2022 Corporate Citizenship Report

Together
As OneContents
Introduction.................................................. 3
A Message From Our CEO....................................
4.

Our Operations.......................................... 27

SASB Index Household and Personal................. 57

Environmental Stewardship................................
31.

TCFD Index.......................................................... 58

Our Supply Chain................................................ 33

Stakeholder Engagement.................................... 59
Independent Third-Party
Review and Verification Statement.....................
60.

Who We Are........................................................... 7
Awards and Recognition....................................... 8
Our Approach to Corporate Citizenship...............10

Our People................................................... 35.
Corporate Citizenship Goals................................11

Employee Engagement
and Talent Development.....................................
36
. .
.

Corporate Governance.........................................12
Ethics and Compliance........................................14.

.
Diversity, Inclusion and Belonging......................
40.
Employee Health and Wellbeing.........................
43

Our Products................................................16

Our Communities..................................... 45.
Product and Packaging Sustainability.................17

The Newell Brands Charitable Foundation.........
46.

Consumer Safety and Satisfaction.....................
22.

.
Product Donations and Disaster Relief...............
49

Responsible Sourcing......................................... 24

GRI General Disclosures...................................... 52

Climate Change and Emissions..........................
28.

We Are One...........................................................
6.

2022 Highlights..................................................... 9

Appendix....................................................... 51

IntroProducts

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Introduction
At Newell Brands, we’re working together to build value for our
employees, consumers, customers, shareholders and communities.
We are a global company with more than 100 iconic brands and28,000 diverse and talented employees around the world, united as
one team to fulfill our Purpose. In our work every day, we bring our
beloved brands to life through our trusted, innovative products; fostera winning culture that helps our employees learn, grow and thrive;
serve as a strategic partner to our customers and suppliers; seek todrive long-term sustainable growth for our shareholders and support
the communities in which we operate.

IN THIS SECTION:
A Message From Our CEO

2022 Highlights

Overview: We Are One

Our Approach to Corporate Citizenship

Who We Are

Corporate GovernanceAwards and Recognition

Ethics and ComplianceIntroProducts

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A Message
From Our CEO

As I reflect on 2022, I am proud of all
we accomplished, despite a challenging
operating environment. This year’s
Corporate Citizenship Report, Together As
One, reflects our employees’ commitment
as a united, global team to advance ourbusiness priorities and be a force for good.
2022 was a difficult year as the global economy was
impacted by the military conflict between Russia andUkraine, high inflation continued to put pressure on
consumers and our business and we faced inventory
reductions and slowing consumer demand for generalmerchandise categories. Because we expect theexternal landscape to remain uncertain in 2023, we took
decisive action enabling us to better weather the shortterm macros, while building a company for the future. In
January 2023, we announced Project Phoenix, a major
evolution in our operating model, which will further
simplify and strengthen our company by leveraging thescale and power of One Newell. Project Phoenix has
five key tenets. First, we moved from seven Business
Units to three operating Segments based on consumer
dynamics and customer commonalities. Second, we are
centralizing our sales efforts for our top customers in
the United States. Third, we’re moving to a One Newell
go-to-market approach in key international geographies.
Fourth, we are centralizing and unifying manufacturing
globally. And finally, we'll strengthen capabilities,
reduce duplication, enhance role clarity and drive
standardization of processes. Notably, the consistency
we are driving through Phoenix will help accelerate ourprogress on sustainability. We will share more about
this initiative and our progress in next year’s report.

As a global manufacturer and distributor, we acknowledge
our responsibility to minimize our impact on the environment
through our operations. In early 2022, we committed tocarbon neutrality by 2040 for all Scope 1 and 2 emissions
across our global portfolio. As a step toward that goal, weaimed to reduce global manufacturing related GHG emissions
by 30 percent by 2025. I am pleased to report that weachieved a 35 percent reduction, exceeding our 2025 target.
We also shifted 12.5 percent of our manufacturing sites’
global electricity to renewable energy making significant
progress toward our goal of 30 percent by 2030.
We also recognize that as a consumer products company, wemust ensure that our products and materials are responsibly
sourced, planet friendly and high quality. Our Baby team in Zeven,
Germany launched NUK® for Nature™, a sustainably designed,
manufactured and packaged product line of pacifiers andbottles. And the Coleman® team in Chicago, Illinois, produced
the Classic Recharge Collection which uses rechargeable
lithium-ion batteries, helping to eliminate disposable battery
waste. We also consider the impacts of our packaging and havea set a goal of eliminating the use of Polyvinyl Chloride (PVC)
and Expanded Polystyrene (EPS) in all packaging by 2025. We
now have 12 brands whose packaging is PVC-and-EPS free.
We continued to build operational excellence across theorganization through Project Ovid, our multi-year initiative toconsolidate 23 unique supply chains to a single, integrated
supply chain in the United States. It creates the opportunity
for our retail customers to order a broader range of the Newell
portfolio on one order, one truck and one invoice. We believe
this initiative has the potential to reduce miles driven overtime as we optimize our customer ordering patterns andenable more full truck deliveries. Project Ovid was an integral
step in demonstrating our company-wide commitment to a
One Newell culture, so we are building on this momentum
through Project Phoenix by centralizing manufacturing.

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In 2022, we also enhanced our efforts tobe a great place to work, grow and thrive.
I am proud that, despite a challenging
operating environment, we maintained
an employee engagement score of 75,
which is in line with global benchmarks,
for two consecutive years. We continue
to prioritize the retention, engagement
and safety of our frontline employees
and we believe that our commitment totheir satisfaction is competitive among
our peers. In 2022, we launched two newcareer development initiatives for frontline
talent through our Operations Reimagined
program and achieved a global, worldclass recordable incident rate of .61.
We took important steps to demonstrate
our commitment to employee health andwellbeing. We made several enhancements to
our family planning and reproductive healthbenefits for U.S.- based employees, including
increasing our parental bonding leave,
tripling our adoption reimbursement andadding an annual surrogacy reimbursement
benefit. We launched two new employee
resource groups: Mosaic, which represents
the broad spectrum of races, ethnicities andnationalities and MiND, focused on mental
health and wellbeing. We also held our firstannual company-wide Week of Happiness,during which a global team of more than 80
employee ambassadors hosted 20 events
including positive psychology webinars,
virtual yoga classes, guest speakers andmore, in 50 locations across 31 countries.
* Updated as of June 26, 2023

We give back to the communities inwhich we operate through productdonations and our strategic giving
programs. In 2022, we donated $10
million in products to organizations in
need. We also held our fourth annual
Local Impact Grant Program, providing
grants from the Newell Brands Charitable
Foundation to employee-nominatednonprofits in select locations andwe completed the inaugural year of
our global employee Matching Gift
Program. Amidst the devastating
situation in Ukraine, I was inspired by
how our brands and people aroundthe world, particularly in Europe andspecifically in Poznan, Poland andMost, Czech Republic, came together
to offer support through volunteering,collections and more. NUK®, Graco®,
Contigo®, Rubbermaid®, Coleman®,
Sharpie ® and Paper Mate ® donatedproducts to charitable organizations
serving areas affected by the war.
Save the Children, one of our matchinggift partners, responded to the crisisand our employees quickly met andexceeded our matching gift goal forthe organization. As a result of ouremployees’ generosity, we augmented
our donation to Save the Children to
support their critically important work.

We are immensely proud of the progress
we’ve made across our business and of
the prominent recognitions we’ve received.
Newell Brands was named to Newsweek’s
Most Trustworthy Companies 2022, the
Human Rights Campaign’s Best Places
to Work for LGBTQ Equality 2022 andFortune’s World’s Most Admired Companies
2022, an honor which we recently
learned we received for 2023, as well.
While we celebrate our achievements,
we remain committed to adding
shareholder value through sustainable,
profitable growth; operational excellence;
fostering a high performance culture
and being an employer of choice.
Recently, I announced my decision to
retire. In May 2023, I will pass the baton
to Chris Peterson, President of Newell
Brands. Chris is the right person to leadthe company forward; he has been atrue partner to me in the turnaround andhas a strong track record of success.

When I joined Newell in 2019, it was myambition to galvanize our employees
behind a noble purpose – to enhanceand brighten consumers' lives at homeand outside by creating moments of joy,building confidence and providing peace ofmind – and rebuild employee pride in ourcompany. I am grateful for the opportunity
to have done both and I genuinely believethat Newell Brands is stronger today inmany important ways, and that we have laida strong foundation for future success.
I remain unabashedly inspired by ourtalented, passionate and committed
employees – they are our true secretsauce. I am optimistic about Newell's
future and continue to feel our best days
are ahead. We have weathered challenging
times before, and we always manage
through them, together as One Newell.
Onwards and upwards,
Ravi K. Saligram
CEOIntroProducts

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We Are One
More than a century ago, Edgar Newell founded the Newell
Manufacturing Company, Inc., a maker of metal curtain rods
in upstate New York. Over time, other icons have joined ourfamily of brands, including Sharpie® in 1992; Rubbermaid® andGraco® in 1999; Paper Mate®, Parker® and Waterman® in 2000;
and Coleman®, Yankee Candle® and Mr. Coffee® in 2016.

While our portfolio has grown over the years, one thing remains
the same: at Newell, we believe in the power of brands toenhance and brighten consumers’ lives, create momentsof joy, build confidence and provide peace of mind.
As our company evolves, we continue to embrace new ways of working,look for opportunities to minimize our impact on the environment, commit
to operational excellence, drive impactful innovation and leverage ourcollective strength and talent, operating together as One Newell.

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Who
We AreNewell Brands’ iconic,
beloved brands arefound in homes andbusinesses around theworld, helping makesustainable practices partof everyday life. In 2022,
we had seven Business
Units1,2, home to manywell-known brands.

Purpose and Values
VISIONBe a consumer led, innovation powerhouseand growth engine that is a force for good andan amazing place to work, grow and thrive.

WRITINGPURPOSE
Our beloved, planet friendly brands enhanceand brighten consumers’ lives at home andoutside by creating moments of joy, building
confidence and providing peace of mind.

FOOD

HOME FRAGRANCECOMMERCIAL

GOAL
Deliver top quartile returns to shareholders
by driving sustainable growth, margin
improvement and strong free cash flow
generation, while maximizing capital returns.
VALUES
Truth, Transparency, Teamwork and TrustBABYOUTDOOR & RECREATIONHOME APPLIANCESKey Stakeholders
Consumers

Employees

Customers

Suppliers

Shareholders

Communities®

On March 31, 2022, Newell Brands sold its Connected Home & Security (“CH&S”) Business Unit to Resideo Technologies, Inc.

1

.Effective January 1, 2023, Newell Brands moved from seven Business Units to three operating Segments.

2

Ball® and7

Corporation, used under license.

Awards and Recognition
Intro

In 2022, we received many prominent awards and recognitions for our company, brands and products. Among them were:
Products

Operations

PeopleCORPOR ATE
HUMAN
RIGHTSCAMPAIGNFORTUNE

World’s
Most Admired
Companies

Best Places
To Work
For LGBTQ
Equality

NPD
GROUP

ATLANTA
BUSINESSCHRONICLE

U.S.
Juvenile
Product
PerformanceAwards

CFO Of
The Year
ChrisPetersonTop
Manufacturer

NEWSWEEKATLANTAMAGAZINE

America’s
Most
Trustworthy
Companies

500 Most
Powerful
Leaders In
Business
Ravi
Saligram

GEORGIATRENDMAGAZINE

Georgia 500
State’s Most
Influential
Leaders
Ravi
SaligramCommunities

NEWELL BRANDS 2022 Corporate Citizenship Report

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8

Mr. Coffee®, Oster®, Bionaire®
& Baby Jogger® recognized by the

Graco ® was recognized by
Consumer Reports on their list of

FoodSaver ® was picked by
New York Magazine as one of theGood Housekeeping selected
Graco® and NUK® for theBaby Jogger ® waschosen as the winner of theForbes listed
Rubbermaid ® in the

GOOD Design Awards
Parenting Award

Best Strollers

Red Dot Design Award

Best Food Vacuum Sealers
The Halo 100

Industrial Designers Society of America named Bionaire® in the

Sistema® won the Toitū, Brighter Future Award for

Oster ® was recognized by Newsweek as one of

Rubbermaid® was named to Wirecutter's list ofInternational Design Excellence Awards
America’s Best Home & Garden Brands

Climate Action in a Large Organization
Best Dry Food Storage Containers

IntroProducts

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2022 Highlights
OUR PRODUCTSOUR OPER ATIONS

1,000

35%

97%

12

12.5%

.61

Reduced Greenhouse Gas (GHG) emissions
by 35% in our global manufacturing sites,
exceeding our 2025 target of 30%

attendees across the organization
received Design for Sustainability training
PeopleCommunitiesof our plastic brands now havepackaging that is PVC and EPS free

