored how
our multilayer optical films (MOFs)— expertise and technology we hadoriginally pioneered in the 1990s —could be applied to help make folded
optics a viable solution.
In 2021, after years of iteration,
testing, and collaboration, 3M began
producing folded optics for highresolution VR headsets for multiple
customers leveraging either curved orflat lenses in their devices. Learn more
about 3M’s AR/VR solutions.

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How we work

What we create

About report

Collaborating andcreating at home andaround the world

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Even at a local level, we worked withcustomers to help them reopen withhealth and safety as a top priority— a key step in supporting a return
to normal for many. 3M was named
the Official Science Partner of theMinnesota Twins, teaming up toprovide 3M solutions in cleaning anddisinfecting, hygiene, and physicaldistancing to assist the Twins in theirhealth and safety protocols as they
re-opened Target Field for the 2021
Major League Baseball season.

When collaboration results inmeaningful innovation — solving real
problems — it can be awe-inspiring.
To get there, we believe it’s essential
to be close to our customers. That’s
why 3M has 56 innovation centers
across the globe, where our customers
can experience firsthand the breadthof 3M technologies and how they
can benefit from them. We also
have laboratories and applicationengineering capabilities in 49
countries, where our scientists work
closely with our customers to develop
solutions for their specific problems.
As we continue adapting to therealities of COVID-19, we have foundentirely new ways to be “close” toour customers even when we mustremain physically apart. Leveraging
mixed reality (MR), AR, and VR
technology, many of our applicationengineers have been able to connect
with customers virtually in evenmore powerful ways than before. 3M
Bonding Process Centers, formerly
known as the Global Adhesives
Solutions Lab, are designed to help
identify customized process solutions
to complex bonding challenges andnow enable customers to also virtuallyaccess the centers for consultations
and live demos.

3M 2022 Global Impact Report | #improvinglives

In other areas of our organization,
solutions like the Microsoft HoloLens
2 (HL2) MR headset were deployedon an accelerated timeline tohelp meet the need for “onsite”
collaboration in the technicalenvironment of customers’
production sites. “HoloLens
2 enables our global robotics
application engineering experts toremotely visit more customer sites
and more efficiently collaborate inunderstanding these customers’
greatest abrasive needs,” said Scott
Barnett, head of Global Robotics &Automation Application Engineering.

3M has56

innovation centers
as well as laboratories andapplication engineering
capabilities in49

countries

across the globe

Another key resource for collaboration
is our 3M Brand and Design team. This
team functions as creative catalysts
to help drive growth by delivering
distinctive brand experiences andinnovative solutions for our customers
and communities globally. Design
Centers are located in the UnitedStates (at 3M’s headquarters in St.
Paul, Minnesota), Italy, Japan, India,
and China. They provide a placeof collaboration, inspiration, andexploration for employees, customers,
and partners. With nearly 200 designers
worldwide, the team leverages design
thinking in strategic problem-solving
across capabilities including:• Brand strategy• Graphic design• Industrial design• VR and AR• User experience• Design research• Design operations
To learn more, visit 3M Design.

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Who we areTransformation:
continuing a
critical journey
In 2021, we made great progress on
our transformation journey, whichuses our strengths in technology,
manufacturing, global capabilities,
and brand to provide a more positive
overall experience for our customers.
This work became even more
important in the midst of ongoing
global supply chain challenges.
Specific accomplishments included:• Successfully deployed ERP(enterprise resource planning)systems in select United States sites
and 3M Japan• Leveraged cloud technology tointegrate data for an end-to-end
process to visualize andoptimize processes• Deployed a Customer Experience
Improvement System to measureand improve interactions across thevarious 3M touchpoints• Simplified, standardized, andredesigned business processes todeliver operational efficiencies andimprove customer experience

How we work

What we create

Educating customers
for health and safety
Proper use of health and safety
products is critical for infection
prevention, personal safety, andfood safety. Building on our existingcustomer education programs, 3M
has created training libraries thatare accessible to customers anytime
and anywhere, including on-demand
education, live webinars, in-person
events, and education resources.
Health care
We deliver educational content tohealth care professionals at hospitals
and clinics, professional conferences,and via online webinars and courses— all around the world, through3MSM Health Care Academy. These
resources not only help customers
get the most out of our health careproducts; it is part of our commitment
to help professionals improveoutcomes for their patients andcustomers. Education is available
in areas including medical, dental,
orthodontics, health information
systems, separation and purification
sciences, and food safety. Many
professionals utilize our training
courses to accrue continuing
education credits toward theirprofessional certification.

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As digitization plays an increasingly
important role in the healthcare
industry, our Medical Solutions
Division (MSD) continues to provide
customer education leveraging abroad range of platforms to help
assure accessibility. For example, our
3M Health Care Academy is available
on MSD’s official WeChat accountin China. In doing so, we continue
to improve customer education
efficiency and promote new andadvanced medical procedures andtechnologies to help support healthcare in China.

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Personal safety
Our Personal Safety Division (PSD)
is also focused on providing relevant
training for our customers. In a rapidly
evolving business and occupational
health and safety environment, oureducation and training programs
can instruct workers on workplacesafety hazards and health risks;
personal protective equipment(PPE), as regulated by the UnitedStates Occupational Safety and
Health Administration (OSHA); andthe proper use and maintenance of
3M products. Our health and safety
training takes place on the road, on the
manufacturing floor, and online.

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What we create

In 2021, we continued to expand
and conduct webinars and trainings
for our customers in a virtual format
to deliver essential education like
respirator fit testing, nurse PPE
training, and fall protection training— all in a safe and accessible manner.
The virtual reality experiences havebeen an especially popular option for
fall protection training, where 3,000
students participated in 400 classes
and received memorable, hands-on
skills-training in immersive, realistic
VR environments.
In several parts of the world, we use
mobile vehicles to bring training andeducation directly to companies andworkers at their job sites. This enables
us to reach more people and provide
more training instances. The 3M
Safety Roadshow is a fully equipped
mobile training center that showcases
3M’s industrial safety expertise andpersonal protective equipment. It
travels to multiple locations each year
and provides in-person safety training,education, and demonstrations.
Supported by 3M’s highly credentialed
technical service staff, the Safety
Roadshow partners with industrial
facilities across the United States,
India, and China to promote safety
and build confidence. 3M paused theroadshow in the United States andIndia due to COVID-19 but was able
to continue in China for most of 2020
and 2021.

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Our roadshow can’t reach everyone,
so in China, we provide a series ofcartoon game-based trainings to help
workers increase their understandingof health and safety concepts related
to personal protective equipment.
Workers scan a QR code to access thetraining, where they can view content
and complete a training quiz from theirmobile phones.

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In 2021, the total number ofhealth and safety training
instances reachedThroughout the year, 3M and Cornell
University worked together to hostglobal workshops on environmental
monitoring best practices. Over
100 companies learned about
how an environmental monitoring
approach to food safety can help
them identify and resolve small
problems in their facilities before they
become big issues that potentiallyresult in significant food waste orworse. Throughout the year, we
focused on helping customers design
environmental monitoring programsfor their facilities to help themmaximize their effectiveness.

Food safety

In December 2021, 3M announced
that it intends to separate its Food
Safety business and combine it with
NEOGEN, which would operate thecompany independently, creating
an innovative leader in the foodsafety sector.

1.27M

While preventing foodborne outbreaks
and large product recalls has long
been a focus for food and beverage
manufacturers globally, the additional
challenge of labor shortages andsupply chain disruptions influenced
by the COVID-19 pandemic only
further highlighted the importance ofcomprehensive food safety programs.
To help keep these customers
operational, our first lab to reopen
amidst the pandemic was from ourFood Safety Division.

Annual results
In 2021, the total number of healthand safety training instances morethan doubled from our previous
year, reaching 1.27 million. Training
instances are measured as the numberof completions per course per year
and include webinars, our e-learning
platforms, and in-classroom events.

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Who we are

Looking
forward
In 2021, our introduction of new andexpanded goals surrounding water,
climate, and plastics demonstrated an
acceleration of our ambitions to help
meet the needs our customers andour planet. We recognize a need forbusinesses to become regenerative
to help restore the environment
where we live, work, and play. Our
efforts to meet our goals will continue
to leverage the success of ourSustainability Value Commitments andbuild on our Strategic Sustainability
Framework — empowering Science
for Circular, Science for Climate, andScience for Community. We will work
to help support a world where ninebillion people can thrive by applying
boundaryless, collaborative science toprovide the products, processes, andsystems that improve every life.
Looking ahead, we will remainrelentlessly focused on serving ourcustomers as we continue to navigate
a fluid environment. We will take thenecessary steps to ensure we meettheir most critical needs, including
continuing to actively manage
inefficiencies in global supply chainsthat support our operations. To that
aim, we will continue to create value
and improve service to customers
by fully leveraging ERP capabilities,
accelerating ERP deployments, andcontinuing optimization of processes
through data, analytics, and end-toend optimization.

How we work

What we create

We will also continue to leverage
our diversified technology portfolio
to create innovative solutions forour customers and industries. Our
Technology Platforms continue to
evolve — addressing the changing
and anticipated needs of high-growthmarkets. To support the global
healthcare industry, we will continue
our work building and expanding the 3M
Digital Science Community (DSC) in
Dublin, Ireland with a focus on enhancing
our ability to address customer needs
through development and deployment of
scalable digital technologies.
As we imagine the brighter future
we want to help build, we are eager
to work in new and creative ways
to expand not only our own impact
on sustainability, but that of ourcustomers as well.

In 2021, ournew andexpanded goals
demonstrated an
acceleration of ourambitions to help
meet the needs
our customers andour planet

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How we work

What we create

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Innovation
management

Creating sustainable
solutions through science
Our
commitment
At 3M, it’s simple: We are a sciencebased company, and we use science toimprove lives. As society’s challenges
continue to evolve, so does the focus
of our science. From inventing theworld’s first water-resistant coatedabrasive in 1921 to helping advance
automotive electrification today,
we are relentlessly innovating andadapting our technologies to help
solve the problems of today andtomorrow while driving sustainablegrowth for our company.

Innovation is built into 3M’s
foundation — founder William L.
McKnight’s McKnight Principles
set the course for the company’s
unique 15% Culture, which allows 15%of employees’ time to be spent on
projects of their choosing. This culture
encourages innovation to flourish
through uncommon connections; ourscientists solve problems by making
interesting links among our manytechnologies. Our 51 Technology
Platforms are shared and combined
across businesses to invent uniqueproducts for a variety of industries.
No single business owns any of thesetechnologies. They are managed by
the company and can be used byany of the businesses to serve theirrespective customers and industries.

One of our 51 core Technology
Platforms is Sustainable Design, whichfeatures our capability to incorporate
sustainable design into our products,
processes, and packaging. One way
we demonstrate sustainable designis through our formal goal, expanded
on later in this section, that requires
100% of our products entering the new
product commercialization processsince 2019 to include a Sustainability
Value Commitment. By embedding
sustainability into our R&D process,we’re able to support 3M’s growth
and advance our commitment
to improving our business, ourplanet, and every life. All of ourbusinesses are connected by ourfundamental strengths — technology,
manufacturing, global capabilities, andbrand — which allows us to invent,
manufacture, and sell products acrossour vast global network.

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Innovation
management in ourbusiness processes
ChemicalsManagement Policy
3M is a science-based company
committed to applying our scientificexpertise to improving lives. Helping
people live safe and productive
lives is important to 3M — not only
for our employees and customers
but for everyone living on theplanet. Chemicals are essential for
producing 3M’s broad range of
products. Effective and responsible
chemical management, through 3M’s
Chemicals Management Policy
reflects 3M’s role in supporting
our global community. Under thispolicy, 3M has identified specificchemicals whose use in products
and manufacturing processes issubject to restrictions or specificmanagement actions.

How we work

What we create

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Human Subject
Research Policy

Internal standards for
global compliance

Our Human Subject Research Policy
addresses the protection of the rights,
safety, and welfare of human subjects
who participate in 3M-supported
research. All supported research
involving human subjects must be
conducted in accordance with allapplicable national, regional, and local
ethical and legal rules and regulations
and must be conducted in accordancewith three principles, as describedin the Belmont Report: respect for
person, justice, and beneficence.

We have established internal standards
for uniform compliance globally inthe manufacturing, sale, testing, andpromotion of medical devices, food or
drink, food or drink supplements, foodor drink additives, drugs, and cosmetics
for use in or with humans or animals.

Alternatives toanimal testing
3M is a major advocate for the use,
wherever practicable, of alternative(non-animal) test methods to help
develop safe products. 3M is astrong contributor in this area
and is currently utilizing many ofthese alternative methods, such as
computational toxicology and in vitro
testing using isolated tissues or cells.
We are also investing in the internaland external development of new
methodologies that replace animal
testing, and we actively engage withgovernments, lobbying groups, andindustry partners to help further
the science for the appropriate useof non-animal methods. Where
animal testing is required, we follow
our Animal Welfare in Testing andResearch Policy.

Innovation managementin our products
Product safety, quality, andstewardship governanceOur customers depend on 3M’s
products to advance, enhance, andimprove their companies, homes, andlives — and we have a responsibility tolive up to those expectations. For thisreason, every item we sell must meet
quality standards and must be safe
for its intended use. Our commitment
to innovation is governed by policies
and standards that allow us to move
forward with integrity, confidence,and the common foundation of 3M’s
Code of Conduct.

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The Code of Conduct defines ourvalues and the responsibilities that 3M
employees and 3M suppliers must meet.
Under this broad umbrella of values
are principles, policies, standards,
and guidelines that more specificallyoutline what 3M believes is the ethicalapproach to various work situations,
including those that involve innovation
management of 3M products. The
Compliance Principle outlined in the
Code of Conduct dictates that 3M
employees and third parties acting on
behalf of 3M must obey the laws andthe Code of Conduct.
Product safety, quality, andstewardship must always be primaryconsiderations during the design,
manufacturing, marketing, andsale of 3M products, as outlined by
our Product Safety, Quality, andStewardship Principle. 3M employees
must know and follow all applicablelaws, regulations, and 3M policies,
standards, and procedures for productsafety, quality, and stewardship, andmust report and respond to concerns.
3M management is responsible foraddressing reported concerns andassuring that 3M employees areproperly trained in applicable laws
and regulations as well as 3M policies,
standards, and procedures.

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Who we arePart of our approach to productsafety management is post-market
monitoring of our products. We offer
product application support, minesocial media platforms for mentionof our products and their impacts,
and undergo other rigorous quality
processes — all with a focus ondelivering on our commitment to a
positive customer experience.
Our Product Safety, Compliance,
and Stewardship Policy underscores
our commitment to commercializing
and selling products that are safe for
their intended uses; compliant withall applicable environmental, health,and safety (EHS) regulations and 3M
expectations; and developed witha goal to continuously improve theEHS performance of products andcorresponding manufacturing processes.
Further, we believe it is our
responsibility to create productswith demonstrated environmental
performance across their entire
life cycle, including product reuse
and repurpose. We work with our
suppliers and business partners sothat their operations support thesesame objectives.

How we work

What we create

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Our Science, Technology &Sustainability Committee of theBoard of Directors oversees the twin
demands of developing products tomeet the ever-changing needs ofour customers while assuring thatthose products cause no harm topeople or to our planet. To support
this effort, our Product Stewardship
Network, which is described in
more detail later in this section,
helps carry out the responsibility of
regulatory management and life cycle
management for our products. See theSuppliers section and Our customers
section for more information.

Hazard communication
efforts
Communicating the potential hazards
of 3M products supports 3M’s
core values and is an integral partof keeping stakeholders informed
about 3M products. The vehicles
for communicating these hazards
and product chemical components
include safety data sheets (SDS),
product labels, product literature,
instructions for use, transportation
classification documentation, andother communications tools, including
our Ingredient Communication
website on 3M.com.

Our Ingredient Communications
website provides customers andconsumers with enhanced ingredient
information for over 400 products.
The website provides transparency
into 3M formulations by identifying
intentionally added ingredients andselect contaminants. The functionof each ingredient in the product isdefined, thereby allowing customers
and consumers to know exactly why
a chemical is present in a specified
product. The website also provides
direct links to each product’s SDS.
The website pages are designed tobe easily printable, allowing people
to quickly access the information andmeet their workplace requirements.

Each business must use corporate
processes that evaluate the potential
hazards of 3M products and transmit,
in local country language(s), information
about the hazards to employees,
contractors, and customers; it mustmeet all applicable regulatory
requirements and 3M standards
and guidelines; and it must promote
informed decisions about the products’
proper and safe handling, use,and disposal.

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Who we areAdvertising and ProductRepresentation 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 torepresent our products truthfully,
fairly, and accurately in all sales,
advertising, packaging, andpromotional efforts. All productclaims must be substantiated andtechnically accurate, as specified
by the Advertising and ProductRepresentation Policy. As with ourother policies, each business must
maintain appropriate review processesof any claims or representations
about its products. This includes
substantiation of claims throughtesting based on sound statistical andscientific principles. For information,see our Advertising and ProductRepresentation Policy.

In 2021, we invested$1.99Bor nearly

5.62%

of their sales into R&D

How we work

What we create

2019

We require that 100% of our
products entering the new
product commercialization
process (from 2019 forward)
include an SVC. Manycompanies view the topic
of sustainability in productdevelopment as a challenge,
but at 3M, we welcome it
and have taken an aggressive
approach — working to
identify and understandfuture sustainability
needs and expanding ourportfolio of products withsustainability advantages
where possible.

3M 2022 Global Impact Report | #improvinglives

Our actions

Goal: Require a
Sustainability Value
Commitment (SVC) for
every new product
Progress: achieving goalof 100%

About report

2025
goal

The challenges we must tackle for asustainable future are daunting, but
we see them clearly. They are broad.
They are interrelated. They are solvable— with the help of science. We at 3M
have the unique opportunity to apply
our passion for science and collaborate
enterprise-wide to find solutions.
R&D is the heartbeat of 3M. We
continue to invest in scientificresearch and product development incollaboration with our customers. R&D
fosters a constant stream of uniqueand innovative products that driveorganic growth.
In fact, in 2021, we invested $1.99B
or nearly 5.62% of our sales into R&D.
3M has earned more than 129,000
patents over the years, a testament tothe strength of our innovation engine.
Over the past five years, 3M hasearned an average of close to 4,000
patents per year.
Throughout the year, the effects of
the COVID-19 pandemic remainedat the forefront for our employees.
Production of personal protective
equipment and other solutions usedin response to COVID-19 continued
at an increased capacity. Limitedaccessibility to laboratories and otherin-person work environments in 2021
demonstrated the resiliency of ouremployees to help 3M move forward
despite the continued challenges.
Read how 3M is helping the world
respond to COVID-19.

196

Site spotlights

Who we are

Promoting innovation
through our businessprocesses

How we work

What we create

About report

3M 2022 Global Impact Report | #improvinglives

3M Technology Platforms

Almost every technical employee
at 3M has a story about how they
leveraged the 3M Tech Forum
network to help solve a problem orcreate a new solution. “It’s like acandy store of technologies at 3M,”
said Gustavo Castro, a staff scientist in
the 3M Corporate Research Systems
Lab, on what it’s like to be a memberof Tech Forum.

Fostering innovation within ourbusiness practices is essential to ourcontinued success and our ability toserve our customers.
Our 15% Culture, going strong forover six decades, inspires creativity,
risk-taking, and collaboration. It gives
employees the freedom to take risks
and learn from mistakes. That freedom
is essential to scientific discovery.
Employees can spend 15% of their timeon projects that interest them. These
projects and ideas might eventually
become successful 3M products
such as the 3M™ Emphaze™ AEX
Hybrid Purifier, which continues tohelp researchers who are developing
COVID-19 therapies. The clarifying
filter helps remove impurities andDNA from the cell culture as scientists
develop new protein-based therapies
and drugs.

Leveraging global
team collaboration
3M transforms diverse ideas andcreativity into innovative technologies,
business assets, and product platforms.
One of the many things that makes
3M unique is our commitment tocollaboration. We collaborate witheach other across businesses, acrosstechnologies, and across oceans
and continents.

Case in point: 3M Tech Forum, a selfdirected and self-organized catalyst
for the 10,000-plus people in 3M’s
technical community. Having recently
celebrated its 70th anniversary as
well as integration of its Tech Forumorganizations worldwide, Tech Forumgives 3M researchers the opportunity
to compare notes with colleagues
around the world, collaborate aroundthe company’s 51 Technology
Platforms, and develop new ideas that
fuel the 3M innovation pipeline. The
collaboration takes place at various
places and times, such as at an annual
global event, spring symposium,
recognition programs, and many
chapter events held throughout theyear. Global Product Stewardship,
Green Chemistry, Circular, andClimate are a few of the chapterswithin Tech Forum.

197

In 2021, Tech Forum showcasedover 1,000 events, including topics
such as 3M 2021 Green Chemistry
and Sustainability Conference;
Circularity 101: best practices
on circularity of 3M’s products,
packaging and operations; Product
Design for the Circular Economy,
presented by Reyna Bryan, president
at RCD Packaging Innovation; Bioinspired and sustainable pathways
to manipulating architecture andmechanics in polymeric materials
presented by Prof. LaShanda T. J.
Korley, University of Delaware; andHow Culture Shapes the Climate
Debate presented by Dr. Andrew
Hoffman, University of Michigan.

One notable volunteer Tech Forumproject resulted in inventing a betterway to track polar bears with an
aim to help protect them in the wild.
Prototypes created by 3M scientists
through the Polar Bears International(PBI) challenge were pilot tags thatare non-permanent and minimallyinvasive. They combine currently
available satellite transmitters with
innovative ways to attach them,including the “tri-brush attachment”
that was tested with Kulu, a new polar
bear who moved into Como Zoo in
St. Paul, Minnesota.

3M transforms
diverse ideas
and creativity
into innovativetechnologies,
business assets,
and productplatforms

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Who we are

How we work

What we create

About report

3M 2022 Global Impact Report | #improvinglives

Unique anddifferentiated value

Processes built
for innovation
New-to-the-world processes areprimarily developed in 3M’s Corporate
Research Laboratory, and thedevelopment of these new processes
is captured in our New Technology
Introduction (NTI) framework:• Explore: identify thebusiness opportunity• Qualify: identify differentiatedproduct concepts to meetcustomer needs• Deploy: develop thetechnical solution
At each stage of our NTI framework,
one of the key deliverables issustainability and evaluating the newtechnology’s potential impact throughthe lens of raw materials, water, energy
and climate, and health and safety.

Meanwhile, our New ProductIntroduction (NPI) process provides
the robust framework for developing
products from idea to launch.
Together, 3M’s NTI and NPIprocesses provide a common
framework for technology andproduct commercialization for
all global businesses. Deliverables
are required at every phase of
these processes. For NPI, thisincludes the Sustainability Value
Commitment. Having consistentpractices throughout the company
for technology and product creation
assists in risk analysis by providing
a common language from which toshare tools and best practices andmanage project portfolios.

The power of 3M is in the way weconnect our fundamental strengths
to customers. Those strengths aretechnology, manufacturing, global
capabilities, and brand. They define
us as an enterprise and combine tobuild a business greater than thesum of its parts. The power of 3M
arises from our deep understandingof what differentiates us in our
performance across every businessin our enterprise. It truly reflects how
we’re linked together in our portfolio,
even though we operate in multiple
industries and countries. It’s about our
technology but not just standalone
science: It is technology supported bydeep intellectual property — combinedwith multiple other technologies — thatenables us to do unique things with andfor our customers.
3M is also about our manufacturing
capabilities. We’re differentiatedand have a competitive advantage
through in-house 3M manufacturingsite ownership that also uses 3M
intellectual property. One-fourthof our intellectual property sits in
manufacturing, much of it in trade
secrets, enabling us to deliver
higher-quality, better-performing,and more competitive products tothe marketplace.

198

True global capabilities require morethan just presence in markets aroundthe world. They require the skills of
our global organization to executeour business models and enable us
to enter those markets successfully— to take our fundamental strengths
and applications almost anywhere in
the world. We have sales in nearly all
countries, with more than half of ourworkforce and sales professionals
working outside the United States.
By employing integration andcollaboration across our businesses,
geographies, and scientific disciplines,
we effectively and efficiently bringnew ideas and products from the labto the factory to customers’ homes
and businesses everywhere.
Finally, the power of the 3M
brand adds value to every one ofour businesses. Leveraging thesefundamental strengths — technology,
manufacturing, global capabilities,
and brand — is what truly creates
the value of 3M.

Fundamental strengths
Unique and differentiated values
Technology
Manufacturing
Global Capabilities
BrandSite spotlights

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What we create

How we work

3M 2022 Global Impact Report | #improvinglives

About report

2021 Global capabilities
Sales in 200 countries/regions

A strong diversity
focus in hiring

Manufacturing & convertingin 31 countries/regions

Laboratory & application engineeringin 49 countries/regions

Switzerland
United States
CanadaGermany
Netherlands
UK

MexicoSwedenNorwayDenmark

Belgium

Sales and marketing operationsin 69 countries/regions

Lithuania
LatviaEstonia Poland

Finland
Austria
Czechia

Ireland

Slovakia
Hungary

UkraineRomania

Kazakhstan
RussiaChina

FranceGuatemala

Japan

Italy

Jamaica
Dominican
Republic

Honduras
El Salvador

PortugalSpain

TaiwanTurkeyBrazilColombia
EcuadorPeru

Uruguay

Bolivia
Chile

Key
Sales & Marketing Operations
Manufacturing & Converting
Technical Capabilities*3M Gulf consists of UAE,
Qatar, Lebanon, Egypt,
Oman, Kuwait, and Bahrain

Argentina

Nigeria

Hong Kong
Philippines

3M
Gulf*

MoroccoTrinidad& Tobago

South Korea
Vietnam

Puerto Rico Greece

Costa Rica
Panama199

Egypt

Paraguay
South Africa

Malaysia

PakistanIsrael

Kenya

India
Saudi
Arabia Thailand
Singapore

Indonesia
Australia
New ZealandAt the heart of innovation is acollaboration of unique backgrounds,
experiences, and perspectives only
made possible through fostering
diverse teams. When we reflect thediversity of the customers, suppliers,
and channel partners we serve, we canbetter innovate to serve their uniqueneeds. With this aim, we continue
to set goals and work towards thediversification of our workforce atevery level to incorporate and elevate
underrepresented groups. To learn
more, see our Diversity, equity, andinclusion section and 3M’s 2021 Global
Diversity, Equity & Inclusion Report.
We work to expand opportunities forunderserved students by providing
STEM-focused higher education andwork experience programs:
3M RISE (Raising Influence in Scienceand Engineering) Conference
3M hosted a three-day virtual
event, primarily intended to
introduce emerging female and/or underrepresented science andengineering graduate students to thewide range of rewarding careers inresearch and development at 3M, one of
the world’s most recognized innovationcompanies. Participants heard fromleading 3M researchers, managers,
and talent acquisition about our
technologies as well as our recruiting
process and career opportunities.

Site spotlights

Who we are

How we work

What we create

R&D internships

Venture capital investment

The R&D internship program
allows innovative undergraduate
and graduate students — majoringin a broad range of science andengineering fields from an accredited
institute — the opportunity to workwith senior scientists on projects
that have real-world applicability.
Each intern has access to 3M’s
technological platforms, state-of-theart scientific capabilities, and a worldrenowned scientific community.

As a global company with a leadership
position in many industries, wemust regularly look beyond thewalls of our own organization to
identify opportunities to support anddrive innovation through strategic
investments. Founded in 2008, 3M
Ventures, the venture capital arm of
3M Company, aims to advance 3M
innovation by creating growth options
in areas of strategic interest throughminority equity investments, utilizing
the global entrepreneurial andventure community.

GEM (Graduate Degrees for
Minorities in Engineering) Consortium
The mission of the U.S.-based National
GEM Consortium is to enhance thevalue of the nation’s human capitalby increasing the participation ofunderrepresented groups (Black/
African Americans, Native Americans,and Hispanic/Latino) at the master’sand doctoral levels in engineering andscience. 3M is one of GEM’s corporate
partners and, in 2021, we increased
our engagement with the organization
to support funding of 10 additional
Fellowships over the next four years.
Additionally, this commitment includes
an internship opportunity at 3M foreach Fellow. Cordell Hardy, PhD,
senior vice president of Global R&D
Operations and 3M’s Corporate
Research Lab, serves on the GEM
Board of Directors.

About report

3M 2022 Global Impact Report | #improvinglives

3M Ventures focuses on finding
opportunities where 3M is uniquely
positioned to add value in addition
to accelerating growth, and where
we gain access to new technologies
or capabilities that can help us
better serve our customers’ needs.
For example, in 2019, 3M made aninvestment in Oakland, Californiabased Eko Health, a startup
specializing in digital stethoscopes.
A year later, Eko announced it would
incorporate its software and AI
algorithms into 3M products with the
debut of the 3M™ Littmann® CORE
Digital Stethoscope, allowing doctors
to listen to their patients in a whole
new way.