Shifted 12.5% of our global
manufacturing sites’ electricity torenewable energy, making progress
toward our 2030 target of 30%

NEWELL BRANDS 2022 Corporate Citizenship Report30%

9WoodWick’s Auto Vent Kit packaging is madefrom 30% post-industrial recycled content, a
rapid shift away from virgin material85%

One of Spontex’s best-selling sponges
is made from 85% recycled plastic foil

Achieved 97% of ton-miles traveledin the U.S. to transport our products,
exceeding our goal of 90%

Achieved a .61* global recordable
incident rate reflecting world-classsafety standards*

Employees completed
over 140,000 LinkedIn
Learning courses insix months

200+

Held over 200 wellness
and engagement
events and activities for
employees during our
first annual, companywide Week of Happiness

Updated as of June 26, 2023

15

OUR PEOPLE

140k+

OUR COMMUNITIES75

Maintained an
employee engagementscore of 75, in line with
global benchmarks22Created two new careerdevelopment initiatives
for frontline employees
through our Operations
Reimagined Program

Launched two Employee Resource
Groups (ERGs): Mosaic, which
represents the broad spectrum ofraces, ethnicities and nationalities
and MiND, focused on mental
health and wellness

Supported 15 nonprofits throughour Local Impact Grant Program$10m

Donated $10 million in products
to charitable organizations$100k

Donated more than $100,000 to Save
the Children and nearly $45,000 of thatto support relief efforts in Ukraine

IntroProducts

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PeopleCommunities

Our Approach to
Corporate Citizenship
At Newell Brands, we strive to be a force for good in theworld. From ensuring we offer fulfilling career opportunities
and comprehensive benefits to our employees, to holding
ourselves accountable to the highest safety standards for our
products and people and partnering with our suppliers on
responsible sourcing, we believe that through the power of
One Newell, we can make a meaningful difference.

Our Products

Our People

We’re committed to innovating
across our portfolio and dedicatedto delivering quality products tocustomers and consumers that
promote a circular future. We
support responsible consumption
through our commitment to productand packaging sustainability.

We strive to be an employer of choice
and an amazing place to work, growand thrive. We’re dedicated to investingin our people, supporting their healthand wellbeing and fostering an inclusive
culture, driven by our values of Truth,
Transparency, Teamwork and Trust.

Our Operations

Our Communities

NEWELL BRANDS 2022 Corporate Citizenship Report

Our report is organized according to four focus areas,
representing some of our major categories of impact.

10(formerly Our Planet)

We recognize the significant impact
of climate change and the threat it
represents for future generations,and we take seriously our duty to act
as good environmental stewards.
Through our global supply chain, we’re
working to reduce the environmental
impact of our operations while creatinga safe, supportive environment
for our frontline workforce.

As a global business with operations
in over 40 countries, we have a
responsibility to give back to thecommunities in which we operate.
We’re committed to being a force
for good in the world throughemployee-driven philanthropic
initiatives, disaster relief support,
product donations and partnerships
with impactful nonprofits.

Corporate Citizenship Goals
CATEGORY

Intro

Products

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PeopleGOAL YEAR

2022 PROGRESS

Our Products
Source 100% of our direct-sourced paper-based packaging
from certified, verified or recycled sources

2025

97% globally; 99% North America1

Eliminate the use of Polyvinyl Chloride (PVC) and Expanded Polystyrene (EPS) in all packaging

2025

99.99% of our direct sourced packaging by weight was EPS-free and
65% was free of PVC. Of our sourced finished goods SKUs surveyed, 81%
had EPS-free packaging and 93% were PVC free. Across our portfolio,
Newell has 12 brands whose packaging is EPS- and PVC-free.1

Use at least 20% non-virgin (recycled content) in plastic
packaging for Newell manufactured goods

2025

16% globally1
The status for our packaging goals is based on a 2022 survey of 2021 data provided by our major suppliers.

1

NEWELL BRANDS 2022 Corporate Citizenship Report

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Our Operations
Reduce Scope 1 and 2 GHG emissions from manufacturing by 30% (2016 baseline)

2025

35% globally

Divert 90% of manufacturing waste from landfill

2025

55% globally

Use SmartWay-approved carriers for over 90% of ton-miles traveled in U.S.

2025

97% U.S.*

Convert 30% of Newell's manufacturing electricity to renewably produced electricity

2030

12.5% globally

Achieve carbon neutrality for all our Scope 1 and 2 emissions across our global
portfolio at all manufacturing, distribution, warehouse, retail and office sites

2040

Work toward our 2025 manufacturing Scope 1 and 2 goal ishelping us make progress on carbon neutrality

2025

41.44% women; 21.91% people of color in people manager positions in U.S.

Invest $1 million in our communities through our Local Impact Grant Program

2025$665,000

Achieve $50 million in product donations

2025$35.4 million

Our People
Work toward representation of women and people of color at the people manager levelin the U.S. to match the relevant talent market in terms of geography and function

Our Communities*Reporting reflects prior-year data from 2021.

Corporate Governance

Intro

Board of Directors

Products

Newell Brands’ Board of Directors establishes the company’s long-term strategic direction and theframework of principles and practices that ensure accountability and fairness. The Board also provides
oversight of management practices and succession planning and risk management for topics including
ESG, finance, legal and regulatory matters, supply chain, competition, privacy and cybersecurity.
Board members receive reports and offer feedback on areas delegated to the Board Committees. The
independence and diversity of Newell Brands' Board of Directors helps to ensure effective oversight.

Operations

People`NEWELL BRANDS 2022 Corporate Citizenship Report

Number of Directors

10Percent Director Independence

90%

Women and Minority on Board

50%

Percent Women on Board

20%

Percent Minority on Board

30%

Percent Under 30 Years Old

0%

Percent 30–50 Years Old

30%

Percent Over 50 Years Old

70%

Average Director Tenure

4.5 years

In 2023, Stephanie Stahl, a consumer-driven and ESG-focused leader and founder of Pegasus
Studio, LLC, joined our Board, bringing the percentage of women to 27 percent.

Communities

Board of Directors Committee Responsibilities

NOMINATING/GOVERNANCE· Governance risk
· Environmental health and safety· Product safety· Ethics and compliance· Government relations· Sustainability

12

AS OF
12/31/22

BOARD COMPOSITION· Diversity, inclusion and belonging

COMPENSATION & HUMAN CAPITAL· Executive compensation andpay-for-performance· Succession planning· Employee retention· Pay equity· Human capital managementand development

AUDIT· Ethics and integrity offinancial statements· Company compliance and audits· Enterprise risk managementand data privacy· Cybersecurity and data privacy
risk monitoring and management

FINANCE· Capital structure and allocation· Acquisitions and divestitures· Insurance programs· Financial plans, policies,
practices and performanceLeadership TeamIntro

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Our world-class leadership team has a wealth of expertiseand experience and employs a people-first approach thatdrives business results and value for our shareholders.
The diverse team is focused on building a unified culture,driving operational excellence, enabling simplification andprioritizing consumers through insights and foresights.
They’re committed to strengthening customer partnerships
by providing a superior customer experience and optimizing
our supply chain while pursuing breakthrough innovation.
Additional details regarding our corporate governancepolicies and disclosures can be found in our most recent
Proxy Statement and on our Investor Relations website.

Risk Management
The Newell Brands Risk Management team selects andimplements strategies to protect our people, property,
customers and cash flow. This is accomplishedthrough an ongoing evaluation of the risks we face andidentification of the most effective means of responding.
While this includes the purchase of insurance, it also
involves risk reduction through safety programs and thedeliberate retention or avoidance of certain risks.

See how we interact with our

key stakeholders
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Ethics andComplianceAt every level of the company, we’re committed
to operating with the highest ethical standards
and in full compliance with the law. We ensure
understanding of and compliance with ourstandards by educating employees and suppliers
on our expectations, regularly assessing our
performance and providing avenues for people toshare concerns with our Ethics & Compliance team.
Ultimate responsibility for our ethics policies and programslies with Newell’s Chief Ethics & Compliance Officer, whoreports to our Chief Legal & Administrative Officer and provides
regular updates to the Nominating/Governance Committee
and the Audit Committee of the Board of Directors.

Employee Codeof Conduct
Our Employee Code of Conduct, available in
12 languages, enumerates our commitment
to an ethical culture at all levels of thecompany. It provides guidelines to
employees on how to comply with relevantlaws and regulations. The Code guides ourBoard of Directors, executive officers andemployees globally and includes guidelines
for dealing with external stakeholders,such as industry groups and vendors. It
covers complying with legal regulations,dealing fairly and transparently, avoiding
conflicts of interest and reporting ethics
violations. Updated in 2022, the Code of
Conduct now incorporates our company
values and content on charitable andpolitical contributions; responsible sourcing;sustainability; diversity, inclusion andbelonging; and other issues that employees
have encountered or inquired about.

Vendor Code of Conduct &Responsible Sourcing Manual
Our Vendor Code of Conduct establishes thestandards of conduct we expect from our suppliersin several areas, including human rights, labor,
environmental compliance and management
practices. In addition, our Responsible Sourcing
Manual provides detailed technical specifications
for factory standards, as well as corrective actions
suppliers can take should they fail to meet thosestandards. Members of our Ethics & Complianceteam also sit on our Zero-Tolerance Committee,
helping provide oversight and guiding Newell’s
response to violations among third-party suppliers.

International Export Compliance Policy& Global Anti-Bribery andAnti-Corruption Policy
Our International Export Compliance Policy addresses
trade sanctions, export controls and anti-boycott
regulations. This policy provides practical guidance
and internal resources for employees involved ininternational transactions. We also comply with anticorruption and anti-bribery laws of the countries
in which we do business. Our Global Anti-Bribery
and Anti-Corruption Compliance Policy describes
employees’ responsibility to detect and deter fraudand corrupt, dishonest or illegal activities.

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Training and
Risk Assessments
Online Code of Conduct training is mandatory for all
full-time, salaried, professional and clerical employees.
Our goal is for 100 percent of eligible employees tocomplete the online Code of Conduct training eachyear. In 2022, we had a 99.7 percent completion rate.
We also periodically offer onsite Code of Conduct
training for employees who work in our manufacturing
facilities and don’t have ready access to online
training resources. The training covers various topics
from our Code of Conduct such as cultivating a
respectful workplace, conducting business in an
ethical and legal manner and reporting issues. In
2022, we delivered in-person training at four sites.
In addition to annual Code of Conduct training, weoffer training throughout the year on topics suchas data privacy, anti-bribery and anti-corruption.
We continue to conduct focused risk assessments
to understand risks related to bribery, corruption andtrade sanctions across our international operations.
In each market, we evaluate our businesses on arolling basis based on various objective and subjective
factors. Risk scores help us determine where tofocus our efforts. For example, in markets that arelocated near embargoed countries, we discuss how
to mitigate the heightened risks for those markets.

Newell provides multiple channels for individuals to
ask questions, raise concerns or report violationsof our Code of Conduct. The Ethics & Complianceteam reviews all reports as they are received,
informs individuals of the status of reports they have
made, follows our internal procedure to thoroughly
investigate all reports and conducts analysis tounderstand reporting trends. We provide a quarterly
summary of reports received to the Board’s Audit andNominating and Governance Committees. Additionally,
we regularly promote our Ethics Hotline and ensurethat employees are aware of our anti-retaliation policy
which dictates that no employee will be retaliatedagainst in any way for raising a concern in good faith.
Employees can submit questions, concerns
or suspected violations of the Code of
Conduct through the following channels:
Online: Reporting Website
Email: ethics@newellco.com
Phone: (888) 255-8163 (U.S.) International

99.7%

employees

completed Code of
Conduct training in 2022

Data privacy
An increasingly important aspect of operating
ethically is maintaining strong practices related todata privacy. Our Director of Data Privacy reports to
our Chief Ethics & Compliance Officer, and together
they provide periodic updates on data privacy to
the Audit Committee of the Board of Directors.
Over the past several years, we’ve continued to
conduct data mapping, introduced annual training
on data privacy and continue to update and rollout policies on data- and privacy-related topics.
Our external Privacy Statement describes
how we honor the privacy and security of ourusers, customers and suppliers, as well as theirrepresentatives, in relation to all products, services,
applications and websites that we provide.

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Our Products
At Newell Brands, we take a collaborative, enterprise-wide
approach to product stewardship and strive for our products andmaterials to be high quality, responsibly sourced, sustainably
designed and developed to meet or exceed applicable safety
standards. Our businesses regularly seek opportunities to sharewith and learn from one another so we can make progress on the
topics that matter most to our stakeholders.