200

Promoting innovationin our products
3M’s Sustainability
Value Commitment
In 2021, we maintained our goalof 100% of new products entering
the new product commercialization
process to include descriptions of theirsustainability impact and how they
drive impact for the greater good.
A Sustainability Value Commitment(SVC) is a demonstration of how the
product incorporates environmental
or social factors to contribute to thecommitments laid out in our Strategic
Sustainability Framework. Examples
of considerations include reusability,
recyclability, waste reduction, energy
and water savings, and responsible
sourcing or use of renewable materials
appropriate to the specific productthroughout its life cycle.
An SVC can also stem from a core
purpose the product addresses,
such as an environmental or social
challenge like improving air quality,
reducing greenhouse gas emissions, or
improving patient and worker safety inhealth care and industrial settings.
The impact of this requirement for
new products is global in scale.
Beyond 3M’s own operations, aprimary reason for the goal is tohelp customers achieve their own
sustainability goals. It creates evenmore opportunities to collaborate
with customers on solutions that help
improve lives around the world.

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How we work

What we create

About report

3M 2022 Global Impact Report | #improvinglives

Our robust New Product Introduction(NPI) process is used for developing
products from idea to launch andincorporates our SVC in each phaseof our process. In February 2021, 3M
Tech Forum helped us take anothersignificant step forward by hostingan SVC Challenge on a new internal
crowdsourcing platform called 3M
Hive. With 28 project submissions,over 120 collaborative comments,
over 600 unique visitors, and 351
participants worldwide, the event
helped our employees focus andstrengthen their SVCs for the benefitof our customers.

During NPI, our business teams
provide LCM deliverables. These
include, at a minimum, raw material
composition; assessments in humanhealth and environmental toxicology,
electrical and mechanical safety,
and other disciplines, as appropriate;
conformance to regulatory andcustomer EHS requirements; andhazard communication documents.
Likewise, we evaluate LCM impacts
from product modifications throughour corporate product Managementof Change process.

Product innovation thattakes the long view

Life Cycle Management

3M works to produce products withpositive environmental performanceacross the entire product life cycle.
We also work with our suppliers
and business partners so that theiroperations support these same
objectives. These combined efforts
help define, protect, and assure thelong-term success of our company.
Life cycle management (LCM) is 3M’s
approach to assuring that productenvironmental, health, safety, andassociated regulatory considerations
are integrated into the development
and commercialization of 3M products
through 3M’s NPI process.

In 2021, we launched a new
integrated, centralized LCM system
to improve our efficiency. This system
simplified our workflows for productregulatory and safety assessments,
so we can continue to better leveragethese LCM processes and improve
the EHS performance of our products.
We also added new outcome-based
Key Performance Indicators (KPIs)
to better measure our processes
with the aim of learning and assuring
our products are safe and compliant
wherever they are sold.

Unique and differentiated values

Research &Development
Raw Materials
Acquisition

Manufacturing& Production

Disposal/
Recycling

Distribution &Transportation
Product Use& Reuse201

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Who we are

Our product stewardshipframework
Responsibility for product stewardshipat 3M is shared across a broad
spectrum of functions positioned
within businesses, areas, and corporate
staff groups. Together, individuals
across this spectrum work to support
3M’s core value of respect for oursocial and physical environment.
3M’s EHS and Product Stewardship(EHS&PS) organization aligns
protection of our employees, ourcommunities, and our customers.
Within 3M EHS and ProductStewardship, we have approximately
400 product stewards, embedded
within 3M businesses and countriesof operation, who act as champions of
product EHS, regulatory compliance,and sustainability. They help assure
our products meet or exceed
requirements stemming from 3M
policies, governmental regulations,and our customers.

3M has approximately

400

product stewards,
within their businesses andcountries of operation

How we work

What we create

About report

3M 2022 Global Impact Report | #improvinglives

202

In 2021, 3M approved the ProductStewardship (PS) Significant
Event Standard, a new standard
that governs 3M’s process fordefining, documenting, tracking,and communicating productstewardship incidents. The standard
outlines transparent and consistent
governance processes surrounding
significant events to align with theProduct Safety, Compliance, andStewardship Policy and fosters
operational learning.
Our framework for productstewardship provides structure andconsistency for overseeing daily
activities in a proactive, not reactive,mode. For example, we have a selfauditing program to identify leading
indicators. 3M has also been on theleading edge of product stewardshipaudits, beginning with self-assessments
in regions outside the United States in2007 and incorporating global audits
in 2014. These audits evaluate, among
other elements, product hazard andrisk assessment, chemical control, life
cycle management, and consumer
product safety. The goal of theseaudits is to assure that businesses
are meeting corporate standards andto share best practices globally. Our
audit program is agile, and we haveconducted deep dives into specialty
topics as requested by our businesses
that are seeking to improve theiroperations or meet evolving external
standards, including audits for life
cycle assessment and humansubject research.

Another important component ofour commitment to human healthand the environment is our internal
audit program, which is designed toassist our compliance with the Toxic
Substances Control Act (TSCA). In
2021, consistent with EPA’s Self-Audit
Policy, 3M made 11 self-disclosures,
six of which involved non-compliancewith certain record-keeping or
administrative TSCA requirements.1
3M is committed to continuously
improving our chemical management
processes and procedures, as we seek
to innovate responsibly in the bestinterest of our communities andthe environment.
3M disclosed another four instances of noncompliance that were identified during our
Responses to Information Requests pursuant to
EPA TSCA inspections at two 3M manufacturing
facilities.

1

As a global manufacturer, we aim
to have a best-in-class EHS andchemicals management audit program.
Toward that aim, we continued to
execute a multi-year process where
we took key learnings from individual
manufacturing sites and applied themacross the rest. The outcome included:• Adding new features to better
enable sites to audit their own
programs, involving 3M experts
from outside a site’s auditing
program, and having external,
non-3M specialists visit and audit
3M sites• Expanding coverage for complianceand management systems• Increasing physical monitoring ofsite emissions

Site spotlights

Who we are

How we work

What we create

In addition to the LCM program
which applies to all 3M products,
we complete ISO 14040-compliant
LCA studies for select 3M products.
These evaluations are typically cradleto-gate in scope because the use
and disposal life cycle stages of our
products can vary for our customers.
This provides a unique opportunity forcollaboration to better understand andreduce the potential environmental
impact of our products across theirlife cycle.

• Deploying one comprehensive
holistic system of record foraudit processes

In 2021, the EHS&PS Department
offered 47 live programs and added
150 on-demand sessions to theeducational catalog for the productstewardship network, coveringover 8,000 training instances. The
department also pivoted to online
meetings, including a virtual ProductStewardship and Sustainability poster
session for 3M’s Tech Forum audiences.

3M 2022 Global Impact Report | #improvinglives

Supporting our customers
and innovation teams withlife cycle assessments (LCA)• Undergoing regular, formal
evaluations with 3M experts toreview EHS requirements andidentify opportunities forprocess improvements

3M values the continued
professional development of its
product stewardship professionals.
In addition to supporting attendance
at a wide variety of external classes
and conferences, we offer aninternal education program covering
regulatory updates, policies andstandards, toxicology, systems andbusiness processes, and orientation
to product responsibility. In 2021,
we expanded our longstanding U.S.
Toxic Substances Control Act (TSCA)
internal education program to offer aformal TSCA certification program,certifying 89 employees.

About report

3M sponsors a website with over
750 pages and over 1,370 reference
documents dedicated to productstewardship and global regulatory
requirements. We also publish a monthly
global newsletter to keep the network
informed of recent and upcoming
regulatory and program changes.
We employ a staff of AIHA Safety
Data Sheet (SDS) registeredprofessionals who have demonstrated
competency in the skills andknowledge needed to properly
prepare or review Safety Data
Sheets and labels to meet Global
Harmonization System requirements.
3M commits to professional
development, education, and training
by covering fees for professional
certification exams, recertificationdues, external conferences, andother professional development
opportunities for employees.

We complete similar studies forseveral 3M-made adhesives andmaterials to evaluate the potential LCA
impacts of these key components.
Our LCA experts also collaborate withbusiness teams to complete screening
LCA studies to better understand thepotential impacts of decisions madeduring product development.
The U.S. and Western Europe LCA
process certifications from The
International EPD® System wererenewed in 2021 for the sixth year.
The annual third-party audit, which
will be continued in 2022, evaluates
the conformance of the underlying
management system with theprogram rules and ISO standards,
demonstrating that procedures are inplace to produce robust and accurate
LCAs and Environmental ProductDeclarations (EPDs).

203

We realize that we can make far
greater contributions to addressing
climate change concerns byhelping our customers reduce theirgreenhouse gas (GHG) emissions
through the use of our products.
To calculate the customer avoided
emission contributions toward our
Science for Climate goal, we haveestablished a process based on life
cycle thinking and the ISO 14064-2
standard. Additional details regardingthese efforts can be found in the Our
customers section of this report.

Promoting innovationin our communities
We believe advancing the role andperception of science and innovation
is paramount to helping solve some of
the world’s toughest challenges. With
that aim in mind, we regularly engage
in collaborations and activities that
help us understand public sentimentand elevate stories that underscore
both the need for and impact ofscience in our daily lives.

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Who we are

Communication campaigns
Since 2018, 3M has commissioned anannual State of Science Index Survey,
which explores global attitudes
about science. This third-party,
independent research project enteredits fourth year in 2021 and consistedof a representative sample of 1,000
general population adults, 18 years
and older, across 17 countries aroundthe world. Data, insights, and reports
are made available in an engaging andinteractive digital experience that isaccessible to all.
To supplement our State of ScienceIndex in 2021, we also produced afour-part docuseries titled “Not The
Science Type.” This in-depth look ataccess and gender inequity in STEM
education and STEM fields features four
female scientists who are challenging
stereotypes and confronting gender,
racial, and age discrimination as theyrise to prominence.

Strategic collaborations
3M has continued our collaboration
with Nobel Prize Outreach to bringlight to important global issues, likethe future of scientific education andsustainability. The partnership gives
us the opportunity to jointly focus on
educating, inspiring, and engaging
a broader audience on big issues
that impact people’s lives aroundthe world.

How we work

What we create

3M is an international collaborator
with Nobel Media, and the two entities
have worked together since 2016
to hold global, inspirational events
that have brought Nobel laureatesto all corners of the world, including
Delhi, Tokyo, Seoul, and Madrid. Each
event addresses a global topic; past
events have focused on teaching
and learning, the future of health inour society, and climate issues. 3M
is committed to strengthening andenriching the dialogue between ourscientific community and the generalpublic, and our collaboration with
Nobel Media helps us to do so.

About report

3M 2022 Global Impact Report | #improvinglives

The latest example of ourcollaboration with Nobel Mediaoccurred in April 2021 and included
the University of Texas at Austin.
The two-day virtual event called The
Nobel Prize Inspiration Initiative(NPII) aimed to inspire the next
generation of innovators and was free
and open to the public, live and ondemand. For more information about
and examples of our collaboration with
Nobel Media, see our website.

204

Another strategic relationship aimed
at fostering an interest in STEM
education and innovation is the 3M
Young Scientist Challenge, which
3M has hosted in connection with
Discovery Education since 2008.
The 3M Young Scientist Challenge
is a one-of-a-kind video competition
and the nation’s premier science
competition for students in grades
5-8 — sparking a sense of wonder anddiscovery in hundreds of thousands ofstudents in the U.S. To learn more, see
the Communities section.

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Who we are

Looking
forward
As the expectations of ourcustomers, employees, investors, andstakeholders continue to increase, weare here to meet them — and grow ourbusiness — by investing in purposedriven innovation and building it
into our products, manufacturing
processes, and new technologies.
In 2022, 3M will continue to leverage
the many updated policies, programs,
and systems we implemented in theprevious year to achieve even greater
visibility, consistency, and productivity
in managing our more than 55,000
products as well as new products
to come.
We will execute planned changes to
our Chemicals Management Policyin the coming year to reflect ourcommitment to safe and ethical useof chemicals in our innovations. We
will also look for opportunities toperform alternative assessments to
help our product developers selectless hazardous chemistries for theirproduct formulations. Additionally,
to increase the level of transparency
with our customers, we will explore
opportunities to invest in solutions
for the collection, storage, andcommunication of information about
our non-hazardous articles.

How we work

What we create

Electronic and mechanical risk
assessments have become increasingly
important as we continue to expand
into internet-connected spaces withsmart products. In 2022, we arelaunching an improved system toconduct risk assessments of theseand all hardgood products.
Our SVC program will continue to bea core focus of our product innovationand development process. We will leadanother virtual SVC Challenge global
event to promote further educationand collaboration with an aim to find
new and better ways to incorporate
sustainability into our products.
With the help of our EHS&PS
organization, we will continue tokeep the safety of our employees,
communities, and customers topof mind.

3M will continue
to achieve evengreater visibility,
consistency, andproductivity inmanaging ourmore than 55,000
products as well
as new products
to come

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205Site spotlights

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How we work

What we create

3M 2022 Global Impact Report | #improvinglives

About report

Our products• Home improvement: innovations
that help consumers personalize
their homes and keep families
healthier and more productive,
including our fast-growing
Command™ Damage-Free Hanging
solutions and Filtrete™ Filter brands

Embedding a Sustainability Value
Commitment in all new products
Ourcommitment
3M Science drives our businessforward. We use and combine ourtechnologies in unique ways acrossthe company, creating new products
and new lines of business across ourfour business groups.
Starting in 2019, 100% of our
products entering the new productcommercialization process mustdescribe their Sustainability Value
Commitment (SVC), demonstrating
how they drive impact for the greater
good. This formal requirement
is significant because it embeds
sustainability into the pipelinethat produces 3M’s diverse
global products.

Examples of considerations indeveloping SVCs for new 3M
products include recyclability, energy
and water savings, responsible
sourcing, renewable materials, andthe appropriate reuse of a product.
Also included are products whose
core purpose is helping to solve
an environmental and/or social
concern. Examples include improving
air quality, reducing greenhousegas emissions, improving patient
outcomes, and enhancing worker
safety in industrial settings.
3M’s product requirement has a
global impact on our operations in 70
countries where we operate and on
the products we sell in nearly every
country. It also helps our customers
reach their own sustainability goals.
It’s another important way weapply science to improve lives —through our Strategic Sustainability
Framework and through each of ourfour business groups.
For more information on our SVC, see
the Innovation management section.

• Personal safety: science-based
solutions for respiratory, face,hearing, and fall protection

Our areas ofinvestment align with
key global trends
We are targeting growth in attractive
global markets:• Automotive: technologies toimprove energy efficiency and help
make transportation safer, smarter,and more connected

Our actions
In 2021, we delivered
sales of $35.4 billion.

• Biopharma filtration: innovations
that help pharmaceutical companies
advance the development andmanufacturing of therapeutics
and vaccines• Electronics and software: solutions
that enable better performanceand connectivity while improving
productivity, speed, and agility
for customers$35.4B
2021 net sales

Our businesses
This Information isbased on informationfrom 3M’s 2021 Annual
Report on Form 10-K
and does not reflectchanges in measuresof segment operating
performance effectedin the first quarter of2022. See Form 8-K
filed April 26, 2022 foradditional details.

206

Safety & Industrial$12.9B (36%)

Consumer$5.9B (17%)

Transportation& Electronics$9.8B (28%)

Health Care
$9.1B (26%)

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About report

Safety & Industrial
Driving performance, safety, andreliability to protect people andtransform how work gets done
Our business
focus
Our Safety & Industrial BusinessGroup builds on our leadership in
breakthrough science and expertisein manufacturing and applications,
supported by our global experts, tohelp customers transform how work
gets done. Working side by side withcustomers and channel partners, weare enabling them to solve their mostchallenging problems — all the while,
helping to shape standards and deliver
solutions and expertise that define thefuture of automation, connectivity, andsustainability. Together, we forge thepath for a diverse population of STEM
(Science, Technology, Engineering,Math) and skilled trade workforce toempower customers to achieve theirsustainability goals and help our world
prepare for what is next.

207• Virtually dust free sanding with
3M™ Xtract™ abrasives with twice
the life and cut rate and up to 97%
dust removal• Fall protection devices that provide
visual and audio alarms when not
being used properly by the wearer• 3M™ Performance Spray Gun withhigh transfer efficiency, which helps
to maximize the amount of material(paint) effectively used on the job• Roofing granules that harness thepower of the sun to help improve
air quality

Sustainability examples• 3M™ Sensored Cable Accessories
help to gain visibility and data fromthe electrical distribution grid$12.9B• Roofing granules that keep roofs
cool and save on HVAC energy• Wind protection tapes that help
improve turbine uptime and durability

2021 net sales

Our businesses
Roofing Granules 3%
Personal
Safety 35%

This Information isbased on informationfrom 3M’s 2021 Annual
Report on Form 10-K
and does not reflectchanges in measuresof segment operating
performance effectedin the first quarter of2022. See Form 8-K
filed April 26, 2022 foradditional details.

Closure & Masking
Systems 8%
Automotive
Aftermarket 10%

Industrial
Adhesives& Tapes 23%

Electrical Markets 10%
Abrasives 11%

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208

Transportation& Electronics

Solving tough customer challenges
to advance a connected world
Our business
focus
Inspired through collaboration withour customers, and driven by ourinnovative culture and science, ourTransportation & Electronics BusinessGroup develops groundbreaking
solutions that advance today andredefine tomorrow. We leverage ourdiverse teams to develop practicaland sustainable solutions and arecommitted to sustainability at 3M byhelping our customers achieve theirenvironmental goals.

We understand and anticipate
customer and end-user needs,
leveraging our cross-industry
expertise in materials science,
applications, and design to deliver
breakthrough impact. Our customerfocused culture builds new platforms
in emerging, high-growth market
segments, like data centers,
semiconductor, and automotive
electrification. We create solutions
that power and connect cities, homes,
cars, and people, providing real-timeaccess to data — wherever
it’s needed.

Sustainability examples• Enabling the future of automotive
electrification using the entire
breadth of 3M technologies toimprove the electric vehicles’ energy
ecosystem and help make roads
safer, smarter, and more connected• Vehicle lightweighting forfuel efficiency• Enhanced infrastructure for bothhuman drivers and automatedvehicles to help improve road safety• Energy-saving window films• 3M™ Dual Brightness Enhancement
Film to increase the energy
efficiency of electronic devices• Water and chemical waste-reducing
cleaning solutions• 3M™ Envision™ Print Wrap Films
made in part with bio-based materials$9.77B

2021 net sales

Our businesses
This Information isbased on informationfrom 3M’s 2021 Annual
Report on Form 10-K
and does not reflectchanges in measuresof segment operating
performance effectedin the first quarter of2022. See Form 8-K
filed April 26, 2022 foradditional details.

Transportation
Safety 10%

Electronics 41%
Advanced
Materials 12%
Automotive& Aerospace 19%

Commercial
Solutions 18%

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209

Health Care
Enabling better, smarter,
safer healthcare
Our business
focus
Our Health Care Business Group
combines our deep healthcare
expertise with an unparalleledbreadth of technology platforms totransform outcomes for patients andprofessionals. We stand behind ourcommitment to better healthcare
through more sustainable choices,world-class education, and advancing
health equity.

Sustainability examples• Surgical, vascular, and woundcare solutions improve health careoutcomes, enhance the patient
experience, and lower total costof care through evidence-based
solutions, education, and partnership.

• 3M™ M*Modal CDI Engage™ solution
reduces the administrative burden
on physicians and empowers theentire care team to drive better
clinical outcomes by enabling
the creation of a more complete,compliant, and accurate
physician note.
• Food safety solutions help protect thehealth of consumers by detecting
food contamination and help assure
the safety of our food globally whileproviding a significant reduction in
waste, energy, and water compared
to conventional detection methods.
• 3M purification and filtration
technologies are used globallyto manufacture life-saving
medications, including developmentof vaccines and therapeutics tocombat COVID-19.
• Innovative dental and orthodontic
solutions help simplify proceduresand put patients on a path toward
lifelong oral health.

$9.05B

2021 net sales

Our businesses
Food Safety 4%
MedicalSolutions 56%
This Information isbased on informationfrom 3M’s 2021 Annual
Report on Form 10-K
and does not reflectchanges in measuresof segment operating
performance effectedin the first quarter of2022. See Form 8-K
filed April 26, 2022 foradditional details.

Separation & Purification
Sciences 11%

Health Information
Systems 13%

Oral Care 16%

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210

Consumer

Empower people to discoverand achieve more every day
Our business
focus
Our Consumer Business Group ishome to some of our most iconic
brands, including Post-it®, Scotch®,
Scotch-Brite™, Filtrete™, Nexcare™,
Command™, ACE™, FUTURO™, andMeguiar’s®. These consumer products
simplify managing a home or abusiness and make lives a little easierand more efficient. Our wide array ofinnovative products helps keep homes
cleaner, offices organized, and otherspaces well-maintained.

Sustainability examples• Scotch® Box Lock™ Packaging
Tape sticks instantly to any box,
including harder-to-stick-to 100%
recycled boxes.

• Scotch® Cushion Lock™ Protective
Wrap is an expanding paper wrapthat cushions, conforms, andimmobilizes an item for provenprotection during shipping, moving or
storage. It’s made with 100% recycled
paper and is curbside recyclable,
making it a sustainable alternative
to plastic cushion wrap packaging.
• Post-it® Flex Write Surface canbe written on with both dry-erase
and permanent markers and canbe wiped clean with water versus achemical cleaning spray. The adhesive
backing is 60% plant-based. It’sa light-weight film making this agreat way to resurface or refurbish
existing whiteboards and chalkboards— helping to reduce overall landfill
waste and the emissions tied to
product transportation.

• Scotch-Brite® Swift Scrub
Bathroom Build-up Remover isdesigned to fight tough buildup
and work with just water. One
Swift Scrub outlasts four eraser
pads (compared to Mr. Clean Magic
Eraser Extra Durable pads on
tough soils).

• Scotch-Brite® Advanced Scrub
Dots Non-Scratch Scrubbers rinse
clean, resist odors, and dry fast, andthe scrubbing fibers are made from75% recycled content.
• Filtrete™ Smart Room Air Purifiers
automatically monitor, react and help
purify air in medium or large rooms.
See more examples on our Consumer
Sustainability page.

$5.86B

2021 net sales

Our businesses
Home
Improvement 45%
This Information isbased on informationfrom 3M’s 2021 Annual
Report on Form 10-K
and does not reflectchanges in measuresof segment operating
performance effectedin the first quarter of2022. See Form 8-K
filed April 26, 2022 foradditional details.

Other Consumer 2%
Consumer Health& Safety 10%

Stationery& Office 24%

Home Care 19%

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Looking
forward
In 2022, we will continue to drive
long-term growth and productivity byfocusing on new growth opportunities,
including automotive electrification,home improvement and cleanliness,
personal safety, biopharma filtration,and electronics and software. We
will continue executing on our fourpriorities: portfolio, transformation,
innovation, and people and culture, as
discussed in the Leading with purpose
and Our customers sections.

In 2022, we willcontinue to drive
long-term growthand productivity
by focusing on
new growth
opportunities

How we work

What we create

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211Site spotlights

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How we workAboutreportWhat we create

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212

About report, scope,and boundaries

213

GRI and UNGC index

218

SASB index

230

Assurance statement

233

Metric tables

237

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What we create

About report

About report,
scope, andboundaries
Report schedule and period
Current issue: May 11, 2022

Organizational boundaries

Next issue: Scheduled for May 2023

This report covers 3M’s owned
manufacturing facilities and leased
facilities worldwide, including joint
ventures (if greater than 50% 3M
ownership) and partially owned
subsidiaries (if greater than 50%
3M ownership) where 3M has fulloperational control. Acquisitions areincluded 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 the 2021
Annual Report and 2022 Proxy
Statement.

Previous issue: May 11, 2021
Before 2010, the Global Impact
Report was a fully integrated website.
Therefore, copies before 2010 are
not available. Starting this year, theSustainability Report changed to
the Global Impact Report, focusing
on accelerating our ambitions andreporting on our global progress. This
report provides a summary of theactivities in fiscal year 2021 (January
1, 2021, to December 31, 2021).

3M 2022 Global Impact Report | #improvinglives

213

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Forward-looking statement
This Global Impact Report andinformation on 3M.com/sustainability
contains forward-looking statements
about 3M’s financial and non-financial
results, estimates, and businessprospects that involve substantial risks
and uncertainties. You can identify
forward-looking statements by theuse of words such as “anticipate,”“estimate,” “expect,” “aim,” “project,”“intend,” “plan,” “believe,” “will,”“should,” “could,” “target,” “forecast,”
and other words and terms ofsimilar meaning in connection withany 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; theambition to improve every life; (2)financial data or information derived
from the Company’s filings with
the U. S. Securities and Exchange
Commission; (3) environmental,
health, and safety (EHS) data as it
relates to the environment, safety
performance, management systems,
implementation, and regulatorycompliance, including data collection
systems at applicable sites thattrack and collect EHS data throughthe corporate-wide EHS reporting
systems; (4) 3M’s carbon emissions
and renewable energy data as it
relates to renewable energy contracts
with third parties and utility-controlled
generation or distribution networks.

How we work

What we create(5) social data as relates to employee
metrics, social practices, andcommunity engagement programs
derived from various databases fromwithin the Human Resources and3M 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 andreporting systems via a prioritizedfunctional integration schedule overtime; (8) the impact of acquisitions,strategic alliances, divestitures, andother unusual events resulting from
portfolio management actions andother evolving business strategies, andpossible organizational restructuring;and (9) statements about actions ofcontractors and partners or our workwith them.

About report

3M 2022 Global Impact Report | #improvinglives

Forward-looking statements are
based on certain assumptions andexpectations of future events andtrends that are subject to risks anduncertainties. Actual future results
and trends may differ materially from
historical results or those reflected inany such forward-looking statements,
depending on a variety of factors andcircumstances, some of which areoutside the control of the Company.

214

The Company assumes no obligation
to update any forward-looking
statements contained in this reportas a result of new information or
future events or developments.
The term “material” used in thisreport refers to the “material topic”
definition of the Global Reporting
Initiative. It is used to refer to relevant
topics, which potentially meritinclusion in the report and that canreasonably be considered important
for reflecting the organization’s
economic, environmental, and social
impacts, or influencing the decisionsof stakeholders. “Material” for the
purposes of this report should not,therefore, be read as equating to any
use of 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 be taken to constitute, aninvitation or inducement to invest
in 3M or any other entity and mustnot be relied upon in any way inconnection 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

How we work

What we create

Report data collection• Environmental, health, and safety(EHS) data. The EHS data in thisreport is related to the environment,
safety performance, management
systems, implementation, andregulatory compliance. Data
collection systems are in place
at applicable sites to track andcollect environmental, health, andsafety data through the corporatewide EHS reporting systems (e.g.,
Environmental Targets Database,
EHS 360, etc.).

Due to the size and geographicalextent of our operations, it is, attimes, difficult to obtain all data
points. Therefore, to the extent
possible, limitations and assumptions
are stated as information in the report.
This report’s data has been reviewed
for accuracy and completeness,
including the reliability of the systems
used to obtain the data.

• Social data. The data related to
employee metrics, social practices,and community programs has been
derived from various databases
from within the Human Resourcesand 3M Foundation organizations.
This data has been reviewed
and verified by the departments
responsible for maintaining theinternal reporting systems.

The data provided in this reportthrough facts and figures is basedon activities during 3M’s fiscal year
2021 and rounded to three significant
figures, where attainable. For some
performance indicators, the previous
year’s data are provided to allow forannual comparisons.

Unless noted below, corporate
staff have also verified theimplementation of policies andmanagement systems throughaudits and self-reporting systems.
• Financial data. Financial informationreferenced in this report is collected
and reported in accordance withthe applicable requirements for the2021 Annual Report on Form 10-K.

• Pay equity data is analyzed by athird party specialty firm. The third
party’s analysis is not reviewed by
Apex Companies, LLC.

About report

3M 2022 Global Impact Report | #improvinglives• Responsible sourcing systems anddata. The policies and management
systems implementation in this area
have been reviewed and verified
by the departments responsible formaintaining the internal reporting
systems. Sites acquired by 3M areintegrated into 3M programs andreporting systems via a prioritizedfunctional 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 and other adjustments
3M’s 2021 Annual Report andInvestor Relations website document
any changes to financial data. Severalof 3M’s environmental goals arenormalized per net sales. 3M does not
adjust sales data for inflation.
3M generally does not adjust its
base-year environmental metrics
data to reflect changes in 3M’sorganizational structure. As a result,
3M sets environmental targets that arenormalized or indexed to production(tons emitted or net sales) to assure
the environmental progress we reportto the public is not unduly influenced
by changes to our organizational
structure. However, in the case of ourgreenhouse gas emissions data, 3M
follows the World Resource Institute(WRI) and World Business Council for
Sustainable Development (WBCSD)
GHG Protocol. Consequently, we
readjust our greenhouse gas emissions
base-year data in the case of businessacquisitions and divestitures.