IN THIS SECTION:

Product and Packaging Sustainability
Consumer Safety and Satisfaction
Responsible Sourcing

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Product andPackaging
Sustainability
Our vision is to shape the future of responsible
consumption by creating innovative productsthat are better for the environment and enable
our consumers to live more sustainably. We
consider the potential impact of our products
at every stage of their life cycles, fromdesign, material choice and manufacturing topackaging, transportation and end-of-life.

Innovation Operating Model
Our Innovation Operating Model (IOM) helps guide ourefforts. As shared in our last report, the model provides acomplete strategy for product development, as we strive to be
more consumer-focused and drive bigger innovations, whileconsidering sustainability at every step. The IOM allows us
to better meet the needs of all of our stakeholders, including
investors and regulators, who have increasingly heightened
expectations of businesses; retailers, who are seeking moresustainable suppliers; and consumers, who are making
more informed choices about the products they buy.

>70%

of consumers

expect brands to become more sustainable.
* The State of Consumer Spending: Gen Z Influencing All Generations to Make Sustainable-First Purchasing Decisions(First Insight, Inc. The Baker Retailing Center at the Wharton School of University of Pennsylvania, November 2021.)

IntroProducts

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PeopleDesign for SustainabilityLife cycle assessment tool

Newell’s Design for Sustainability framework,part of our IOM, is an integrated approachto product development. As we shared inour 2021 report, Newell has six Design for
Sustainability actions, which are included
in briefs for new product development(NPD), ensuring that our teams consider
sustainability implications early in thedevelopment process and at every stage,
from ideation through product launch.

In 2022, we introduced a simplified life cycle
assessment tool that assesses products’ life
cycle impacts, activities, processes and materials
specific to each of our businesses. The tool
enables product development teams to identify
areas of greatest environmental impact, compare
concepts and understand impacts of design
decisions and then consider solutions to address
them. For example, if a team discovered that a
product’s greatest impact originated from theraw materials it contains, they could replace thematerials with more sustainable options.

Communities

HOW SUSTAINABLE PRODUCTDEVELOPMENT COMES TO LIFE
See how Design for Sustainability thinking
influenced nearly every aspect of the WoodWick®
ReNew Collection which was launchedin early 2023 but developed in 2022.

Cork lid madefrom responsibly
sourced trees

Amber glass vessels
made from 55 percent
post-consumer
recycled glass

NEWELL BRANDS 2022 Corporate Citizenship Report

DESIGN FOR SUSTAINABILITY ACTIONS
Reimagine The Offering
Alternative ways to meet consumer needs that reduce environmental impacts.
Responsible Material Choices
Material decisions that reduce natural resource depletion and are sourced responsibly.
System Efficiency
Design to reduce resource waste throughout each phase of the life cycle.
Modularity & Compatibility
Adaptable design to increase the useful life of a product or provide a second life.
Product Longevity
High-quality products that will look and function beautifully, long into the future.
End-of-Life Consideration
Promote circularity and reduce environmental impacts at the end of a product’s useful life.
18

Fragrances made with traceable
bio-based ingredients like
Egyptian basil, French lavenderand Madagascar vanilla; upcycledmaterials and essential oils

Plant-based soy coconut
wax blend that is freeof dyes and additives

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Coming together for sustainableproduct development
In addition to the processes and tools we’ve implemented,
we’re increasing our collective knowledge of designingsustainable products through several programs. The Design
for Sustainability Champions Network (formerly the re:Newellsustainable design program) is a group of designers,
packaging engineers and product engineers across Newell’sbusinesses who meet monthly to share best practices
and advocate for sustainable design within their teams.
Our live Design Institute training, concluded in 2022,
introduced our designers to the concepts of Design for
Sustainability and circular design. We recorded all sessions
so that we could scale the effort and serve as a resource toteams across the Newell design and product development
community. This training includes discussions of life cycle
thinking, product life extension, design for disassembly andrepairability and developments in sustainable materials.

1,000

attendees

across our product development organization were
provided Design for Sustainability training in 2022

SUSTAINABLE FROM THE START
New parents want to give their children the best possible start in life. For many, this includes making sure thatthe products they use are good for their kids and the planet. NUK introduced the NUK® for Nature™ collection
in 2022 to offer parents a more eco-friendly line of products without compromising quality or safety.
The line of pacifiers and bottles incorporates multiple Design for Sustainability principles,
including reducing waste, choosing materials that address resource depletion and promoting
circularity. The collection features a range of products whose material can be linked to 100%
natural raw materials via the ISCC PLUS (plastics) and REDcert² (silicone) certified mass balance
approach. In addition, All NUK® for Nature™ products feature recyclable packaging.

Product and packaging materials
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One of Newell's guiding principles for product and packaging
sustainability is to choose and use materials responsibly. Like manyother materials, plastic resins can have a negative impact during
manufacturing and at end-of-life, especially in a linear economy
where consumers use products and then discard them as waste.
While government safety regulations require us to use plastic resins
in some of our products, it’s important that we identify new ways torecycle plastics and source recycled plastics whenever possible.
Newell’s plastic reduction efforts focus on reducing the useof virgin plastic by eliminating materials and transitioning torecycled content. We also encourage consumers to recycle
through package labeling. Our life cycle approach helps us
understand where virgin plastic elimination has the greatest
impact and consider tradeoffs. We’re building a program tomake data-driven decisions based on these analyses.
We embrace the possibilities of advanced recycling, whichgoes beyond typical mechanical recycling to return post-use
plastics to their basic chemical building blocks. The process
then uses emerging technologies to create new plastics,
chemicals, fuels and other products. Our Writing plant in Nantes,
France, and Baby plant in Zeven, Germany, have achieved
International Sustainability and Carbon Certification, which
ensures the credibility of our use of advanced recycled resins.
Design for Sustainability Champions advocate for greater focus
on sustainable packaging among our packaging development
teams. Members help drive a culture of sustainability byfocusing their teams on achieving our 2025 packaging goals,
implementing environmental labeling and advancing design
for recyclability initiatives on new packaging development.
The champions are partners with R&D Sustainability teams in
educating and driving sustainability across our businesses.

34.5%

of Elmer's® Glue Stick SKUs
have transitioned blister
packaging from PVC to PET.
Design and validation iscomplete for all packaging
structures and remaining
SKUs in product category
will transition to PET by endof 2023.

30%

WoodWick’s Auto Vent Kit
plastic packaging is madefrom 30% post-industrial
recycled content, a rapid shift
away from virgin material

85%+

recycled plastic foil now
used for one of Spontex’s®
best-selling sponges

DOING GOOD WHILEAVOIDING WASTE
Each year, Americans
purchase 50 billion
single-use water bottles,
resulting in unnecessary
waste and ocean pollution.
Reusable water bottles
like those offered byContigo®, bubba® andColeman® help reduce
this waste. During theFill it Forward campaign,Contigo encouraged
consumers to scan a code
every time they refilled
their reusable bottle. With
every one of more than
10,000 scans, the branddonated to DigDeep, anorganization committed
to providing clean runningwater to all Americans.

Progress on packaging goals
Intro

We seize every opportunity to reduce or avoid packaging. In cases where packaging
is necessary to protect products, we prioritize formats and materials that are mostsustainable. We’re working toward three goals that we aim to achieve by 2025:

Products

Operations

People2025 GOALSSTATUS *Eliminate the use of
Polyvinyl Chloride (PVC)
and Expanded Polystyrene(EPS) in all packaging

99.99% of our direct sourced packaging by weight was EPS-free
and 65% was free of PVC. Of our sourced finished goods SKUs
surveyed, 81% had EPS-free packaging and 93% were PVC free.
Across our portfolio, Newell has 12 brands whose packaging is EPSand PVC-free

Source 100% of our directsourced paper-based
packaging from certified,verified or recycled sources

Despite supply barriers in certain parts of the world, 97% of the fiber
we use globally is from sustainable sources. In North America,
this total is 99%.

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Use at least 20% nonvirgin (recycled content) inplastic packaging for Newell
manufactured goods

Of the plastic that is used globally at Newell for manufactured goods,
it has an average of 16% recycled content.

*The status for our packaging goals is based on a 2022 survey of 2021 data provided by our major suppliers.

In 2022, we began baselining our global plastic footprint. Through this work, we learned that of
the total tonnage of materials we source, 7 percent by weight is plastic, 5 percent of our directsourced goods and 9.5 percent of our sourced finished goods. We will continue communicating toour packaging teams and suppliers our commitment to reducing our packaging’s environmental
impact and actions such as material reduction and the incorporation of recycled content.

Material end-of-life
By focusing on longer life and recyclability during the design
process, we can do our part to help avoid the extraction ofmaterials and reduce landfill emissions. We use How2Recycle®
labels on packaging created by the Sustainable Packaging
Coalition’s nonprofit arm for 1,237 SKUs in the U.S. and OnPack Recycling Labels (OPRL) for 833 SKUs in the U.K.
Rubbermaid, Mapa, Spontex and our Home Fragrance brands
have continued their recycling partnerships with TerraCycle®,through which consumers can send products to be recycled
at no cost. After empty Yankee Candle, WoodWick andChesapeake Bay Candle® products are dropped off in storesor mailed to TerraCycle, they are recycled into new products.
Since 2020, the Home Fragrance business has collected
over 100,000 items and enrolled 8,000 consumers.

KEEPING THE END IN MIND
Several recent product launches took an innovative approach to disposal, reuse
and possible repair at end of life. Some of our success stories include:
Lanterns that keep shining – Coleman lanterns from the Classic Recharge Collection
use rechargeable lithium-ion batteries, which helps eliminate disposable battery waste.
Stoves designed for the long haul – The Cascade and Peak1
stove collections from Coleman are now bulk tank compatible,
allowing consumers to choose refillable fuel containers.
Sustainable fragrances on the go – Yankee Candle Sidekick® is a premium
refillable car air freshener. The universal refill works in all Sidekick and Journey
designs and fills cars with a welcoming scent for up to 30 days.
Ready for repair – The DYMO® Letratag 200B label maker is designed
for disassembly, allowing it to be easily repaired or refurbished.

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Consumer Safety and Satisfaction
Consumers around the world use our
products for a variety of purposes.
They trust us to deliver products thatare safe, and we take this responsibility
seriously. While materials used andpotential safety concerns differ greatly
from one product to the next, productsafety is a collective effort. We have across-functional team that oversees
product safety and ensures that safety
insights are shared across businesses.

Product safety
collaboration and oversight
Our businesses test and evaluate all products to proactively identify
potential issues, and many of our products also receive third-party
safety audits to ensure they meet federal standards. Product safety
testing includes our Design Failure Mode and Effect Analysis (DFMEA)
tool. DFMEA identifies potential risks or failures in new products andrecognizes when an existing product’s design changes. Using the
DFMEA tool, our product design teams can identify potential points ofproduct failure, assign them a hazard score and determine remedies.
Beyond testing conducted on all products, products intended
primarily for children go through a third-party compliance audit atleast once annually, and we certify our Graco and Century brands to
the Juvenile Products Manufacturing Association (JPMA) standard.
Teams including R&D, Quality, Compliance, Legal, Engineeringand Consumer Care, meet regularly as part of our product safety
review process. The teams review field data, such as consumer
reviews, Consumer Product Safety Commission database posts andinquiries to our Consumer Care team and address potential healthand injury risks to anyone who may interact with our products. Our
Consumer Care team helps with product use and care, answers
product questions, assists with purchases and handles productcomplaints. We review complaints daily and share the results with
Business Unit R&D and Quality teams, including trends and reportingof potential product safety complaints for further investigation.

78

safety reviews
conducted within our
Baby business

12

safety reviews

conducted within our Home
Appliances businessProduct recalls
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In 2022, we had one product recall,for NUK’s First Choice Glass Baby
Bottles. The recall was related not
to safety incidents, but rather a
distributor selling a European productin the U.S. and Canada withoutauthorization. Approximately 177
units of product were recalled in
the U.S. and Canada as a result.
As Newell’s international businessgrows, we’re responding torequirements by advocating foruniversal safety standards. For
example, we’ve been partneringwith JPMA to develop a worldwide
standard for baby strollers, so thatthe same product could be soldin multiple international markets.
Application of these types ofstandards could potentially reduce
prices and give consumers morechoice, while raising the bar for safety.

As outlined in our Animal
Testing Policy, none of ourfinished products undergo
animal testing.
We strongly encourage our direct
suppliers to work with theirpartners to avoid animal testing.