215

Whenever feasible, 3M adjusts baseyear and other years’ data if datacollection methods change or data
errors are identified. Any significant
changes in the measurement methods
and/or data values applied to key
environmental metrics from previous
years are disclosed in the report.
Significant changes are defined bythis 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 moreconventional definition of wastethat 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
a base year of 2015. Starting in
2016, waste disposed and waste bydisposal type do not include wasteto-energy. Total hazardous and total
non-hazardous waste include wasteto-energy.

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In 2018, we identified an opportunity
for classification of our manufacturing
sites for a portion of our greenhousegas (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 year 2017 and2018. For this reason, reporting
years 2017 and 2018 Scope 1 andScope 2 GHG emissions year-on-yearcomparison should be viewed as an
estimate. The 2018 GHG inventory is
fully comparable with baseline
year 2002.
In 2020, Scope 3 Category 5 (waste
generated in operations) values
were calculated at a 28.1% reduction
from 2019 to 2020. This decrease is
the result of further optimizing ourmodel by increasing representationof actual data by 36.4%. The previous
year values overestimated waste.
The methodology within the model
remained the same year-over-year.
In 2019, the value of GHG Scope
3 Category 2 (capital goods)
substantially increased due to updated
emission factors and an increase ingross property, site, and equipment
put into service. This increase does
not impact previously reported
Scope 3 Category 2 values, and the2019 Scope 3 Category 2 value iscomparable with previous years.

How we work

What we create

At the beginning of 2020, 3M changed
its business segment reporting in
its continuing effort to improve thealignment of business around markets
and customers. Additionally, 3M
consolidated the way it presents
geographical area data by providing
an aggregate USAC geographic
region (combining United States
and Canada areas).
In 2021, the reported customer
avoided GHG emissions for years
2016 through 2020 were revised
due to the availability of verified life
cycle assessment data for one of
the included product families whereprevious year cradle-to-gate emissions
values were overestimated, resulting
in a net increase in avoided emissions
for those respective years.
In reviewing the calculations for 2020
Scope 3, Category 9, an error was
identified regarding the net sales
percentage used for the corporate
regional emissions estimation. The
USAC percentage was used rather
than the U.S. percentage. This error
was corrected and it increased 2020
GHG Scope 3, Category 9 emissions
by approximately 83,000 tons CO2e.
Data verification
Internal verification: 3M has
conducted an internal verification of
the information provided in this report.
The objectives for our assurance
process included:• Accuracy and completeness of data
• Reliability of systems used tomeasure and record data

About report

3M 2022 Global Impact Report | #improvinglives• Reliability of ratios compiled fromunderlying data
• Adherence to the GRI Standards• Implementation of internal policies
and related management systems
as reported• Presentation of a complete and fairpicture in the report as a whole
Third-party verification: APEX
Companies, LLC (“Assurance Provider”
or “APEX”) provided independent thirdparty assurance for this report covering
activities January 1, 2021, to December
31, 2021. APEX provided moderatelevel assurance in accordance with
AA1000AS-2008, Type 2. APEX’s
assurance letter can be found in thereport under Assurance Statement.

Global principles
and guidelines
We continue to review global reporting
frameworks and the evolving efforts
of existing reporting frameworks tostreamline 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 fromthe white paper have already been
incorporated into this report based on
our strategic reporting strategy andother existing frameworks.

216

Global Reporting Initiative
The Global Reporting Initiative (GRI)
is a network-based organizationthat includes representatives
from business, government, labor,
third-party advocacy groups, andacademia. The GRI organization
has developed a framework forsustainability reporting. Following
the GRI sustainability frameworkadvances two important objectives:transparency and the ability tocompare results from one organization
to another. 3M has developed thisreport using GRI Standards. The GRI
index outlines where specific GRI
reporting elements and indicators
are addressed in the report or otherreporting sources, including the2021 Annual Report, 2022 Proxy
Statement, and/or other noted
sources on 3M’s Investor Relations
website. Our priority topic areas are
identified in our sustainability priority
matrix, the GRI index and reflectedin our sustainability goals, aligned
to the three pillars of our Strategic
Sustainability Framework: Science
for Circular, Science for Climate, andScience for Community. 3M selfdeclares this report has been preparedin accordance with the GRI Standards:
comprehensive option.
TCFD
3M supports the Task Force on
Climate-Related Financial Disclosures’(TCFD) recommendations for helping
businesses disclose climate-related
financial information. See the Climate
and energy section for disclosures.

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United Nations Global Compact(UNGC) Communication on Progress(COP)
The UNGC is a strategic policy
initiative for businesses that arecommitted to aligning their operations
and strategies with 10 universally
accepted principles in the areas ofhuman rights, labor, environment,
and anti-corruption. In 2014, we
became a United Nations Global
Compact (UNGC) participant, thereby
committing to align our operations andstrategies with the UNGC principles
on business and human rights. This
report includes an index of our COP
implementing the 10 principles as well
as alignment with the United Nations
2030 Sustainable Development Goals(SDGs) within the content of this 2022
Global Impact Report.

How we work

What we create

Sustainability Accounting Standards
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 GRI, SASB,
and the UN SDGs. With corporate
operations in over 70 countries andsales in nearly all countries, ourstrategy is designed to be holistic.
GRI was selected as the primarysource referenced due to the global
reach of the standard. For SASB, ourdiversity 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 businessgroups. In this year’s report, we detailour efforts on our 2020 materiality
assessment. Before conducting
this assessment, we reviewed andintegrated SASB’s approach tomateriality and materiality map tohelp prioritize the most importantfocus areas.

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217

UNGC Principles and 2030 SDGs

Contact 3M

Refer to the GRI index table for crossreferences of content in this reportwith the 10 Principles of the UNGC
and alignment with the 2030 SDGs.

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

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218

GRI index

Global Reporting Initiative (GRI)
content index and UN Global
Compact Communication on Progress
Disclosure
numberDescription

Cross-reference

Page #GRI 102: General disclosures, organization profile
102-1

Name of the organization

3M Company

102-2

Activities, brands, products,
and services

Our products
Annual Report on Form 10-K, page 5

102-3

Location of headquarters

3M Company
3M Center
St. Paul, Minnesota, 55144-1000, United States

102-4

Location of operations

Operations in 70-plus countries
Innovation management
Names of countries, 3M.com
Annual Report on Form 10-K, page 14

102-5

Ownership and legal form

Annual Report on Form 10-K, page 1

102-6

Markets served

Our customers
Our products
3M.comAnnual Report on Form 10-K, page 4

182
206

102-7

Scale of the organization

Employee programs
Metric tables: 3M historical metrics; social performance,
employee and financial performance
Annual Report on Form 10-K, pages 4-6, 14

107

206

193

237

Connections to United
Nations Initiatives*

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Disclosure
numberWho we are

How we work

Description

What we create

About report

Cross-reference

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Page #

Connections to United
Nations Initiatives*

GRI 102: General disclosures, organization profile (Cont.)
102-8

Information on employees
and other workers

Employee programs
Environmental, health, and safety management
Metric tables: social performance, employees
3M 2021 Global Diversity, Equity & Inclusion Report
Annual Report on Form 10-K, page 6

107
120
237

102-9

Supply chain

Suppliers

166102-10Significant changes to the organizationand its supply chain

Annual Report on Form 10-K, pages 6-7, 65-68
About report
Suppliers212
166

102-11

Precautionary Principle or approach

Advancing impact
Environmental, health, and safety management
Innovation management

34
120
193

102-12External initiatives

Leading with purpose
Advancing impact
Circular materials
Climate and energy
Human rights
Suppliers

22
34
135
149
92
166

102-13

Membership of associations

Leading with purpose

22

UNGC Principle 6
SDG 8, 10

GRI 102: General disclosures, strategy
102-14

Statement from senior decision-maker

Message from our Chief Executive Officer

4102-15Key impacts, risks, and opportunities

Message from our Chief Executive Officer
Leading with purpose

4
22

GRI 102: General disclosures, ethics and integrity
102-16

Values, principles, standards, and norms of behavior

Corporate Code of Conduct
Ethics and Compliance at 3M

82

UNGC Principle 10
SDG 16102-17

Mechanisms for advice and concerns about ethics

Corporate Code of Conduct
Report a concern or ask a question82

UNGC Principle 10
SDG 16

GRI 102: General disclosures, governance102-18Governance structure

Corporate governance70102-19Delegating authority

Corporate governance70102-20Executive-level responsibility for economic,
environmental, and social topics

Corporate governance70102-21

Consulting stakeholders on economic, environmental,
and social topics

Leading with purpose
Corporate governance

22
70

219

SDG 16

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numberWho we are

How we work

What we create

Description

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Cross-reference

Page #

220

Connections to United
Nations Initiatives*

GRI 102: General disclosures, governance (Cont.)
102-22Composition of the highest governance bodyand its committees

Corporate governance
3M Board of Directors
3M Committee Composition
Proxy Statement, pages 8-10, 42-46

70

SDG 5, 16

102-23Chair of the highest governance bodyMichael F. Roman, Chief Executive Officer
Corporate governance470

SDG 16102-24

Nominating and selecting the highest governance body

Corporate governanceNominating and Governance Committee Charter70

SDG 5, 16

102-25

Conflicts of interest

Corporate governanceCorporate Code of Conduct
3M Company Code of Business Conduct and Ethics for Members of theBoard of Directors

7082

SDG 16102-26

Role of highest governance body in setting purpose, values,
and strategy

Corporate governance
3M Corporate Governance Guidelines70

102-27

Collective knowledge of highest governance body

Corporate governance70102-28

Evaluating the highest governance body’s performance

Corporate governanceNominating and Governance Committee Charter70

102-29Identifying and managing economic, environmental, andsocial impacts

Corporate governanceEnterprise risk
Leading with purpose

70
78
22

102-30Effectiveness of risk management processes

Corporate governanceEnterprise risk

7078102-31

Review of economic, environmental, and social topics

Corporate governance70102-32Highest governance body’s role in sustainability reporting

Corporate governanceLeading with purpose70
22102-33

Communicating critical concerns

Corporate governance70102-34Nature and total number of critical concerns

Confidentiality constraints. This information is considered business confidential;
critical concerns would be taken into consideration during our Enterprise
Risk Management initiative: see Enterprise risk section for additional
information on our mechanism used to address and resolve critical issues.
Annual Report on Form 10-K, pages 10-11

102-35

Remuneration policies

Compensation and Talent Committee Charter
Compensation
Proxy Statement, pages 17, 47-50, 55-101

102

102-36

Process for determining remuneration

Compensation and Talent Committee Charter
Compensation
Proxy Statement, pages 17, 47-50, 55-101

102

SDG 16

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Disclosure
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About report

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Cross-reference

Page #

Connections to United
Nations Initiatives*

GRI 102: General disclosures, governance (Cont.)
102-37

Stakeholders’ involvement in remuneration

Compensation and Talent Committee Charter
Compensation
Proxy Statement, pages 17, 47-50, 55-101

102-38Annual total compensation ratio

Proxy Statement, page 101

102-39Percentage increase in annual total compensation ratio

Not applicable. Disclosure does not cover the specific impacts that make thetopic material. 3M has an established process to assure our commitment tofair and equitable pay. The breakdown to calculate the median percentage
increase does not accurately reflect our workforce levels and process at 3M
to assure equitable remuneration. Additional details on our process can befound in Compensation and Employee Programs; Compensation and TalentCommittee Charter.

102

SDG 16

GRI 102: General disclosures, stakeholder engagement102-40

List of stakeholder groups

Leading with purpose

22102-41

Collective bargaining agreements

Human rights

92

102-42

Identifying and selecting stakeholders

Leading with purpose

22102-43

Approach to stakeholder engagement

Leading with purpose

22102-44

Key topics and concerns raised

Leading with purpose

22

GRI 102: General disclosures, reporting practices
102-45

Entities included in the consolidated ﬁnancial statements

Annual Report on Form 10-K, pages 3-5
About report212

102-46Deﬁning report content and topic boundaries

Leading with purpose
About report22212

102-47

List of material topics

Leading with purpose

22102-48

Restatements of information

About report212

102-49Changes in reporting

About report
Leading with purpose212
22102-50

Reporting period

About report212

102-51

Date of most recent report

About report212

102-52

Reporting cycle

About report212

102-53

Contact point for questions regarding the report

About report
Sustainability@mmm.com

212

102-54Claims of reporting in accordance with the GRI Standard

About report

212

221

UNGC Principle 3
SDG 8

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Disclosure
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Cross-reference

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GRI 102: General disclosures, reporting practices (Cont.)
102-55

GRI content index

Indices to GRI and UNGC

218

102-56External assurance

Assurance statement233

GRI 201: Economic performance103-1 to103-3

Management approach disclosures

Annual Report on Form 10-K, pages 3-9, 16-40

201-1

Direct economic value generated and distributed

Annual Report on Form 10-K, pages 41-121
Metric tables: 3M historical metrics, and financial performance

201-2

Financial implications and other risks and opportunities
due to climate change

Climate and energy
Annual Report on Form 10-K, pages 9-12

201-3

Deﬁned beneﬁt plan obligations and other retirement plans

Annual Report on Form 10-K, pages 6, 79-89

201-4

Financial assistance received from government

Annual Report on Form 10-K, pages 17, 51

237
149

SDG 8, 9
SDG 13

GRI 203: Indirect economic impacts
103-1 to103-3

Management approach disclosures

Communities

40

203-1

Infrastructure investments and services supported

Communities

40

SDG 5, 9, 11

203-2

Signiﬁcant indirect economic impacts

Communities

40

SDG 1, 3, 8

GRI 205: Anti-corruption
103-1 to103-3

Management approach disclosures

Corporate Code of Conduct

82

205-1

Operations assessed for risks related to corruption

Corporate Code of Conduct

82

UNGC Principle 10
SDG 16

205-2

Communication and training about anti-corruption policies
and procedures

Corporate Code of Conduct

82

UNGC Principle 10
SDG 16205-3

Conﬁrmed incidents of corruption and actions taken

Corporate Code of Conduct

82

UNGC Principle 10
SDG 16

82

GRI 206: Anti-competitive behavior
103-1 to103-3

Management approach disclosures

Corporate Code of Conduct
Antitrust and Competition Principle

206-1

Legal actions for anti-competitive behavior, antitrust,and monopoly practices

Antitrust and Competition Principle
Annual Report on Form 10-K, pages 97-116

222

SDG 16

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Disclosure
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How we work

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223

Connections to United
Nations Initiatives*

Description

Cross-reference

103-1 to103-3

Management approach disclosures

Corporate governance

70

207-1

Approach to tax

Corporate governance70

SDG 1, 10, 17

207-2

Tax governance, control, and risk management

Corporate governance70

SDG 1, 10, 17

207-3

Stakeholder engagement and management ofconcerns related to tax

Corporate governance70

SDG 1, 10, 17

GRI 207: Taxes

GRI 302: Energy103-1 to103-3

Management approach disclosures

Climate and energy

149

302-1

Energy consumption within the organization

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

149
237

UNGC Principle 7 and 8
SDG 7, 8, 12, 13

302-2

Energy consumption outside of the organization

Climate and energy
Metric tables: environmental performance, greenhouse gas

149
237

UNGC Principle 8
SDG 7, 8, 12, 13

302-3

Energy intensity

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

149
237

UNGC Principle 8
SDG 7, 8, 12, 13

302-4

Reduction of energy consumption

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

149
237

UNGC Principle 8 and 9
SDG 7, 8, 12, 13

302-5

Reductions in energy requirements of products and services

Climate and energy
Metric tables: environmental performance, greenhouse gas

149
237

UNGC Principle 8 and 9
SDG 7, 8, 12, 13

303-1

Interactions with water as a shared resource

Circular materials
Metric tables: environmental performance, water

135
237

UNGC Principle 8
SDG 6, 12

303-2Management of water discharge-related impacts

Circular materials
Environment, health, and safety management

135
120

UNGC Principle 8
SDG 6

303-3

Water withdrawal

Circular materials
Metric tables: environmental performance, water

135
237

UNGC Principle 8
SDG 6

303-4

Water discharge

Circular materials

135

UNGC Principle 8

303-5

Water consumption

Metric tables: environmental performance, water

237

UNGC Principle 8
SDG 6

GRI 303: Water

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Cross-reference

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224

Connections to United
Nations Initiatives*

GRI 305: Emissions
103-1 to103-3

Management approach disclosures

Climate and energy

149

305-1

Direct (Scope 1) GHG emissions

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

149
237

UNGC Principle 7 and 8
SDG 3, 12, 13, 14, 15

305-2

Energy indirect (Scope 2) GHG emissions

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

149
237

UNGC Principle 7 and 8
SDG 3, 12, 13, 14, 15

305-3

Other indirect (Scope 3) GHG emissions

Climate and energy
Metric tables: environmental performance, energy, and greenhouse gas

149
237

UNGC Principle 7 and 8
SDG 3, 12, 13, 14, 15

305-4

GHG emissions intensity

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

149
237

UNGC Principle 8
SDG 13, 14, 15

305-5

Reduction of GHG emissions

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

149
237

UNGC Principle 8 and 9
SDG 13, 14, 15

305-6

Emissions of ozone depleting substances (ODS)

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

149
237

UNGC Principle 7 and 8
SDG 3, 12

305-7

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

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

149
237

UNGC Principle 7 and 8
SDG 3, 12, 14, 15

GRI 306: Effluents and waste
103-1 to103-3

Management approach disclosures

Environmental, health, and safety management
Circular materials

120
135

306-2

Waste by type and disposal method

Environmental, health, and safety management
Circular materials
Metric tables: historical metrics, environmental footprint;
environmental performance, waste

120
135
237

UNGC Principle 8
SDG 3, 6, 12

306-3

Signiﬁcant spills

Environmental, health, and safety management
Metric tables: environmental performance, environmental
management system
Annual Report on Form 10-K, pages 97-116

120
237

UNGC Principle 8
SDG 3, 6, 12, 14, 15

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Cross-reference

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GRI 307: Environmental compliance103-1 to103-3

Management approach disclosures

Environmental, health, and safety management

120

307-1

Non-compliance with environmental laws and regulations

Environmental, health, and safety management
Metric tables: environmental performance, environmental
management system
Annual Report on Form 10-K, pages 97-116

120
237

UNGC Principle 8
SDG 16

GRI 308: Supplier environmental
103-1 to103-3

Management approach disclosures

Suppliers
Supplier Responsibility Code

166

308-1

New suppliers that were screened using environmental
criteria

Suppliers
Supplier Responsibility Code166

UNGC Principle 8

308-2

Negative environmental impacts in the supply chain andactions taken

Suppliers
Supplier Responsibility Code166

UNGC Principle 8

GRI 401: Employment103-1 to103-3

Management approach disclosures

Employee programs

107

401-1

New employee hires and employee turnover

Employee programs
Confidentiality constraints. We can provide total turnover rate of 13.8% but
are not able to provide breakdown by age group, gender, and region.

107

UNGC Principle 6
SDG 5, 8, 10

401-2

Beneﬁts provided to full-time employees that are notprovided to temporary or part-time employees

Employee programs

107

SDG 3, 5, 8

401-3

Parental leave

Employee programs

107

UNGC Principle 6
SDG 5, 8

GRI 402: Labor/management relations
103-1 to103-3

Management approach disclosures

Employee programs

107

402-1

Minimum notice periods regarding operational changes

Employee programs

107

225

SDG 8

GRI 403: Occupational health and safety
103-1 to103-3

Management approach disclosures

Environmental, health, and safety management

120

403-1

Occupational health and safety management system

Environmental, health, and safety management

120

SDG 8

403-2

Hazard identification, risk assessment, and incident
investigation

Environmental, health, and safety management
Corporate Code of Conduct

120
82

SDG 8

403-3

Occupational health services

Environmental, health, and safety management

120

SDG 8

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What we create

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Cross-reference

Page #

Connections to United
Nations Initiatives*

GRI 403: Occupational health and safety (Cont.)
403-4

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

Environmental, health, and safety management120

SDG 8, 16403-5

Worker training on occupational health and safety

Environmental, health, and safety management

120

SDG 8

403-6

Promotion of worker health

Environmental, health, and safety management

120

SDG 3

403-7

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

Environmental, health, and safety management
Innovation management

120
193

403-8

Workers covered by an occupational health and safety
management system

Environmental, health, and safety management
Employee programs

120
107

403-9

Work-related injuries

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

120
237

SDG 3, 8, 16

403-10Work-related ill health

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

120
237

SDG 3, 8, 16

GRI 404: Training and education
103-1 to103-3

Management approach disclosures

Employee programs

107

404-1

Average hours of training per year per employee

Employee programs

107

UNGC Principle 6
SDG 4, 5, 8, 10

404-2

Programs for upgrading employee skills and transition
assistance program

Employee programs

107

SDG 8

404-3

Percentage of employees receiving regular performance andcareer development reviews

Employee programs

107

UNGC Principle 6
SDG 5, 8, 10

GRI 405: Diversity and Equal Opportunity
103-1 to103-3

Management approach disclosures

Corporate governanceDiversity, equity, and inclusion
3M 2021 Global Diversity, Equity & Inclusion Report

70
55

405-1

Diversity of governance bodies and employees

Corporate governanceCorporate Officers
Board of Directors
Diversity, equity, and inclusion
3M 2021 Global Diversity, Equity & Inclusion Report

70

405-2

Ratio of basic salary and remuneration of women to men

102
55

Human rights
Respectful Workplace Principle

92

GRI 406: Non-discrimination
103-1 to103-3

Management approach disclosures

UNGC Principle 6
SDG 5, 855Compensation
Diversity, equity, and inclusion
3M 2021 Global Diversity, Equity & Inclusion Report226

UNGC Principle 6
SDG 5, 8, 10

Site spotlights

Disclosure
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What we create

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About report

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Cross-reference

Page #

Connections to United
Nations Initiatives*

GRI 407: Freedom of association and collective bargaining
103-1 to103-3

Management approach disclosures

3M Supplier Responsibility CodeHuman rights
Suppliers

407-1

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

3M Supplier Responsibility CodeHuman rights
Suppliers
Supplier Responsibility Expectations

92
166

92
166

92
166
UNGC Principle 3
SDG 8

GRI 408: Child labor103-1 to103-3

Management approach disclosures

3M Supplier Responsibility CodeHuman rights
Suppliers
Supplier Responsibility Expectations

408-1

Operations and suppliers at significant risk for incident ofchild labor

Human rights
Suppliers
3M Supplier Responsibility Code92
166

UNGC Principle 5
SDG 8, 16

GRI 409: Forced or compulsory labor103-1 to103-3

Management approach disclosures

3M Supplier Responsibility CodeHuman rights
Suppliers409-1

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

3M Supplier Responsibility CodeHuman rights
Suppliers
Supplier Responsibility Expectations

92
166

92
166
UNGC Principle 4
SDG 8

GRI 410: Security practices
103-1 to103-3

Management approach disclosures

Human rights

92

410-1

Security personnel trained in human rights policies orprocedures

Human rights

92

92
166

UNGC Principle 1
SDG 16

GRI 411: Rights of indigenous peoples
103-1 to103-3

Management approach disclosures

3M Supplier Responsibility CodeHuman rights
Suppliers

411-1

Incidents of violations involving rights of indigenous peoples

To the best of our knowledge, there were no incidents reported to Ethics &Compliance Department related to the rights of indigenous people in 2021.

227

UNGC Principle 1
SDG 2

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Disclosure
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About report

Cross-reference

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Page #

228

Connections to United
Nations Initiatives*

GRI 412: Human rights assessment
103-1 to103-3

Management approach disclosures

Human rights

92

412-1

Operations that have been subject to human rights reviews or
impact assessments

Human rights

92

UNGC Principle 1

412-2

Employee training on human rights policies or procedures

Human rights

92

UNGC Principle 1

GRI 413: Local communities
103-1 to103-3

Management approach disclosures

Communities
Human rights
Environmental, health, and safety management
Circular materials
Climate and energy
Suppliers

40
92
120
135
149
166

413-1

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

Leading with purpose
Communities
Corporate Code of Conduct
Human rights
Environmental, health, and safety management
Circular materials
Climate and energy
Suppliers
Our customers

22
40
82
92
120
135
149
166
182

UNGC Principle 1

413-2

Operations with significant actual and potential negative
impacts on local communities

Corporate Code of Conduct
Enterprise risk
Human rights
Environmental, health, and safety management
Climate and energy
Circular materials
Suppliers

82
78
92
120
149
135
166

UNGC Principle 1
SDG 1, 2

GRI 414: Supplier social assessment
103-1 to103-3

Management approach disclosures

Suppliers

166

414-1

New suppliers that were screened using social criteria

Suppliers

166

UNGC Principle 2
SDG 5, 8, 16

414-2

Negative social impacts in the supply chain and actions taken

Suppliers

166

UNGC Principle 2
SDG 5, 8, 16

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About report

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Cross-reference

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Connections to United
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GRI 415: Public policy
103-1 to103-3

Management approach disclosures

Corporate governance
Lobbying and Political Activities Principle

70

415-1

Political contributions

Corporate governance
Lobbying and Political Activities Principle
Lobbying and Political Activities Governance

70

Innovation management
Product Safety, Quality, and Stewardship Principle

193

Innovation management
Product Safety, Quality, and Stewardship Principle

193

UNGC Principle 10
SDG 16

GRI 416: Customer health and safety
103-1 to103-3

Management approach disclosures

GRI 417: Marketing and labeling103-1 to103-3

Management approach disclosures

GRI 418: Customer privacy
103-1 to103-3

Management approach disclosures

Data Privacy Principle
3M Global Privacy Policy

GRI 419: Socioeconomic compliance103-1 to103-3

Management approach disclosures

Corporate Code of Conduct419-1

Noncompliance with laws and regulations in the social andeconomic area

Significant legal actions for noncompliance with laws and regulations in thesocial and economic area would be discussed in our Annual Report on Form
10-K, pages 97-116*United Nations Global Compact Principles and United Nations Sustainable Development Goals

229

82
SDG 16

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230

SASB index

Sustainability AccountingStandards Board
Dimension

General Issue Category

Cross-reference

Environment

GHG emissions

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

149
237

Air quality

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

149
237

Energy management

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

149
237

Water and wastewater management

Environmental, health, and safety management
Circular materials
Metric tables: 3M historical metrics; environmental performance,water and environmental management system

120
135
237

Waste and hazardous materials management

Environmental, health, and safety management
Circular materials
Metric tables: 3M historical metrics; environmental performance, waste

120
135
237

Ecological impacts

Environmental, health, and safety management
Circular materials
Climate and energy
Suppliers
Metric tables: 3M historical metrics; environmental performance

120
135
149
166
237

Human rights and community relations

Corporate Code of Conduct
Suppliers
Human rights
Ethics & Compliance

82
166
92

Customer privacy

Corporate Code of Conduct
Enterprise risk
3M Global Privacy Policy
Annual Report on Form 10-K, pages 10, 1282
78

Data security

Enterprise risk
Annual Report on Form 10-K, pages 10, 12

78SocialcapitalPage #

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231

Dimension

General Issue Category

Cross-reference

Socialcapital(Cont.)

Access and affordability

Our customers

182

Product quality and safety

Our customers
Innovation management
Our products

182
193
206

Customer welfare

Our customers
Innovation management
Product Safety, Quality, and Stewardship Principle

182
193

Selling practices and product labeling

Our customers
Innovation management
Product Safety, Quality, and Stewardship Principle
Advertising and Product Representation Policy

182
193

Labor practices

Corporate Code of Conduct
Human rights
Suppliers
Ethics & Compliance
Supplier Responsibility Code

82
92
166

Employee health and safety

Environmental, health, and safety management
Metric tables: 3M historical metrics; health and safety

120
237

Employee engagement, diversity, and inclusion

Communities
Employee diversity, equity, and inclusion
3M 2021 Global Diversity, Equity & Inclusion Report

40
55

Product design and life cycle management

Innovation management

193

Business model resilience

Enterprise risk
Our customers
Innovation management
Our products

78
182
193
206

Supply chain management

Suppliers
Supplier Responsibility Code166

Materials sourcing and efficiency

Circular materials
Suppliers
Annual Report on Form 10-K, pages 6-7, 12, 17

135
166

Physical impacts of climate change

Climate and energy
Annual Report on Form 10-K, pages 9-12

149

Business ethics

Corporate Code of Conduct
Ethics & Compliance82

Competitive behavior

Corporate Code of Conduct
Antitrust and Competition Principle

82

Management of the legal and regulatory environmental

Environmental, health, and safety management
Annual Report on Form 10-K, pages 6-7, 9-12, 97-116

120

Human
capitalBusinessmodel andinnovation

Leadershipandgovernance

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232

Dimension

General Issue Category

Cross-reference

Leadershipandgovernance(Cont.)