Hazardous
substances andchemicals of concern
We ensure that products are compliant withall applicable laws and regulations in themarkets in which they are sold, including
those that relate to chemical substancesin our products. Each of our businesses
maintains its own restricted substances
protocol tailored to product or productcategory. These requirements incorporate
those of applicable international, federal, stateand local laws at a minimum. They may also
be based upon published chemical lists ofindustry associations. Protocols are rigorously
monitored and regularly updated as regulations
change. In 2022, Newell implementeda Responsible Chemical Management
Policy, publicly available on our corporatewebsite, that articulates our commitment
to compliance, assurance and continuous
exploration of opportunities for improvement.
We require suppliers to provide materials,
components and products that comply
with all regulations. Products manufactured
in-house follow similar procedures, witheach business responsible for productcompliance. Compliance is screened
through a variety of mechanisms andtools selected by the businesses, such as
certificates of conformity, full substancedisclosures and/or product testing.

When relevant for a particular business,
we follow additional compliance practices
or even exceed compliance. For example,
for many products, our Writing businessparticipates in the Duke Toxicology Program,which maintains a database of over 1,500
chemicals and provides toxicologicalassessments of consumer and commercial
products necessary to comply withfederal and state laws. Our Baby businessmaintains a robust restricted substances
list with over 10,000 entries1. It considers
not only the mandatory requirements in theregions it operates in but also proactively
restricts chemicals as they are reviewed
under the Stockholm Convention or by
localities and states. As states add reporting
requirements for certain chemicals, thosechemicals are proactively eliminated.
For example, we’re following the changing
regulatory landscape regarding per- andpolyfluoroalkyl substances (PFAS), a groupof chemicals that are found in many everyday
products. In anticipation of new regulation
expected in California and Colorado, Newell
has added labels to products containing
these chemicals. Beyond labeling, we’ve
removed PFAS from all juvenile products
and are exploring alternatives to PFAS
for our nonstick cookware. Currently, ourCalphalon cookware uses just one PFAS
chemical, polytetrafluoroethylene (PFTE).
Because of its molecular characteristics
and the way it’s applied, PFTE does notinteract with the body or with food, and the
FDA has confirmed that it’s safe to use.

In some products, regulations may
require added chemicals to achieve
designated performance criteria. For
example, to obtain the fire resistancerequired by the National Highway
Traffic Safety Administration, flame
retardant chemicals are often added
to the fabric of car seats. In such
instances, we work with our suppliersand contractors to stay abreast of
regulatory changes that allow us toeliminate restricted substances.
Our Corporate Environmental
Compliance Program and Safety
Excellence and Leadership (SEAL)
programs require compliance withall applicable chemical laws andregulations in our company operations,
including those governing chemical use
and handling, storage, transportationand disposition. Complianceassurance includes commitmentof staff and resources beginningat the facility level; development
and implementation of corporate
compliance standards; training
for company facilities on chemicaltransportation, handling, storage,
disposal and emergency response andperiodic audits and self-assessments.

Includes the family known as PFAS chemicals.

1IntroResponsible
Sourcing

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Newell Brands sits in a unique position
within the consumer products value chain.
We source raw materials and components,
as well as finished goods, from a networkof thousands of suppliers, making us oneof the largest importers in the U.S. We
also are a supplier ourselves, selling our
products to some of the world’s largest
retailers, including Walmart, Amazon,
Target and Costco. These retailers havetheir own responsible sourcing programsand expectations of vendors, which meansin addition to our internal responsible
sourcing program standards, we partnerwith our customers and suppliers to ensurecompliance across our supply chain.
Today, we’re responding to new supply
chain risks, government and regulatorychanges and legislation, and heightened
customer expectations of responsible
sourcing standards. For Newell, as well asother multinational companies that source
products globally, managing a global supply
chain now goes well beyond compliance.
It requires proactive identification of risks,
precise monitoring of data and deep
engagement with suppliers and customers.

At Newell, our responsible sourcing program
includes both social compliance and supply
chain security. Our practices involve stronger
engagement among industry peers, including
sharing of best practices and audit processes
and establishment of industry standards. For
example, instead of requiring suppliers to respondto repeated questionnaires and audit requests,
we’re coordinating with industry organizations
that conduct standardized audits that manycustomers can access, saving time and resources
and reducing audit fatigue. We’ve also updated
our audit scoring methodology, simplifying ourgrades to A, B, C and F for scoring and continue
to actively maintain our strict zero tolerance
process. This scoring approach better aligns
factory performance with industry guidelines.
In addition to responsible sourcing audits
which we perform ourselves, when we receive
shared reports or audits conducted by thirdparty monitoring firms, we conduct post-audit
verification. In 2022, our first year using thisapproach, we conducted a total of 192 postaudit and follow-up verifications. We foundsignificant improvement at these factories in
the implementation of corrective action plans
and closure rates. In addition, we’re expanding
our internal capabilities and working toward
certifying our program against industry audits,
like SEDEX, RBA and Amfori-BSI. This would
allow us to share audits with customers andother key stakeholders. We hope to achieve
this accreditation by the end of 2024.

In the last year, we put an elevated emphasis on responsible
sourcing and appointed a director to run Newell’s Responsible
Sourcing team and transform our approach to responsible
sourcing. This enables us to be strategic and responsive to risks
and opportunities, building greater confidence with internal andexternal stakeholders. Our new structure has three pillars:

PILLAR 1

PILLAR 2

PILLAR 3

Vendorresiliency

Data analysis

Vendorenablement

Using risk
assessments andaudits to prioritize
suppliers
based on risk

Producing reports
to communicate
actionablefindings to
optimize ourprogram

Helping suppliers
improve throughongoing
interventions,training, andengagement

While our previous structure included parts of all threeof these pillars, we believe that building a structure withdedicated resources in each of these areas is a key enabler
for our success. The change will allow the Responsible
Sourcing team to be more responsive to issues thatarise and prevent future issues from occurring.

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Deep dive on
vendor enablement
When an audit reveals an issue or recurring failuresthat have gone unresolved with a supplier, our
Vendor Enablement team responds by creating
and implementing a Management Action Plan
(MAP). MAPs include close partnership with
our suppliers and key internal cross-functional
stakeholders to ensure that the supplier
understands the root cause of the failure and makeschanges to reduce the likelihood of recurrence.
The program is customized for each supplier’s
circumstances focused on the specific areatargeted for improvement. For example, we recently
worked with a supplier that manages workers’
hours and payroll manually, leading to failures
or inconsistencies in pay and record retention.
Through a MAP, the Vendor Enablement teamworked with the supplier to improve their recordkeeping by implementing a closed-loop systemfor payroll and record retention. This new system
has helped eliminate errors and inconsistencies
while ensuring compliance with labor laws.
Based on new customer requirements, theResponsible Sourcing team is evaluating
the expansion of our scope to support ourown manufacturing facilities, as well as our
external Asia-based suppliers. Our hypothesisis that aligning both external and internal
facility standards with industry standards forevaluation will provide even greater confidence
our products and business remain compliant
with all applicable rules and regulations. We
hope to complete this evaluation in 2023.

PROGRESS TOWARDRESPONSIBLE SOURCING TARGETS► With our new structure, team andscoring methodology complete, weestablished a set of objectives for 2022.

► Achieve a 90% corrective

action plan closure rate

► Conduct quarterly training

webinars for suppliers► Hold annual supplier training events► Audit 100% of sourced finished goods

vendors on a three-year rolling basis► Hosted 2 remote training sessions

697

achieved 697 responsible sourcing
audits which account for 92 percent
of our sourced finished goods spend.

94%

Reached 94% closure ofcorrective action plans forthe 2022 rolling period.

2

Hosted 2 remotetraining sessions.

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Vendor Codeof Conduct
In 2022, we updated and reviewed
our Vendor Code of Conduct toreflect changes in social complianceand supply chain security. Newell
continues to require a high standard
for our suppliers across many
areas of social compliance witha focus on forced labor. In 2022,
the U.S. government passed a
new law around enforcement ofrules regarding forced labor. We
will continue to comply with allapplicable laws and regulations
related to all areas of social
compliance and human rights. In
2023, we will continue to require
attestation of our sourced finishedgoods supply base to ensurecompliance with our Vendor
Code of Conduct. The Code isavailable online in English, Chinese(Traditional) Vietnamese, French,
Malay, Italian and Spanish.

Continued focus
on zero-tolerance
issues andhuman rights
Human rights are a focus of Newell’s
Code of Conduct and Vendor Code of
Conduct and inform our zero-tolerance
stance on many sourcing-related issues:► Child labor► Forced or prison labor► Bribery attempts in any form
► Discrimination► Harassment► Corporal punishment► Unauthorized subcontracting► Falsified documents► Denial of access► Circumvention of the audit process► Wastewater discharge into theenvironment without treatment► Contraband container content

Newell has been fortunate to have alimited number of zero-tolerance failures
within our supply base and saw adecrease in zero-tolerance issues in 2022.
If a zero-tolerance finding is discovered,
the Responsible Sourcing team notifies
our Chief Procurement Officer, Chief Legal

Officer, Chief Ethics & Compliance Officer, theimpacted business leadership team and theimpacted Sourcing, Brand and R&D functional
leaders, as well as any other relevant internal
parties. These leaders provide oversightand guidance to Responsible Sourcing
leadership in determining corrective actionin these instances. This cross-functional
review is critical for us to quickly address
the findings, develop and implement a
continuity of supply plan, transition any new
product development to new suppliers anddetermine the supplier’s future status.
Human rights due diligence risk assessments
are addressed by a combination of internaland external third-party social compliance
audits against the Newell Brands Vendor Codeof Conduct. Audits also ensure that suppliers
have established the appropriate grievancemechanisms for their own employees in theirfactories. Our annual supplier training and ourquarterly webinars include tracks on zerotolerance issues. In addition to this report, we
also publish regulatory statements related to
the U.K. Modern Slavery Act Statement andAustralian Modern Slavery Act Statement.
Newell Brands continues to provide a 24hour Ethics Hotline, an outlet that any
Newell Brands employee or supplier’s
employee can use to report a complaint
in good faith without fear of retaliation.

Supply chain security
U.S. Customs and Border Patrol and otherinternational trade enforcement bodies,such as Customs-Trade Partnership Against
Terrorism, AEO, BASC and PIP, require
adherence to strict guidelines when importingand exporting goods. Therefore, in addition
to social compliance, Newell’s Responsible
Sourcing team conducts supply chain security
audits. The team partners with the Newell
Customs and Trade team to ensure suppliers
follow all required processes and procedures
related to supply chain security. We completed
212 supply chain security audits in 2022.

Addressing
conflict minerals
The term “conflict minerals” encompasses
tin, tungsten, tantalum and gold (3TG),
which can be found in everyday products
such as cellphones, cars and jewelry. Tradein these minerals is sometimes controlled
by armed insurgent groups using forcedlabor, particularly in the Democratic Republicof Congo and surrounding regions. We
survey the sources of all 3TG minerals
used in our products to avoid those thatcome from conflict-affected areas andpublish the results in our annual Conflict
Minerals Report, which is filed with the U.S.
Securities and Exchange Commission.

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Our Operations
How our products are made and distributed matters. And nowhereis the power of One Newell more evident than in our global
supply chain. We’re committed to operational excellence and arecontinuously looking for ways to reduce our environmental impact
and better engage and protect our frontline workforce. By working
together, we can delight our consumers and serve our customers
while making a positive impact on people and the planet.

IN THIS SECTION:

Climate Change and Emissions
Environmental Stewardship
Our Supply Chain27

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Climate Change
and Emissions
Addressing climate change requires
collective action. Climate change
touches every part of the world, withsome experiencing its effects throughextreme temperatures and more frequent
natural disasters. Climate change also
affects our business in the form of higher
costs for goods and commodities,
instability in commodity markets
and a growing number of mandatory
legal and regulatory disclosures.
But a shared challenge presents anopportunity for us to find solutions. AcrossNewell, from Winchester, Virginia, to Nantes,
France, teams are collaborating to develop
a better understanding of our emissions
footprint and make progress toward ourgoals. To support our ambitions, we createda created a new position of Senior Directorof Sustainability and Climate, dedicated toleading sustainability efforts at the company.

Our Baby team in Zeven, Germany, recently launched NUK® for
Nature™, a sustainably designed, manufactured and packaged
product line. By shifting to non-fossil-fuel-based raw materials
and paper packaging, the team reduced the product line’s CO2
emissions by 30% to 50% for which it was recognized.