Critical incident risk management

Leading with purpose
Corporate governanceEnterprise risk
Environmental, health, and safety management
Suppliers

22
82
78
120
166

Systemic risk management

Enterprise risk
Annual Report on Form 10-K, pages 9-13, 97-116

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

Page #

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Assurancestatement

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3M 2022 Global Impact Report | #improvinglives

233

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 2022 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 2021 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 Standards, Core Option for the assured metrics



3M 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;

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3. Audit of performance data presented in the Report including a detailed review of asample of data;
4. Remote virtual facility visits (remote visits conducted due to COVID-19 restrictions) for
manufacturing sites located in Hutchinson, MN, USA, Decatur, AL, USA, Higashine(Yamagata), Japan, Itapetininga, Brazil, Seefeld, Germany, and Perth, ON, Canada;
5. Remote review at 3M headquarters office located in Maplewood, Minnesota (remotereview conducted due to restrictions from COVID-19); and6. Review of 3M data and information systems for 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:

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building out a strategy for future sustainability efforts. External community partnership
relationships have been tied to the sustainability pillars.
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. 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 to decreases in GHG emissions
during use phase of products, and planned evaluation of impacts of community engagement
and support. In addition, 3M is approaching impact looking at short, medium, and long term
approaches.

Key Observations for 2021


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 accurate data collection andcompilation. Internal quality control is implemented to review data quality. Data are available
on a Dashboard allowing review and comparisons within 3M throughout the year.



3M is working to decrease water usage and has developed a goal to decrease water usage
in manufacturing as well as return higher quality water to the environment.



3M has made commitments to decrease the overall carbon footprint with a goal to eventuallyachieving carbon neutrality as evidenced by purchasing power from renewable sources forthe corporate and manufacturing facilities as well as obtaining associated renewable energy
credits for the direct procurement of renewable electricity.

Adherence to the AA1000 Accountability Principles



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

3M continued to work within their supply chain, specifically with paper providers andminerals suppliers, 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.
A Global Diversity, Equity, and Inclusion Report was published for 2021. 3M will also bemeasuring impacts of grants to underserved populations and STEM through collection of
information regarding the populations that are served from the supported organizations.



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 consumption, waste quantities anddisposition, injury and illness rate, lost day rate, severity rate, number of environmental
violations, 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 2021 reporting year is attached.

Inclusivity
Based on discussions with 3M, their processes appear to be inclusive of stakeholders. In 2020,
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. This exercise has been initiated in 2022 for futurereporting.
Materiality
During the 2020 materiality assessment stakeholders indicated that 3M should take aleadership role. The Chief Technology Officer and Chief Sustainability Officer report annuallyto 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 andnew products require a sustainability value commitment.
Responsiveness3M 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
guidance for responding to customer inquiries on sustainability issues and uses this guidance
for responding to other groups as well. Responses to external reporting surveys are coordinatedby the corporate sustainability group. Each business group also has sustainability leads who
assist with responding to stakeholders. In addition, through the materiality assessment, 3M isStatement of independence, integrity and competenceApex is an independent professional services company that specializes in Health, Safety,
Social and Environmental management services including assurance with over 30 years history
in providing these services.
No member of the assurance team has a business relationship with 3M, its Directors orManagers beyond that required of this assignment. We conducted this assurance
independently and to our knowledge there has been no conflict of interest.
Apex has implemented a Code of Ethics across the business to maintain high ethicalstandards among staff in their day-to-day business activities.

234

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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
April 4, 2022

David Reilly, Technical Reviewer
Technical Reviewer
Santa Ana, California

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Summary of Assured Information
Reporting Year 2021
3M Company
Demographic Metrics

Units

Value

Waste Metrics

Value

Energy Metrics

Total Global Full-time Equivalent (Headcount) Total Number

94,700

Zero Landfill% of Total
Manufacturing Sites

45.2%

Total Energy Use (Absolute)

MMBTUs28,600,000

Total Global Employees at Year-End(Headcount)

95,300Waste Disposed: Landfill, Treatment andIncineration (Absolute)

Metric Tons

168,000

Total Energy Use (Absolute)MWhTotal Number

Units

Units

Value

Air Emissions Metrics
-

Units

Value

Absolute Scope 1 Emissions (Direct)

Metric Tons CO2e2,980,000

8,370,000

Absolute Scope 2 Location-based Emissions(Indirect)

Metric Tons CO2e

1,590,000

Metric Tons CO2e992,000

Total Number Part-Time Employees

Total Number

1,730

Waste by Disposal Type, Incineration

Metric Tons

62,300Total Fuel Oil #1, #2, #6

MWh

147,000

Absolute Scope 2 Market-based Emissions(Indirect)

Total Number Part-Time Female Employees

Total Number

1,180

Waste by Disposal Type, Landfilled

Metric Tons

105,000

Total Jet Fuel

MWh

6,070

Absolute Scope 1 and Scope 2 Market-based
Emissions (Indirect)

Metric Tons CO2e

3,970,000

Total Number Full-Time Employees

Total Number

93,600Total Hazardous Waste (Absolute)

Metric Tons

58,000Total Propane

MWh37,000Total Scope 3 GHG Emissions (Upstream)

Metric Tons CO2e

10,700,000

Total Number Full-Time Female Employees

Total Number

34,000Total Nonhazardous Waste (Absolute)

Metric Tons

206,000

Total Gasoline and Diesel

MWh31,300Total Scope 3 GHG Emissions (Downstream)

Metric Tons CO2e

1,210,000

Percentage of Female Employees to Total
Employees%

37.0

Total Waste Diverted (Absolute)

Metric Tons

315,000

Total Coal

MWh0

Category 1 - Purchased Goods and Services

Metric Tons CO2e

7,680,000

Percentage of Female Employees inManagement Positions

%

34.1

Waste-to-Energy

Metric Tons

96,200Total Natural Gas

MWh4,730,000

Category 2 - Capital Goods

Metric Tons CO2e

488,000

3,200,000

Category 3 - Fuel and Energy Related
Activities

Metric Tons CO2e

488,000

Metric Tons CO2e

1,590,000

Percentage of females on 3M Board of
Directors%

36.4

Onsite Recycle & Reuse

Metric Tons

53,600Total Electricity Consumption

MWh

-

%

44.5

Offsite Reuse

Metric Tons

32,400Total Steam Consumption

MWh296,000

Category 4 - Upstream Transportation andDistribution% Underrepresented Groups in 3M U.S.
Workforce (entry-level to management)

%

8.58

Offsite Recycle

Metric Tons

142,000

Total Hot Water

MWh

4,800

Category 5 - Waste Generated in Operations

Metric Tons CO2e

152,000% Underrepresented groups in 3M U.S.
Workforce (management )

%

6.19

Renewable Energy% Total Electricity Use

47.6

Category 6 - Business Travel

Metric Tons CO2e12,200

Units

Value

Units

Value

Category 7 - Employee Commuting

Global diversity index: % diversity inmanagement

Environmental Management System
Metrics
Number of Significant Fines (Fine or penalty>$10,000)

Total Number

7

Total Monetary Value of Significant Fines

Million $USD

0.448

Health and Safety Metrics
Global Lost Time Incident Rate

Units

Value

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

0.397

Water Metrics
Total Water Use (Absolute)
Sites located in Water Stress/Scarce Areas;water sources significantly affected bywithdrawal of water with water conservation
Supplier Responsibility Metrics
Total Number of Suppliers

Total Number of Supplier Reviews

Units

Value

Million Cubic Meters

41.4

Other Metrics
Customer GHG Avoidance through 3M
Product Use

Million Metric Tons CO2e

327,000

1,210,000

Category 13 - Downstream Leased Assets

Metric Tons CO2e

<1,000Total Number

17

Units

Value

Total Number

60,700Percent New Projects Passing a "Gate" with
Sustainability Value Commitment

100%

Biogenic

Metric Tons CO2e

2,560

Cumulative Number
since 2008

7,870

3M Impact Volunteer Hours

16,500Total Volatile Organic Compound Emissions(Absolute)

Metric Tons

4,100

Total Training Instances - 2021

Global Recordable Incident Rate

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

1.14

Investing in Racial Equity Advancements

Work Related Fatalities - 3M Employees

Total Number

1

Virgin Fossil-based Plastic Reduction

Work Related Fatalities - 3M Contractors

Total Number

0Work Related Fatalities - Total Number

Total Number

1

18.1

Metric Tons CO2e

Category 9 - Downstream Transportation andMetric Tons CO2e
Distribution

1,270,000$12,000,000
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Metric tables
Values listed in the tables below have been rounded and therefore do not match actual values
exactly. Calculated data uses the full precision of the number except where annual, five-year,
and historical % change is calculated.

Social performance, employees

1

MetricMetric units

RY-2017

RY-2018

RY-2019

RY-2020

RY-20212020-2021
Annualchange, %2017-2021
Five-yearchange, %Global full-time equivalent employees

Total number

91,50093,50096,20095,50094,700-0.838

3.50

Global employee (headcount)

Total number

92,40094,30096,80096,10095,300-0.832

3.14

Total number full-time employees

Total number

90,00092,20094,90094,30093,600-0.742

4.00

Total number full-time female employees

Total number

30,50031,90033,60033,90034,000

0.295

11.5

Total number part-time employees

Total number

2,330

2,100

1,950

1,810

1,730

-4.42

-25.8

Total number part-time female employees

Total number

1,540

1,490

1,370

1,260

1,180

-6.35

-23.4

Percentage of female employees
to total employees

%

34.7

35.4

36.2

36.7

37.0

0.817

6.63

Percentage of female employees inmanagement positions

%

29.1

30.3

31.1

32.6

34.1

4.60

17.2

Percentage of females on 3M Boardof Directors

%

25.0

30.8

33.3

33.3

36.4

9.31

45.6

Global diversity index: % diversity
in management

%

36.9

38.3

41.8

43.2

44.5

3.01

20.6

% underrepresented groups in our
U.S. workforce (entry-level throughmanagement)1

%

N/A

N/A

N/A

8.13

8.58

5.54

N/A

% underrepresented groups in our U.S.
workforce (management)1

%

N/A

N/A

N/A

5.55

6.19

11.5

N/A

Underrepresented groups is defined as Black/Arican American and Hispanic/Latino employees

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Financial performance
MetricMetric units

RY-2017

RY-2018

RY-2019

RY-2020

RY-20212020-2021
Annualchange, %2017-2021
Five-yearchange, %Net sales

Million $USD

31,70032,80032,10032,20035,400

9.94

11.7

Operating income1

Million $USD

N/A

N/A

6,170

7,160

7,370

2.93

N/A

Research, development and related
expenses1

Million $USD

N/A

N/A

1,910

1,880

1,990

5.85

N/A

Total operating expenses1

Million $USD

N/A

N/A

26,00025,00028,00012.0

N/A

Net income attributable to 3M

Million $USD

N/A

N/A

4,520

5,450

5,920

8.62

N/A

Per share-basic

Actual $USD

N/A

N/A

7.83

9.43

10.2

8.17

N/A

Per share-diluted

Actual $USD

N/A

N/A

7.72

9.36

10.1

7.91

N/A

Capital expenditures

Million $USD

N/A

N/A

1,700

1,500

1,600

6.67

N/A

Payments to providers of capitalMillion $USD

N/A

N/A

3,690

3,910

3,890

-0.512

N/A

Provision for income taxes

Million $USD

N/A

N/A

1,110

1,340

1,290

-3.73

N/A

As accounting standards change or 3M adopts changes in application thereof, retrospective application to prior periods is often required. 3M generally reflects such application to the current period and comparative prior
two years in accordance with underlying accounting and presentation requirements. Therefore, historical financial information for periods beyond that range are not provided other than net sales above, which were notmaterially impacted by such changes for the periods presented. 								1Community engagement
MetricMetric units

RY-2017

RY-2018

RY-2019

RY-2020

RY-20212020-2021
Annualchange, %2017-2021
Five-yearchange, %Total global giving

Million $USD

73.5

66.3

73.3

87.9

88.5

0.683

20.4

Total cash donations

Million $USD

35.9

35.6

32.4

57.8

41.5

-28.2

15.6

Total in-kind donations

Million $USD

37.6

30.7

40.9

30.1

47.0

56.1

25.0

Investing in racial equity advancements

Million $USD

N/A

N/A

N/A

N/A

12.0

N/A

N/A

Skill-based volunteerism

Volunteer hours

N/A

N/A

20,60014,60016,50013.0

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Environmental performance
MetricMetric units

RY-2017

RY-2018

RY-2019

RY-2020

RY-20212020-2021
Annualchange, %2017-2021
Five-yearchange, %

%

N/A

N/A

100

100

100

N/A

N/A

Million Pounds

N/A

N/A

N/A

N/A

18.5

N/A

N/A

Sustainability Value Commitment
New product passing a “gate” with a
Sustainability Value Commitment
Plastics reduction
Virgin fossil-based plastic reduction
Environmental management system
Total number of significant spills

Total number

Number of significant fines (over $10, 000)

Total number

2

0

0

0

7

N/A

N/A

Total monetary value of significant fines

Million $USD

0.0900

0.000

0.000

0.000

0.448

N/A

N/A

Environmental liability accrued at year end

Million $USD

If there was a significant spill, it would be included in our financial statements.

See our Annual Report, 10-K, pages 101-112

Greenhouse gas
Absolute Scope 1 emissions (direct)

Metric tons
CO2e3,960,000

4,790,000

4,050,000

3,600,000

2,980,000

-17.2

-24.7

Absolute Scope 2 location-based
emissions (indirect)

Metric tons
CO2e1,880,000

1,860,000

1,780,000

1,680,000

1,590,000

-5.36

-15.4

Reduction Scope 1 and Scope 2 locationbased emissions, absolute metric tons
CO2e baseline year 2002

%

68.2

63.7

68.2

71.1

75.0

N/A

N/A

Absolute Scope 2 market-based emissions(indirect)

Metric tons
CO2e1,650,000

1,480,000

1,320,000

1,250,000

992,000

-20.6

-39.9

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

Metric tons
CO2e5,610,000

6,270,000

5,370,000

4,850,000

3,970,000

-18.1

-29.2

Reduction Scope 1 and Scope 2 marketbased emissions, absolute metric tons
CO2e baseline year 2019

%

N/A

N/A

N/A

9.68

26.1

N/A

N/A

Total GHG emissions(indexed to net sales, location-based)

Metric tons per
net sales(MM $USD)

184

203

182

164

129

-21.3

-29.8

Total GHG emissions(indexed to net sales, market-based)

Metric tons per
net sales(MM $USD)

177

191

167

151

112

-25.8

-36.7

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Environmental performance (cont.)
MetricMetric units

RY-2017

RY-2018

RY-2019

RY-2020

RY-20212020-2021
Annualchange, %2017-2021
Five-yearchange, %Cumulative
million metrictons CO2e(since 2015)

29.3

45.4

63.8

82.0

100

N/A

N/A

Greenhouse gas (cont.)
Customer GHG reduction through use ofvarious 3M product platforms

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 about report section for additional information. 			
Total Scope 3 emissions(upstream)

Metric tons
CO2e9,280,000

Total Scope 3 emissions(downstream)

Metric tons
CO2e

Scope 3, Category 1(purchased goods and services)
Scope 3, Category 2(capital goods)
Scope 3, Category 3(fuel and energy related activities; notincluding Scope 1 or Scope 2 emissions)
Scope 3, Category 4(upstream transportation and distribution)

9,530,000

8,920,000

8,840,000

10,700,000

N/A

All downstream categories were not evaluatedor are de minimis.		

521,000

1,210,000

Includes Scope 3 Category 9 only.

Metric tons
CO2e6,570,000

6,840,000

6,140,000

6,270,000

7,680,000

Methodology updated to calculate
values based on 3M spend using
U.S. EPA EEIO factors.

Metric tons
CO2e436,000

369,000

556,000

459,000

488,000

Methodology updated to calculate
values based on 3M spend using
U.S. EPA EEIO factors.

Metric tons
CO2e631,000

596,000

578,000

556,000

488,000

Calculated from 3M primary dataon energy consumption.

Metric tons
CO2e1,050,000

1,170,000

1,070,000

1,080,000

1,590,000

Does not include emissions fromtransportation of raw materials
from suppliers.

152,000

Calculated from 3M primary data on
waste by facility size or number of
employees. In 2020, methodology
for determining facility typechanged resulting in change to past
years’ results, see About reportsection for more details.

12,200Calculated from 3M primary dataon business travel. Calculations
have changed, see About reportsection for details.

327,000

Methodology updated to calculate
values based on 3M employee
headcount with U.S. EPA GHG
emission factors. All historicalvalues recalculated.

Scope 3, Category 5(waste generated in operations)
Metric tons
CO2e

Scope 3, Category 6(business travel)

Scope 3, Category 7(employee commuting)

Metric tons
CO2eMetric tons
CO2e197,000

60,700332,000

171,000

61,600327,000

192,000

52,800336,000

138,000

13,300324,000

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Environmental performance (cont.)
RY-2020

RY-20212020-2021
Annualchange, %Included in Scope 1 or Scope 2 emissions reporting.

N/A

N/A

These emissions are included in
Scope 1 and 2, because they are allunder 3M operational control.

Metric tons
CO2e

See note below on Scope 3, Category 10, 11, and 12

521,000

1,210,000

Methodology developed in 2019.
See the Climate and energy
section for more information.

Metric tons
CO2e

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

Metric tons
CO2e

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

Metric tons
CO2e

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

Scope 3, Category 13(downstream leased assets)

Metric tons
CO2e<1,000<1,000<1,000<1,000<1,000N/A

Scope 3, Category 14(franchises)

Metric tons
CO2e

0

0

0

0

0

No franchises under this scope ofboundary.

Scope 3, Category 15(investments)

Metric tons
CO2e

0

0

0

0

0

No investments under this scope ofboundary.

Biogenic CO2 emissions

Metric tons
CO2e

N/A

3,080

2,530

2,830

2,560

-9.54

MetricMetric units

RY-2017

Metric tons
CO2e

RY-2018

RY-20192017-2021
Five-yearchange, %Greenhouse gas (cont.)
Scope 3, Category 8(upstream, leased assets)
Scope 3, Category 9(downstream transportationand distribution)
Scope 3, Category 10(processing of sold products)

Scope 3, Category 11(use of sold products)

Scope 3, Category 12(end of life treatment of sold products)

N/A

N/A

The data reported is in accordance to the World Resources Institute (WRI)/World Business Council for Sustainable Development (WBCSD) Corporate Value Chain (Scope 3) Accounting andReporting Standard.
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 emissions accounting as defined in the GHG Protocol Corporate Reporting and Accounting Standard.
Additional information can be found in the About report section.

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Environmental performance (cont.)
Metric units

RY-2017

RY-2018

RY-2019

RY-2020

RY-20212020-2021
Annualchange, %2017-2021
Five-yearchange, %Metric tons

4,620

4,420

3,940

3,800

4,100

7.89

-11.3

Metric tons per
net sales(MM $USD)

0.146

0.135

0.123

0.118

0.116

-1.85

-20.7

Total energy use (absolute)

MMBtu

29,600,000

29,900,000

29,100,000

27,600,000

28,600,000

3.72

-3.46

Total energy use (absolute)MWh8,670,000

8,750,000

8,540,000

8,070,000

8,370,000

3.72

-3.46

Total energy (indexed to net sales)

MWh per
net sales(MM $USD)

274

267

266

251

236

-5.98

-13.9

%

0.364

2.91

3.27

8.73

14.2

N/A

N/A

Renewable energy% of total
electricity use

17.9

26.8

32.6

35.4

47.6

N/A

N/A

Total fuel oil #1, #2, #6

MWh

330,000

326,000

299,000

222,000

147,000

-33.8

-55.5

Total jet fuelMWh40,60030,40029,000

7,550

6,070

-19.6

-85.0

Total propane

MWh52,00056,80042,00029,30037,000

26.3

-28.8

Total gasoline and diesel

MWh45,50053,30043,90029,60031,300

5.74

-31.2

Total coal

MWh

0

0

0

0

0

N/A

N/A

Total natural gas

MWh4,600,000

4,730,000

4,610,000

4,480,000

4,730,000

5.58

2.83

Total hot water

MWh

2,110

2,660

3,420

2,770

4,800

73.3

127

Total electricity consumptionMWh3,250,000

3,180,000

3,060,000

3,070,000

3,200,000

4.23

-1.54

Total steam consumption

MWh357,000

370,000

362,000

304,000

296,000

-2.63

-17.1

Total heating consumption

MMBtu

18,500,000

19,000,000

18,400,000

17,200,000

17,800,000

3.49

-3.87

Total heating consumptionMWh5,430,000

5,570,000

5,390,000

5,050,000

5,220,000

3.49

-3.87

MetricAir emissions
Total volatile organic compound emissions(absolute)
Total volatile organic compounds
emissions (indexed to net sales)
EnergyImproved energy efficiency, indexed to net
sales baseline year 2015

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.

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Environmental performance (cont.)
Metric units

RY-2017

RY-2018

RY-2019

RY-2020

RY-20212020-2021
Annualchange, %2017-2021
Five-yearchange, %% of total
manufacturing
sites

27.9

30.4

35.4

42.9

45.2

5.36

62.0

Metric tons

160,000

151,000

147,000

151,000

168,000

11.3

5.00

Metric tons
per net sales(MM $USD)

5.07

4.62

4.57

4.69

4.75

1.28

-6.31

Waste reduction in manufacturing, indexed
to net sales baseline year 2015

%

2.69

11.3

12.3

9.98

8.83

Waste by disposal type, incineration

Metric tons

45,20043,60041,60054,80062,30013.7

37.8

Waste by disposal type, landfilled

Metric tons

115,000

108,000

106,000

96,600105,000

-8.87

-8.70

Metric
Waste
Zero landfill

Waste disposed: landfill, treatment andincineration (absolute)
Waste disposed: landfill, treatment
and incineration (indexed to net sales)

Waste disposed and waste by disposal type does not include waste-to-energy. Total hazardous and total nonhazardous waste below includes waste-to-energy.
% data coverage total waste (absolute),
normalized to transfer value of shipments(TVOS) or sales value of production (SVOP)

%

98

99

99

99

99

% data coverage total waste(absolute) normalized should not becompared on a year-on-year basis.
See below.

Starting in 2020, 3M will use the transfer value of shipments (TVOS) to measure the value of manufactured goods shipped from a plant. Prior to 2020, 3M used the sales value of production (SVOP).
Total hazardous waste (absolute)

Metric tons

43,90043,40050,80058,30058,000-0.515

32.1

Total nonhazardous waste (absolute)

Metric tons

188,000

187,000

185,000

182,000

206,000

13.2

9.57

Total waste diverted (absolute)

Metric tons

307,000

312,000

317,000

295,000

315,000

6.78

2.61

Waste-to-energy

Metric tons

71,60079,10088,10088,40096,2008.82

34.4

Onsite recycle and reuse

Metric tons

60,40063,30056,90048,40053,600

10.7

-11.3

Offsite reuse

Metric tons

31,50032,90028,90029,00032,400

11.7

2.86

Offsite recycle

Metric tons

143,000

137,000

143,000

129,000

142,000

10.1-0.699Deep well injection

Per 3M’s Waste Management Program Standard, deep well injection is not acceptable waste management practice for use by any 3M location.

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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Environmental performance (cont.)
Metric units

RY-2017

RY-2018

RY-2019

RY-2020

RY-20212020-2021
Annualchange, %2017-2021
Five-yearchange, %Total water use (absolute)

Million cubic
meters

46.0

45.8

41.9

44.7

41.4

-7.38

-10.0

Total water use (indexed to net sales)

Million cubic
meters per
net sales(MM $USD)

0.001450.001400.001310.001390.00117

-15.8

-19.3

Increase in water efficiency, indexed to net
sales baseline year 2019

%

N/A

N/A

N/A

-6.11

10.7

N/A

N/A

MetricWater

In 2021, 3M expanded the water efficiency goal to reduce global water usage: 10% by 2022, 20% by 2025, and 25% by 2030, indexed to sales. Baseline year is 2019.
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 Aboutreport section.
Sites located in water stress/scarce areas;water sources significantly affectedby withdrawal of water with water
conservation planning efforts

Total number

25

25

18

16

17

6.25

-32.0

Scope of boundary for water stressed or scarce areas includes 3M locations with annual water use equal to or greater than 1,000 cubic meters were in water-stressed areas defined by the extremely
high baseline water stress value according to the World Business Council for Sustainable Development (WBCSD) Global Water Tool™ for years prior to 2019. Starting in 2019, we utilized the World
Resources (WRI) Aqueduct tool with the same scope of boundary.								Supplier responsibility
MetricMetric units

RY-2017

RY-2018

RY-2019

RY-2020

RY-20212020-2021
Annualchange, %2017-2021
Five-yearchange, %Total number of suppliers

Total number

85,10078,70063,90072,30060,700

-16.0

-28.7

Total number of supplier reviews

Cumulative
number(since 2008)

5,790

6,350

6,920

7,390

7,870

6.50

35.9

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Health and safety
MetricMetric units

RY-2017

RY-2018

RY-2019

RY-2020

RY-20212020-2021
Annualchange, %2017-2021
Five-yearchange, %Global lost time incident rate

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

0.341

0.292

0.311

0.331

0.397

19.9

16.4

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

1.16

1.10

1.11

0.967

1.14

17.9

-1.72

Work related fatalities - 3M employees

Total number

0

0

0

0

1

N/A

N/A

Work related fatalities - 3M contractors

Total number

1

1

0

0

0

N/A

N/A

Work related fatalities - total number

Total number

1

1

0

0

1

N/A

N/A

Health and Safety Training Academies

Cumulative
customertraining
instances(since 2017)

121,000

649,000

1,240,000

1,660,000

2,920,000

N/A

N/A

Global recordable incident rate

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3M historical metrics
MetricMetric units

RY-2002

RY-2005

RY-2010

RY-2015

RY-2020

RY-2021

Historical
reportingchange, %Net sales

Million $USD

16,30021,20026,70030,30032,20035,400117

Absolute Scope 1 emissions(direct)

Metric tons
CO2e16,800,000

10,100,000

4,280,000

3,770,000

3,600,000

2,980,000-82.3

Absolute Scope 2 location-based
emissions (indirect)

Metric tons
CO2e1,540,000

1,700,000

1,940,000

1,860,000

1,680,000

1,590,000

3.25

Total absolute Scope 1 and Scope 2 GHG
emissions: location-based accounting

Metric tons
CO2e18,300,000

11,800,000

6,220,000

5,630,000

5,280,000

4,570,000-75.0

Total Scope 1 and Scope 2
greenhouse gas emissions(indexed to net sales, location-based)

Metric tons
per net sales(MM $USD)

1,120

557

233

186

164

129

-88.5

Environmental footprint

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).							Total volatile organic
compound emissions (absolute)

Metric tons

N/A

6,800

6,070

4,840

3,800

4,100

-39.7

Total volatile organic
compounds emissions(indexed to net sales)

Metric tons
per net sales(MM $USD)

N/A

0.321

0.228

0.160

0.118

0.116

-63.9

Total energy use (absolute)

MMBtu

N/A

27,900,000

26,800,000

28,400,000

27,600,000

28,600,000

2.45

Total energy use (absolute)

MWh

N/A

8,170,000

7,860,000

8,320,000

8,070,000

8,370,000

2.45

Total energy(indexed to net sales)

MWh per
net sales(MM $USD)

N/A

385

294

275

251

236

-38.7

Metric tons

N/A

145,000

136,000

158,000

151,000

168,000

15.9

Metric tons
per net sales(MM $USD)

N/A

6.84

5.09

5.21

4.69

4.75

-30.6

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

Starting in 2016, waste disposed and waste by disposal type does not include waste-to-energy. Total hazardous and total nonhazardous waste below includes waste-to-energy.
Total hazardous waste (absolute)

Metric tons

N/A

47,70042,30045,60058,30058,00021.6

Total nonhazardous waste (absolute)

Metric tons

N/A

132,000

134,000

172,000

182,000

206,000

56.1

246

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3M historical metrics
Metric units

RY-2002

RY-2005

RY-2010

RY-2015

RY-2020

RY-2021

Historical
reportingchange, %Total water use(absolute)

Million cubic
meters

N/A

49.0

43.0

42.2

44.7

41.4

-15.5

Total water use(indexed to net sales)

Million cubic
meters per
net sales(MM $USD)

N/A

0.002310.001610.001390.001390.00117-49.4

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

N/A

0.594

0.364

0.321

0.331

0.397

-33.2

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

N/A

1.85

1.56

1.22

0.967

1.14

-38.4

MetricEnvironmental footprint (cont.)

Health and safety
Global lost time incident rate

Global recordable incident rate

247

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