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Managing andmeasuring our footprint
In 2022, Newell Brands announced a commitment toachieve carbon neutrality by 2040 for all Scope 1 and 2
emissions (those that result directly from our operations
and the energy we purchase) across our global portfolio
at all manufacturing, distribution, warehousing, retailstores and office sites. As a step toward that goal, we aim
to reduce manufacturing related GHG emissions by 30
percent by 2025. We are pleased to report that we achievedthat goal in 2022 by reducing emissions by 35 percent.
Achieving these targets requires identifying solutions
that leverage Newell’s scale to capture data on our
global emissions footprint and develop strategies
for reducing it. This requires continued investments
at our manufacturing sites and distribution centers
to increase energy efficiency and install renewableenergy systems in support of incremental goals set
by our facilities. In addition, we’ll consider solutions at
scale that transition our electricity supply to renewablesources. We’ll also plan to look at alternative fuel sources
to shift consumption of fossil fuels at our sites to thelowest emission fuels available. Ultimately, we’ll need toneutralize a portion of our emissions through investments
in high-quality, permanent carbon removal projects.
Given our significant manufacturing footprint, Scope
1 and 2 emissions are our primary focus. We also
recognize that we have a substantial Scope 3 footprint
resulting from emissions from material sourcing throughend-of-life. Looking ahead, we intend to achieve a
better understanding of our Scope 3 emissions withthe goal of including them in our reduction targets.

We’re also in the process of enhancing foundational
governance and accountability for our climate progressand metrics. Our Climate Task Force will relaunch
in 2023 in support of our desire to advance climate
stewardship, address customer and investor requirements
and drive action toward our carbon neutral goal.
We’re restating emissions data in the reporting year andthe baseline year to align with our transition to marketbased reporting and use of emission factors provided
by a third-party data management provider. Our 2022
data excludes our Connected Home & Security business,
which we sold in March 2022. These restatements
will result in differences in our total emissions andpercentage changes year-over-year. While 2022 reporting
will cover our Scope 1 and 2 footprint for only Newellmanufacturing facilities, in 2023 we plan to report data
for all facilities and will re-set our reporting baseline.

GHG EMISSIONS

2016(BASELINE)

2020

2021

2022

2025
(TARGET )Global manufacturing Scope 1 &2 GHG emissions (MT CO2e)

351873277133242936229479246311

--

21%

31%

35%

30%

Cumulative percent global
manufacturing GHG emissions
reduction (30% 2025 Reduction Goal)

TRANSPORTATION AND LOGISTICS GOAL

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PeopleProgress on energy
and emissions
Newell continues to reduce its manufacturing emissions
and energy use. As another step on our carbon neutrality
journey, we’re working to use 30 percent renewableenergy for our global electricity by 2030. In 2022, weinstalled a new solar array at our Outdoor & Recreation
distribution center in Hungen, Germany. The array has
99.2 kWh of capacity, which will provide electricity
roughly equivalent to the site’s annual usage.
A temporary slowdown in production in 2022 contributed to
the reduction of our energy use and associated emissions.

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RENEWABLE ENERGY GOAL
2021

2022

2030
TARGET

Shift 30% of our global
manufacturing sites’
electricity to renewablesources by 2030

9.6%

12.5%

30%

Global manufacturing
renewable electricity (MWh)47,116

59,762--

Addressing climate change is a cooperative effort.
Newell continues to participate in Project Gigaton,
Walmart’s effort to eliminate 1 billion metric tons(a gigaton) of GHG from the global value chain
by 2030. Walmart recognized Newell Brands asa “Giga Guru” once again in 2021, meaning thatwe’ve set specific, measurable, achievable, relevant
and time-bound (SMART) goals; reported onthese goals publicly and reduced emissions in our
most recent reporting year. We have completed
our 2022 Giga Guru submission and are awaiting
certification. As part of our commitment totransparency, we also respond to The Sustainability
Insight System (THESIS) Index, a survey used byWalmart and other retailers to assess their suppliers’
environmental impacts such as pollution, climatechange, water quality and resource depletion,
as well as social impacts such as worker healthand safety, labor issues and community rights.
At Newell, we work with multiple logistics partners
to transport product from our distribution
centers to our retail partners. Accordingly, we
work with with the U.S. Environmental Protection
Agency’s SmartWay® Transport Partnershipto help us measure, benchmark and improve
freight transportation efficiency with emissions
accounting methodologies and tools. For prioryear data in 2021,accomplished our goal touse SmartWay® approved carriers for over 90
percent of the total ton-miles traveled in the U.S.
to transport our products achieving 97 percent.

Percentage of Total
Ton-miles traveledin the U.S. with
SmartWay® certified
transporters

2021*

2022*

2025
TARGET

89%

97%

90%

* Reporting reflects prior-year data.

A SUSTAINABILITY HEROAT YANKEE CANDLE
Bill Swasey, Senior Manager of Facilities for Yankee Candle
has been with Newell Brands for over 36 years and has
advanced our sustainability efforts since the late 1980’s,
when he helped implement the early stages of a corrugate
recycling program at the Yankee Candle facility. Today, he
has played a role in planting roughly half a million trees,
conserving over one million gallons of oil, nearly 200
million gallons of water, over 100 million kW of electricity
and 250 thousand cubic yards of landscape space,obtaining electric vehicle charging stations and developing
plastic, paper and steel recycling programs. Bill believes
that as a leading consumer goods company, we havean obligation to be a leader in sustainability initiatives.

"

Intro

Reducing our footprint
across our value chain

We’ve only got one Earth, and it’s the right thing
to do,” he shared. “Newell allows you to be partof something bigger and they make it easy.
They allow me to do this along with my normal
job. I love knowing we’re making a difference
and a positive impact. Every little bit helps.”

Bill Swasey,

Senior Manger of Facilities, Yankee Candle

2025 WASTE GOAL

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Environmental
Stewardship
Doing our part to protect the environment means
making responsible use of the earth’s limited
resources. Beyond designing products with lowerimpact materials and packaging, we also work
to reduce waste across our operations.
In 2022, we began working with a third party tocreate waste reduction scorecards and dashboards
for each of our manufacturing sites worldwide.
We’ll aggregate this data at the business level toidentify improvement opportunities. To reduce
waste to landfill through recycling, we engaged our
procurement team to make sure that we’ve contracted
recyclers available in each of our markets.
The Rubbermaid Commercial Products team in
Winchester, Virginia, supports the environment byexecuting at least one sustainability project annually.
Recently, the team reduced waste and diverted
nearly 70 truckloads of remaining waste from landfill,
resulting in annual cost savings of $100,000 and$50,000 of revenue generated. In support of our 2025
goal to divert 90 percent of our waste generated at
manufacturing from landfills, the site recycled aluminum
rivet, aerosol cans and plastic film by partnering with
Trex, a manufacturer of composite decking. To offset
winter heating costs, the Winchester plant burns
waste oil, resulting in annual savings of $45,000.

Waste diverted from landfill at
global manufacturing sites

2021

2022

2025
TARGET

58%

55%

90%

GLOBAL MANUFACTURING WASTE (METRIC TONS)
2021

2022

Waste (MT)

40946

29033

Recycled material (Refers to
off-site recycled content)

23838

15996

*Data includes some estimates.

PLANTING SEEDS FOR SUSTAINABILITY
In celebration of Earth Month in April 2022, the WoodWickteam announced a partnership with One Tree Planted, anenvironmental charity that supports reforestation around theworld. Our $75,000 commitment supported the planting of
75,000 trees in 2022 across five different projects. Planting
occurred in regions where forests are particularly critical,
including on coffee and cocoa plots in the Amazon rainforest
in Peru, mangrove ecosystems in India, and parts of Oregon
and Washington States affected by wildfires in 2020.
We encouraged consumers to get involved throughout theyear with a social media sweepstakes. By sharing campaign
content, consumers could win seasonal candle products,
plus donations to a One Tree Planted project of their choice.

Our commitments to the planet doesn't
end with emissions, energy or waste.
We recognize the impact a changing
climate is having on the quantity andquality of water availability. Because ourmanufacturing sites do not require fresh
water for production, we use minimal
water in our operations. Despite this, wemust responsibly use the water we doneed. We continue to engage closed loop
water systems to reduce consumption andenvironmental outflow, while encouraging
sites to conserve. In 2022, Newell’s
global water use was 1,046 million
gallons in our manufacturing plants, a
reduction of over 60 percent compared
to water use in 2016. In conjunction
with our work to build a complete
operational environmental impact
footprint, we will track water use beyond
our manufacturing sites. This will enable
us to consider development of a water
intensity metric to inform future strategic
choices we make to reduce water use.
While we previously explored thepossibility of creating a water use
intensity framework, given our relatively
low water use, we are prioritizing
other initiatives at this time.

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Environmental compliance
Newell Brands is committed to maintaining the highest
levels of environmental performance by integrating
sustainable compliance best practices across theorganization and reducing the environmental impactof our operations. Our Corporate Environmental
Compliance Program, led centrally by Newell’sEnvironmental Affairs team, enables the achievementof our policy goals while reducing both regulatory risk
and risk to brand reputation. It is designed to ensurethat each of our facilities worldwide has the necessary
tools for compliance with local laws and regulations
and internal standards. Each of our manufacturing,
distribution and R&D facilities has an Environmental
Champion who coordinates the implementation andmanagement of the environmental compliance programat the facility and maintains information pertaining to
our Corporate Environmental Compliance Standards.

These standards govern all relevant environmental
operations, including waste management, stormwater
management and spill response, as well as training
modules on ongoing and emerging compliance topics toserve as foundational tools for their facilities. To maintaincompliance with both applicable local laws and thesestandards, facilities submit periodic self-assessments,
and the Environmental Affairs team conducts third-party
compliance audits at a selection of facilities each year.
We take responsibility for environmental remediation
obligations that may arise from events such as spills orwith regard to properties that were impacted by historicaloperations, in some cases due to operations by otherentities for which we have assumed responsibility. As
needed, we work with relevant authorities and stakeholders
on remediation. More information on environmental
remediation projects can be found in our 2022 10-K.

RUBBERMAID COMMERCIALPRODUCTS LAUNCHES A CALL TO“LOVE SUSTAINABILITY”
As a leader in the cleaning, hygiene and waste
management products industry, Rubbermaid
Commercial Products contributes to sustainability
in many ways: by creating durable products that canbe used for years, transitioning to more sustainable
materials and making it easier for businesses to sorttheir waste and divert materials from landfills.
In 2022, the brand launched the Love Sustainability
Journey, a vision and roadmap that guides its commitment
to sustainable operations. The journey is groundedin Newell Brands’ values of Truth, Transparency,
Teamwork and Trust, and aligns with our enterprisewide Corporate Citizenship goals. It’s designed to
articulate the brand’s own perspective and start atransparent conversation around sustainability bestpractices and ways that all businesses can improve.

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Our Supply Chain
We bring our beloved brands to life
by working across our network of
manufacturing facilities and distribution
centers which deliver quality products
to customers and consumers.

"

Intro

The Technical Training Program has
provided training to improve my ability tomaintain equipment as part of my job. It
helped me learn and practice skills needed
for my work and performance goals.”

Phillip Manning

Maintenance Technician, Maryville, Tennesee

Building a supply
chain for the future
We’re transforming our supply chain through two
major initiatives: Project Ovid and Operations
Reimagined. Project Ovid is multi-year initiative
to modernize our operating model in the U.S. andimprove our end-to-end experience for customers
by transforming our operations into a common
customer-facing legal entity. This required theconsolidation of 23 unique supply chains into one,
harmonizing orders, fulfillment processes and sales
policies. As of February 2023, we operate seven
Service Centers with a mixed Newell portfolio
of products, including two new East Coast sites
and five existing Service Centers strategicallylocated to best serve our customers. We anticipate
a roughly 50/50 split between East and West
Coast ports for inbound sourcing of goods.
This approach offers the opportunity forcustomers to order a broader range of Newell
products on a single invoice, delivered on thesame truck. These investments are expected todramatically reduce transport miles and costs for
Newell and our customers, driving simplicity andstandardization via common trading practices.
Project Ovid is a tremendous accomplishmentin our efforts to improve customer service,
optimize transportation costs, mitigate theexternal pressures of port congestion and supply
bottlenecks, better enable omnichannel solutions
and instill operational excellence more broadly.

Through Operations Reimagined, we’re ensuring that our
frontline facilities are efficient, highly automated, greatplaces to work. Our frontline employees make up twothirds of our workforce, and we strive to keep them safe,
provideopportunities for growth and help each person
understand how they contribute to our collective mission.
We’ve set a goal to achieve 80 percent full-time (versus
temporary) employees, except during peak seasons, and haveachieved this goal at over 50 percent of our U.S.-based sites.
We believe that our commitment to the satisfaction of
our frontline employees is competitive among our peers.
We’re focused on continuous improvement and remaining
competitive in the market. For example, centrally weanalyze our U.S.-based frontline employees’ wages ona twice-yearly basis, improving upon a process thatwas previously conducted by each individual site.
Operations Reimagined includes a focus on technical skills
and training on Newell’s supply chain strategy. In responseto the shortage of technical workers at Newell and in the
manufacturing industry broadly, we’ve introduced a newprogram in 2022 to all U.S. sites to increase the equipment
maintenance skills of our frontline technical operators andmaintenance technicians. The program covers basics ofelectricity and electronics, mechanics, control systems,
general maintenance troubleshooting and safety.
In addition, our Planning, Engagement, Achievement andKnowledge (PEAK) program provides employees with theskills, tools and time to solve problems, create sustainable
results and build a culture of operational excellence.
Launched in 2018, PEAK combines the power of ourpeople with the best elements of operational excellenceframeworks like Lean, Six Sigma and Total Productive
Manufacturing. Through PEAK, we expect to see benefits
such as quality defect reduction, a decrease in safetyincidents and improved employee engagement.

Safety across our sites
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CELEBR ATING OUR PROGRESS

Safety is our top priority, and we strive for zero incidents.
Newell’s Safety Excellence and Leadership (SEAL)
program supports our goal of zero injuries, zero unsafe
conditions and zero unsafe behaviors by helping oursites build consistent, reliable safety programs andeducating team members on safety policies.

The following Newell facilities
recorded impressive safety
performance in 2022:
Lumberton, North Carolina

Each global site can customize its policies based on national
regulations and undergoes a formal annual review toensure SEAL guidelines are effective. These assessments
evaluate incident management, safety culture, proactive
safety processes and compliance, with sub-categories ineach area. Each year, we look for opportunities to improve
the program by adding new assessment categories,
refining the scoring methodology and incorporating
best practices. In 2022, we introduced a program that
reviews safety considerations as part of any equipment
or process changes. This is particularly important as
our business grows and we transform our operations.

74%

SEAL score

50% reduction in injuries

Winchester, Virginia

84%

SEAL score

In 2022, our safety record continued to improve, keeping
us in a world-class category among manufacturers. We
attribute our performance to the effectiveness of the
SEAL program, leadership commitment, our employees’
dedication to safety protocols and the ability to conduct
more in-person training in 2022 compared to prior years.

Record reduction in injuries

GLOBAL SAFETY PERFORMANCE METRICS1When we observe sites that are experiencing higher-thanaverage incidents, we work with them to understandroot causes and strengthen their safety cultures.
Safety Hypercare is an enhanced program for sitesthat have not demonstrated a strong culture of safety
excellence. It includes heightened expectations, safety
programming and additional regular progress reviews.

2019

2020

2021

2022

Recorded injuries

298

246

207

142

Global recordable
incident rate

.94

.78

.63

.61*

Data in this chart applies to full-time Newell employees, and temporary and part-time workers and excludes retail staff.
Changes in prior year figures reflect divestiture and the new supply chain distribution model.
*
Updated as of June 26, 2023
1

Jackson, Missouri; Perrysburg, Ohio

90%+

SEAL scoresfor the past six years

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Our People
At Newell, our beloved brands and talented employees are our key
differentiators. While each of our 28,000 employees is unique, we’reunited by our shared values of Truth, Transparency, Teamwork and Trust.
As we make progress on our transformation journey as One Newell, thesevalues are at the center of all we do. They guide us at every stage of ouremployees’ time with us, from recruitment, onboarding and retention to
engagement, growth and development.

IN THIS SECTION:

Employee Engagement and Talent Development
Diversity, Inclusion and Belonging
Employee Health and Wellbeing

35

IntroProducts

Operations

PeopleCommunities

Employee Engagement
and Talent Development
To attract and retain top talent, it’s imperative that we keep employees engaged and fulfilled
and provide opportunities for them to learn, grow and thrive. To do this, we place a strongemphasis on employee feedback. We have multiple channels for employees to share theirthoughts, ideas and concerns, and we use them to guide and enhance the work experience.
Our engagement survey is one of the primary ways we gather employee
feedback. In 2022, we had higher participation than in previous years, including
higher engagement among all ethnic minorities, and we received over 31,000
comments. In our view, this demonstrates that employees trust the process andsee value in participating. Despite a challenging macroeconomic environment, we
maintained an overall score of 75 in 2022, in line with global benchmarks.

NEWELL BRANDS 2022 Corporate Citizenship Report

Our highest enterprise-wide ratings were in the areas of :84

Safety climate

Resources

73

Workload+3 vs. global benchmark+3 vs. global benchmark+6 vs. global benchmark“Safety is a toppriority here.”“I have the resources I
need to do my job well.”“In general, I feel myworkload is manageable.”

Our survey also highlighted three areas of opportunity:

70

Distress/Wellbeing

36

74

69

Growth68

Mobility-8 vs. global benchmark-3 vs. global benchmark-4 vs. global benchmark“Newell Brands takesa genuine interest in
employees’ wellbeing.”“I have good opportunities
to learn and grow with
Newell Brands.”“Leaders are very supportive of
employees’ exploring roles within
other teams and departments.”

Creating a One Newell culture
Intro

Products

Listening to employees is just the first step. We also need to address their feedback in meaningful ways. In
2022, largely in response to feedback from our 2021 engagement survey, we created Project One, a new way
to drive our One Newell culture that prioritizes the employee voice and identifies solutions to enhance theemployee experience. Based on our engagement survey data, we identified three focus areas and assembled
a group of employees across businesses and functions globally to address these areas of opportunity.

Operations

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Recruiting &Onboarding

Career &GrowthWellbeing &Ways of Working

Attracting, hiring, and integratingskilled, high-performing talent
in a way that fosters lasting
connections to our One
Newell culture.

Cultivating a growth mindset
by empowering employees
and managers to leverage
existing and enhanced tools
and processes.

Engaging employees throughholistic wellbeing strategies thatenhance their quality of life insideand outside of work.

Our vision for Project One
is to create a consistentemployee experience acrossNewell and foster a culturethat will attract, grow, develop
and retain top talent. We’ll
do this by continuously
improving our processes,
removing unnecessary
barriers to success andhelping employees accessand leverage new and existing
tools and resources. We
laid the groundwork for thisprogram during the second
half of 2022 by creating
dedicated workstreams,
analyzing data and developing
recommendations. We expect
to implement the ideas andactions generated by the
Project One team in 2023.
►

37

Integrated talent management
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As part of our continued investment in our people, we’reshifting toward a holistic approach to talent managementthat considers every step in an employee’s journeyas part of an integrated whole. We added, expanded
and continued programs in 2022 to help employees
advance professionally and personally, including:
LINKEDIN LEARNING – LinkedIn Learning enables employees todevelop new skills at their own pace and on their own schedules.
The platform received over 42,000 course views and 140,332 video
completions within six months of its launch. In addition to courses
employees chose to take on their own or are assigned to by a manager,
we build campaigns around corporate initiatives such as wellbeing,
diversity, inclusion and belonging and performance management.
VALUES-CENTERED LEADER TRAINING – In 2021, we piloted thisfour-month program to help managers develop practical leadershipskills in conjunction with our values. In 2022, we opened the program
to all people managers. Demand has been so high that we’ve expanded
the program to accommodate more managers. We also have plans
to develop programs for entry-level professionals and executives.
LEAD SERIES – Through this program, we offer 30-minute trainings
each month on a new topic, such as building resilience, change
management and continuous development. There are three sessions permonth to accommodate different schedules and time zones. Sessions
have been well attended, averaging over 300 participants a month.
EXECUTIVE COACHING – We continued our program for senior directors
and and above, which consists of a 360-degree review, identification of
focus areas, creation of development plans and professional coaching.

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Keeping everyone in the loop
Given that Transparency is one of our four values, we place a significant emphasis on timely,
clear communication. Prioritizing communication enables us to drive our One Newell culture by
ensuring that employees are informed about what’s happening across the company and that
we are speaking with one consistent voice to our external stakeholders. We use several tools
to communicate with employees so they can access information on the platforms they prefer.
NEWELL NOW – We added our first dedicated regional channels for LATAM and EMEA on
Newell Now, our employee mobile app, facilitating greater information sharing acrossinsert
space between across and the company and within our businesses and markets. We also
leveraged the app as a content hub for our Week of Happiness events which further bolstereduse of the platform. Engagement on Newell Now increased by 20 percent compared to 2021.
MONTHLY NEWSLETTER – In 2022, in response to employee feedback, we launcheda monthly email newsletter, through Newell Now, that synthesizes relevant corporate
news, information and updates for employees, all in one place. Since the launch, we saw asignificant increase in our 90-day retention rate on Newell Now, jumping from 51 percent
in June to 92 percent in December. This rate is the percentage of users who continually
visit the platform and engage with content at least once in a specific period of time.
LEADER TOOLKIT – We offer a monthly leader toolkit for people managers
that includes FAQs, talking points, important updates and other resourcesthat support people managers in their communications.
EARNINGS EXPLAINED – To ensure transparency about our company’s financial
performance, our CFO conducts an internal webcast for employees called Earnings
Explained. After each quarterly earnings announcement, he uses the webcast to
explain the company’s business performance and answer employee questions.
GLOBAL MEETINGS – On a quarterly basis, our CEO hosts a live all-company global meeting,which covers important updates, key initiatives, new products and innovations and awards
and recognition. While the meeting is webcast, we rotate host locations so employees
in different places are able to attend in person. We provide subtitled replays in French,
Czech, Spanish, German, Chinese (Traditional) and Japanese to ensure global inclusion.

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Diversity,
Inclusion andBelonging
As a global company with employees of a wide range of races,
ethnicities, nationalities and backgrounds, diversity is part of ourDNA. Our view of diversity is multidimensional. To us, diversity,
inclusion and belonging (DI&B) means blending identities,
experiences and perspectives within our teams; fostering acollaborative workplace that equally values open participationfrom individuals with different ideas and viewpoints; andempowering employees to bring their whole selves to work.
Our strategic DI&B framework focuses on three key areas:
People – Attract, hire, develop and retaina skilled, high-performing workforce that’s
representative of the diverse talent in the
global communities where we operate.
Culture – Foster an inclusive culture througheducation, programs and practices that embraceour differences, sustain a sense of belonging
and drive innovation to accelerate growth.
Marketplace – Grow and maintain partnerships
to amplify consumer engagement, strengthen
customer and supplier relationships and drive positivechange within our communities around the world.

Beginning in 2020, we significantly enhanced ourefforts to advance DI&B across our organization.
As reported previously, we hired a full-time Global
Head of DI&B, launched several Employee Resource
Groups (ERGs) and announced a set of DI&B
goals, three of which have been achieved.
Our fourth goal was to increase representation of womenand people of color at the people manager level in the U.S.
to match the relevant talent market in terms of geography
and function. While we remain committed to increasing
representation, given competing priorities, including
restructuring the company through Project Phoenix,
we’ve been unable to complete the necessary analysis tounderstand and measure our progress toward this goal.
We will continue to work toward increased representationand embed DI&B in our talent practices, including how
we hire and develop talent. For example, we recently
audited behavioral interview guides to limit bias andhave provided training to HR business partners on
leading inclusive talent review conversations.
We are proud that the Human Rights Campaign
awarded us the highest score of 100 percent on their2022 Corporate Equality Index. The Index benchmarks
companies based on their corporate policies andpractices related to LGBTQ+ workplace equality. OPEN,
our ERG for LGBTQ+ employees and allies, contributed tothese efforts through their leadership and commitment
to educational programming throughout the year.
Also in 2022, we updated our employee information
report to include an option for new hires to indicate
identification as a member of the LGBTQ+ community.

`

In October 2022, we participated in Global
Diversity Awareness Month, which celebrates
and increases awareness about the diversityof cultures and ethnicities and the positive
impact diversity can have on society. The
theme of the event was Educate, Engage& Celebrate. Throughout October, each
global region led the DI&B campaign for
one week by spotlighting cultural content
related to the diversity of their locations.

PEOPLE OF COLOR U.S.
ALL

PROFESSIONALPEOPLEMANAGER

DIRECTOR

VP/SVP+Black/African
American (U.S.)

10.60%

7.46%

6.69%

4.12%

3.96%

Latino/Hispanic (U.S.)

10.41%

7.71%

7.17%

5.29%

7.92%

Asian (U.S.)

7.37%

7.11%

5.55%

5.29%

5.94%

Two or More Races (U.S.)

2.10%

2.30%

1.67%

1.18%

3.96%

American Indian/
Alaskan (U.S.)

0.74%

0.40%

0.48%

0.00%

0.00%

Native Hawaiian/
Pacific Islander (U.S.)

0.48%

0.21%

0.35%

0.30%

0.99%

POC

31.70%

25.19%

21.91%

16.18%

22.77%

White

68.30%

74.81%

78.09%

83.82%

77.23%AS OF 12/31/22

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Employee demographics
While competing priorities and the macroeconomic
environment have created difficulties in our ability tomake significant shifts in representation, we continue
to work toward increasing our representation of womenand people of color in leadership and workforce overall
in the U.S., and the representation of women globally.

GENDER - GLOBAL
ALL

PROFESSIONALPEOPLEMANAGER

DIRECTOR

VP/SVP+

Women

49.42%

45.00%

41.44 %

32.12%

27.19%

Men

50.58%

55.00%

58.56%

67.88%

72.81%AS OF 12/31/22

For more information about our workforce demographics, see our EEO-1 workforce data.
The information is captured by voluntary self-identification and these tables do not include those employees who have opted out.

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Our commitment to DI&B is present in our dailyinteractions and the practices we abide by at work. It’s
also something to celebrate. In 2022, our ERGs sharededucational content, hosted engaging conversations
and led in-person and virtual events to build
community and raise awareness of their missions.
For example, during Women’s History Month, RAY,
our ERG for women and allies, hosted a virtual tourof the Metropolitan Museum of Art that introduced
attendees to outspoken women in history whose
portraits hang in the museum. In recognition ofMemorial Day, VETS, our ERG for veterans, militaryfamily members and allies, hosted Brigadier General(Ret.) Becky Halstead to speak on leadership, living
one’s values and the meaning of Memorial Day.
To celebrate Black History Month in February and
Women’s History Month in March, the the DI&B teamhosted a lunch and learn with Jeanne Theoharis,
an author and expert on the life of Rosa Parks.
This event also helped further our partnership with
Teaching for Change, an organization that works
to champion education on social justice issues.
Other ERG-driven events include a volunteer event
in Miami for Hispanic Heritage Month led by
HOLA,Newell's ERG for Hispanic/Latinx employees
and allies, and virtual events to honor the legacy ofDr. Martin Luther King Jr. organized by BEACON,
Newell’s ERG for Black employees and allies.

In 2022, we launched two new ERGs, raising
our total to nine. Our ERGs are:

Women and allies

Hispanic/Latinx employees and allies

Black employees and allies

Asian and Pacific American
employees and allies

Veterans and allies

Employees with disabilities and allies

LGBTQ+ employees and allies

Employees who are passionate about
wellbeing and mental health issues

Employees in locations where there isn’t acritical mass of any one group, creating an
opportunity to participate in an ERG that
represents the broad spectrum of races,
ethnicities and nationalities in their location

In countries around the world, members of the
LGBTQ+ community face persecution basedon their sexual orientation and gender identity.
Global nonprofit Rainbow Railroad provides
pathways to safety for these individuals and has
assisted almost 8,000 people since 2006.
To recognize the lifesaving role that Rainbow
Railroad plays in lighting the way for people seeking
safety, Yankee Candle created a new, limitededition fragrance, Love is Love, to raise awarenessof Rainbow Railroad’s work. The brand also madea $100,000 donation in support of the organization
and activated the product launch on social media.
As a result, Rainbow Railroad saw an increase in
website traffic and donations. Thanks to Yankee
Candle’s support, more than 326 LGBTQ+ people weresafely relocated in 2022, breaking previous annual
records. We will continue this partnership in 2023.

"

Intro

Creating opportunities
for employees to connect

LOVE IS LOVE: A GLOBALHUMANITARIAN MOVEMENT

We're proud to be supporting Rainbow
Railroad's important cause. Together, we can
not only work to eliminate discrimination andhate, but we can also champion acceptanceand impact change, not just throughout
Pride month, but the whole year.”

Lisa McCarthy,

Chief Operating Officer, Home & Commercial Segment

IntroProducts

Employee Healthand Wellbeing

Newell aims to empower and inspire our employeeswith practical information and access to resources
to take ownership of their wellbeing and enhancetheir quality of life, both inside and outside ofwork. We recognize that wellbeing is much more
complex than someone’s physical health or mental
health. It encompasses every aspect of who theyare. With this idea in mind, we developed a new
wellbeing framework in 2022 with five pillars:

Operations

PeopleOur Pillars of Wellbeing

NEWELL BRANDS 2022 Corporate Citizenship Report

Communities

HOW WE DEFINE

HOW WE SUPPORT

Physical Wellbeing

Mental/Emotional Wellbeing

Financial Wellbeing

Social Wellbeing

Workplace Wellbeing

Understanding and managing
personal health, taking
preventive measures, improving
one’s physical condition
as needed, recoveringfrom illness and achieving
maximum functionality.

Maintaining good mental health,being resilient and managing
stress, managing negative andpositive emotions and maintaining
emotional balance and stability
against potential crises.

Having the ability to meetfinancial goals, manage
financial commitments, savefor the future and manage
unexpected expenses.

Being connected andunderstanding how to interact
with each other with respectand how to work together toresolve conflicts. This includes
relationships with family, friends,
coworkers and the community.

Receiving and providing
support from managers
and coworkers, leading with
empathy, embracing flexibility,
working efficiently, finding
purpose and continuing
to learn and develop.

· Medical, dental and vision
insurance offerings· Online wellness programs(Vitality, Virgin Pulse)· Competitive salaries· Paid parental leave· Healthy pregnancy programs· Digital cognitive behavior
therapy tools· Retirement saving· Backup dependent care

· Training and development
programs· Tuition support· Fertility solutions· Ways of working· Life insurance· Adoption/surrogacy
reimbursement· Incentives for annual physicals· Health coaching forchronic conditions

43· Monthly virtual wellness classes· Employee Assistance Programwith free counseling services· Product discounts· Education on budgeting,saving and investing· ERGs· Philanthropic andvolunteer efforts

Expanding our benefits offerings
Intro

Products

Operations

PeopleCommunities

We take a comprehensive, total rewards approach to employee
benefits, including competitive wages based on geography,
and insurance and offerings to support all aspects of wellness.
We’re proud to offer market-driven compensation packages withmany benefits applying to both our professional and frontline
workforce. Pay equity is a priority, and we regularly assess
how we reward employees to ensure we stay competitivein the marketplace, and that we pay people fairly for thework they do. We’ve implemented a new modeling tool thatwill provide us with greater data insights in this area.
In 2022, we made several enhancements to our familyplanning and reproductive health benefits for U.S.based employees effective in 2023, including:► Increasing our parental bonding leave► Tripling our adoption reimbursement, which is now

NEWELL BRANDS 2022 Corporate Citizenship Report$15,000 per child with a lifetime maximum of $30,000

44► Adding an annual surrogacy reimbursement benefit of $30,000► Removing the requirement for an infertility diagnosis for

fertility benefits, expanding access to more services andremoving “lifestyle” provisions for fertility benefits so they
now include same-sex couples and single employees► Making reproductive health procedures eligible for reimbursement

We also added new programs to help employees find savings on
specialty medications and provide health coaching to employees
who are managing chronic conditions. In 2022, we hosted a Virtual
Benefits Fair to raise employee awareness of the benefits available
and how to access them. Day and evening sessions were offeredto accommodate different schedules, and the presentations
were recorded for employees to access on their own time.

WEEK OF HAPPINESSTo demonstrate our commitment to employee health and wellbeing anddrive unity among our One Newell culture, a cross-functional team of
Newell employees organized our first annual Week of Happiness. Over80 “Happiness Ambassadors” planned 200 events in 50 Newell locations
across 31 countries, including positive psychology seminars, mindfulness
webinars, virtual yoga classes, art activities, volunteer events, “happiness”
hours and more. The week concluded with a talk by five-time New YorkTimes best-selling author and happiness expert Gretchen Rubin. The
Week of Happiness – now an annual event – enabled employees aroundthe world to engage, learn and give back together as One Newell.

IntroProducts

Operations

PeopleNEWELL BRANDS 2022 Corporate Citizenship Report

Communities

Our Communities
Being a good corporate citizen is core to who we are,and our strength as One Newell is evident when we cometogether to serve the communities in which we operate.
Through the Newell Brands Charitable Foundation, productdonations and the generosity of our employees, we strive
to serve as a force for good in the world.

IN THIS SECTION:

The Newell Brands Charitable Foundation
Product Donations and Disaster Relief

45IntroProducts

Operations

The Newell Brands
Charitable Foundation
The Newell Brands Charitable Foundation partners with
nonprofits doing impactful work in six areas:Child Safety & Development
PeopleCommunities

Outdoor & the Environment
Hunger

NEWELL BRANDS 2022 Corporate Citizenship Report

Education

46

Diversity, Inclusion & Belonging
Disaster Relief

We primarily support these nonprofits through two
strategic programs that engage our employees
in giving back: our Local Impact Grant Program,which completed its fourth year in 2022, and ourMatching Gift Program, launched in 2021.

IntroProducts

Operations

PeopleCommunities

Local Impact Grant Program

2022 Local Impact Grant Program Recipients

The Local Impact Grant Program provides Newell employees
in select locations with the opportunity to nominate andvote on nonprofits aligned with our focus areas, to receive a
grant from the Foundation. In the program’s fourth year, weawarded $130,000 to 15 nonprofits, keeping us on track toachieve our our goal to invest $1 million in our communities
through this program by 2025. We've built strong partnerships
with eight organizations that have become repeat grantrecipients. Two of these are Big Brothers Big Sisters of Franklin
County, Massachusetts, which creates one-to-one mentoring
relationships that promote the mental health and wellbeingof local youth; and Angels and Sparrows in North Carolina
which provides nourishing meals to people facing hunger.
In 2022, the Local Impact Grant Program had its highest
level of employee engagement since its launch in 2019.

ATLANTA, GEORGIAHOBOKEN, NEW JERSEY/NORWALK, CONNECTICUT

Atlanta Community Food Bank

Domus Kids

Big Brothers Big Sisters of Metro Atlanta

HUNTERSVILLE/ HIGH POINT, NORTH CAROLINA

Children’s Healthcare of Atlanta

Angels and Sparrows

BENTONVILLE, ARKANSAS

KALAMAZOO, MICHIGAN

Boys & Girls Club of Benton County

Girls on the Run of Greater KalamazooNorthwest Arkansas Children’s Shelter

Kalamazoo Loaves & Fishes

BOCA RATON/ MIAMI, FLORIDA

SOUTH DEERFIELD/ WHATELY, MASSACHUSETTS

Helping Abused Neglected Disadvantaged Youth (HANDY)

Big Brothers Big Sisters of Franklin County

CHICAGO, ILLINOISWICHITA, KANSAS"

47

Boys & Girls Club of South Central Kansas* The star symbol denotes how many times the nonprofit has been designated a recipient.

LOCAL IMPACT GR ANT PROGR AM
INVESTMENTS (CUMULATIVE)

2019

2020

2021

2022

2025 Goal

$255k

$410k

$535k

$665k

$1M

We’re honored to have received your trust andrespect with this generous grant award. Thankyou for this opportunity to invest your funding to
make lasting impacts on this community and its
youth. We were thrilled to match a Yankee Candle
employee in one of our recent programs, further
solidifying our connection to your company”

Jennifer Webster,

Executive Director,
Big Brothers Big Sisters of Franklin County"

NEWELL BRANDS 2022 Corporate Citizenship Report

Fill A Heart 4 Kids

Kansas Food Bank
Ronald McDonald House Charities of Wichita

The commitment from Newell Brands to help nourish
our food-insecure neighbors is apparent in all thatthey do. At a time when our families are facing morechallenges than ever, this funding will allow us toexpand accessibility to our programs. Moreover, Newell
employees are only a phone call away when we needvolunteers. The smiles and hard work they bring to ensure
our programming goes smoothly is a true blessing.”

Jessika Tucker,

Executive Director, Angels & Sparrows

IntroProducts

Operations

PeopleNEWELL BRANDS 2022 Corporate Citizenship Report

Communities

48

Matching Gift
ProgramOur Matching Gift Program offers all
employees globally the opportunity
to have their donations to selectnonprofits matched by the Newell
Brands Charitable Foundation, dollarfor-dollar up to a predetermined limit.
The program begins on Giving Tuesday
each year and runs year-round. For
our 2021-2022 program, we matcheddonations to Save the Children, The
Nature Conservancy and No Kid Hungry.

Other ways we give backBeyond these programs, our Foundation supports othernonprofits that align with our priorities. For the past two years,
we’ve provided monetary support to Crisis Text Line during
Mental Health Awareness Month. Crisis Text Line is a global
nonprofit that provides free access to critical, on-demand
support for those suffering with stress, anxiety, eating disorders,bullying, relationship strife, depression, suicide and/or selfharm. The organization uses a network of volunteer counselors
who are available by text 24/7 and thoroughly trained insupporting people experiencing crises related to mental health.
Teaching for Change (TfC), a nonprofit that provides teachersand parents with anti-bias and social justice education andtools, has been a Foundation partner for three years. In
addition to providing monetary support, we amplify TfC’s
work throughout the year and particularly during affinity
months. We also made donations to the National Black
Arts Foundation in honor of Martin Luther King Jr. Day
and to MyGoodDeed for the September 11 National Day
of Service and Remembrance, through the Foundation.
Following the Russian military’s invasion of Ukraine, Save theChildren directed its efforts to helping children in need in affectedareas (see sidebar for more on how Newell and the Foundation
are responding to the situation in Ukraine). Our employees
were moved to help, and we met our initial $25,000 goal for
Save the Children early in the year. In response, we raised ourambitions, pledging to match another $25,000 in donations.
Ultimately, in partnership with our employees and the generous
support of our CEO, we donated more than $100,000 to Save
the Children in 2022. Nearly $45,000 of these funds were used
to directly support efforts in Ukraine and the rest continues
to support Save the Children's areas of greatest need.

IntroProducts

Operations

PeopleProduct Donations
and Disaster Relief
As a leading consumer products company,
Newell is in a unique position to donate products– like hand sanitizer, baby items, cleaningproducts and food storage – to organizations
supporting communities in need, particularly
those recovering from disasters and crises.

Communities

NEWELL BRANDS 2022 Corporate Citizenship Report

$ 50M

49

$35.4M

Following the invasion, Newell immediately convened a Ukraine Crisis Response
Task Force to ensure a One Newell response across businesses and locations.
The Task Force empowered local leaders to make critical decisions quickly
while keeping employee safety and wellbeing as top priorities.

$25.4M$ 8.4M

2020
AUGMENT

2021

2022

RESPONDING AS ONE NEWELL IN SUPPORT OF UKR AINE

2025 GOAL

Many of our Home Fragrance products are made in the Czech Republic, and we have aconsumer call center in Poznan, Poland. There was an outpouring of support for those
impacted by the war in Ukraine from Newell employees globally and in these locations inparticular. The Newell Brands Charitable Foundation provided financial support to Save theChildren’s Ukraine Crisis Relief Fund, in addition to the support we provided through ourMatching Gift Program. NUK, Graco, Baby Jogger, Contigo, bubba, Rubbermaid, Coleman,
Sunbeam, Sharpie and Paper Mate donated products valued at more than $200,000 USD tononprofit organizations including Czech Red Cross, Ukrainischer Verein Mainz, good360 andothers supporting those affected by the war. Our NUK team in Germany alone donated over
40,000 baby items, including baby bottles, pacifiers, sippy cups and teethers. These efforts
remain ongoing. As a result of the generosity of our employees and their desire to help, we
also extended our North America paid time off to volunteer policy to employees in EMEA.

IntroProducts

Operations

PeopleNEWELL BRANDS 2022 Corporate Citizenship Report

Communities

50

The Newell Brands Charitable Foundation also provided financial
aid to the American Red Cross to support relief efforts for
Hurricane Ian and several other natural disasters in 2022.
In 2022, Paper Mate provided school supplies and made a $100,000
donation to the Kids in Need Foundation's Supply A Teacher Program,an effort to eliminate the burden teachers face in purchasing
supplies out of their own pockets. The donations provided underresourced teachers and their students with essential supplies.
Newell has supported Operation Homefront over the years by donatinghome appliances and providing funding for holiday meals. Operation
Homefront's mission is to build strong, stable and secure militaryfamilies so they can thrive in the communities they have worked so
hard to protect. In 2022, our Beverage team donated Contigo waterbottles to the organization’s Back-to School Brigade event in Atlanta,
which helped 200 students in military families prepare for school.
Rubbermaid Commercial Products provided our resilient relief
response partner, Good360, with hand sanitizer which was
donated to United Hands for Relief and Development. The
sanitizer helped filled more than 250 backpacks for students
and families in need throughout 18 school districts in Texas.
In our headquarters city of Atlanta, we support Atlanta Public
Schools’ (APS) annual Back-to-School Bash. For eight consecutive
years, our Foundation has provided monetary support to APS
event partner, Empty Stocking Fund, and Sharpie, Paper Mate,
Elmer’s, Contigo and others have donated product to help local
students prepare for the school year. Each year, Newell volunteers
distribute backpacks filled with school supplies to attendees.

IntroProducts

Operations

PeopleAppendix
This report references widely adopted standards for sustainability reporting
including Global Reporting Initiative (GRI), Sustainability AccountingStandards Board (SASB) and the Task Force on Climate-related Financial
Disclosures (TCFD), all of which can be found on the pages that follow.
For more information or questions regarding thisreport, please contact media@newellco.com.
Newell Brands Corporate Headquarters
6655 Peachtree Dunwoody Road Atlanta, GA 30328
newellbrands.com/contact

NEWELL BRANDS 2022 Corporate Citizenship Report

Communities

51

Some of the statements in this report, particularly those related to future goals,
commitments and programs as well as business performance and objectives
are forward-looking statements within the meaning of the U.S. Private Securities
Litigation Reform Act of 1995. These statements generally can be identified by theuse of words or phrases, including, but not limited to, “intend,” “anticipate,” “believe,”“estimate,” “project,” “target,” “plan,” “expect,” “setting up,” "beginning to,” “will,”“should,” “would,” “resume” or similar statements. We caution that forward-looking
statements are not guarantees because there are inherent difficulties in predicting
future results. Actual results may differ materially from those expressed or implied in
the forward-looking statements. Important risk factors that could cause actual results
to differ materially from those suggested by the forward-looking statements can befound in our current and periodic reports filed with the U.S. Securities and Exchange
Commission, including with limitation our 2022 Annual Report on Form 10-K.

GRI General Disclosures
Intro

Products

Operations

PeopleCommunities

The Organization and Its Reporting
GRI STANDARDDISCLOSURE

LOCATION / DIRECT ANSWER

2-1

Organizational details - Company name and location

Newell Brands, Atlanta, GA

2-2

Entities included in the organization’s sustainability reporting

2022 Form 10-K, p. 1

2-3

Reporting period, frequency and contact point

AnnualYear ended December 31, 2022
media@newellco.com

2-4

Restatements of information

Restatements are noted where applicable throughout this report.

2-5

External assurance

Sustainable Futures was engaged by Newell Brands to conduct an internal audit and provide a third-party review andverification statement as to whether selected GHG/energy consumption, water intake and non-hazardous-disposed waste
data for 2022 calendar year as reported by facilities are reliable for corporate social responsibility reporting purposes.

Activities and Workers			
2-6

Activities, value chain and other business relationships

2022 Form 10-K,: Business, p. 1
Corporate Citizenship Report > Who We Are > p.4

2-7

Employees2022 Form 10-K,: Human Capital Management, p. 6

2-8

Workers who are not employees

We do not report on number of contractors.

2-9

Governance structure and composition

Newell Brands Inc. Corporate Governance Guidelines, pgs. 1-4

2-10

Nomination and selection of the highest governance body

Newell Brands Inc. Corporate Governance Guidelines, pgs. 1-2
Nominating/Governance Committee Charter

2-11

Chair of the highest governance body

Newell Brands Inc. Corporate Governance Guidelines, p. 2

2-12Role of the highest governance body in overseeing
the management of impacts

Newell Brands Inc. Corporate Governance Guidelines, pgs. 4-5

2-13

Delegation of responsibility for managing impacts

Newell Brands Inc. Corporate Governance Guidelines

2-14

Role of the highest governance body in sustainability reporting

Nominating/Governance Committee Charter

2-15

Conflicts of interest

Corporate Citizenship Report > Ethics & Compliance, p. 14
Employee Code of Conduct

2-16

Communication of critical concerns

Communication with the Board of Directors

2-17Collective knowledge of the highest governancebody about sustainable development

Corporate Citizenship Report > Corporate Governance, p. 14

2-18

Evaluation of the performance of the highest governance body

Newell Brands Inc. Corporate Governance Guidelines, pg. 7

2-19

Remuneration policies

2022 Proxy > Executive Compensation, pg. 33

2-20

Process to determine remuneration

2022 Proxy > Executive Compensation, pg. 33

2-21

Annual total compensation ratio

2022 Proxy > Pay Ratio, p. 87

NEWELL BRANDS 2022 Corporate Citizenship Report

Governance			52

GRI General Disclosures
GRI STANDARDIntroDISCLOSURE

Strategy, Policies and Practices		
2-22Statement on sustainable development strategy

CEO Message

2-23

Policy commitments

Government Affairs Policy
Code of Conduct
Vendor Code of Conduct
Conflict Minerals Conduct
Corporate Citizenship Report > Human Rights, pg.. 26
Responsible Chemical Management Policy
Privacy Policy

2-24

Embedding policy commitments

Corporate Citizenship Report > Ethics & Compliance, pg. 14
Corporate Citizenship Report > Responsible Sourcing, pg. 14

2-25

Processes to remediate negative impacts

Corporate Citizenship Report > Ethics & Compliance, pg. 14

2-26

Mechanisms for seeking advice and raising concerns

Corporate Citizenship Report > Ethics & Compliance, pg. 14

2-27

Compliance with laws and regulations

2022 Form 10-K > Environmental Matters, pg. 6

2-28

Membership associations

Corporate Citizenship Report > Corporate Governance > Public Affairs Council, pg. 12		Products

Operations

PeopleNEWELL BRANDS 2022 Corporate Citizenship Report

Communities

53

LOCATION / DIRECT ANSWER

Stakeholder Engagement			
2-29

Approach to stakeholder engagement

Corporate Citizenship Report > Corporate Governance > Stakeholder Engagement pg. 12

2-30

Collective bargaining agreements

Newell Brands maintains strong partnerships with its collective organizations around the world,
including unions, trade unions, local works councils and our European employee forum.

Material Topics			
3-1

Process to determine material topics

Corporate Citizenship Report > Introduction > Our Approach to Corporate Citizenship, pg. 10

3-2

List of material topics

Corporate Citizenship Report > Introduction > Our Approach to Corporate Citizenship, pg. 10

3-3Management of material topic

Corporate Citizenship Report > Design & Innovation, pg. 18

301-1

Materials used by weight or volume

Corporate Citizenship Report > Our Products > Product & Packaging Sustainability, pg. 20
Corporate Citizenship Report > Our Products > Design for Sustainability, pg. 17

301-2

Recycled input materials used

Corporate Citizenship Report > Our Products > Product & Packaging Sustainability, pg. 20

301-3

Reclaimed products and their packaging materials

Corporate Citizenship Report > Our Products > Material End-of-Life, pg. 21

Materials			

Energy			3-3Management of material topic

Corporate Citizenship Report > Our Operation > Climate Change & Emissions, pg. 28

302-1

Energy consumption within the organization

CDP Climate Change 2022, C8.2a

302-2

Energy consumption outside of the organization

Not currently tracked by Newell Brands

302-3

Energy intensity

Not currently tracked by Newell Brands

302-4

Reduction of energy consumption

Corporate Citizenship Report > Our Operation > Climate Change & Emissions, pg. 28

302-5

Reductions in energy requirements of products and services

Not currently tracked by Newell Brands

GRI General Disclosures
GRI STANDARD

IntroProducts

Operations

PeopleNEWELL BRANDS 2022 Corporate Citizenship Report

Communities

DISCLOSURE

LOCATION / DIRECT ANSWER

3-3Management of material topic

Corporate Citizenship Report > Our Operations > Environmental Stewardship, pg. 31

303-1

Interactions with water as a shared resource

Not material

303-2

Management of water discharge-related impacts

Not material

303-3

Water withdrawal

3,961.01 Megaliters

304-4

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

Not currently tracked by Newell Brands

3-3Management of material topic

Corporate Citizenship Report > Our Operation > Climate Change & Emissions, p. 28

305-1

Direct (Scope 1) GHG emissions

Corporate Citizenship Report > Our Operation > Climate Change & Emissions, p. 28

305-2

Energy indirect (Scope 2) GHG emissions

Corporate Citizenship Report > Our Operation > Climate Change & Emissions, p. 28

305-3

Other indirect (Scope 3) GHG emissions

CDP Climate Change 2022, C6.5
Newell is in the initial stages of gathering Scope 3 data.

305-4

GHG emissions intensity

CDP Climate Change 2022, C6.10

305-5

Reduction of GHG emissions

Corporate Citizenship Report > Our Operation > Climate Change & Emissions, p. 28

305-6

Emissions of ozone-depleting substances (ODS)

Not currently tracked by Newell Brands

305-7

Nitrogen oxides (NOX), sulfur oxides (SOX),
and other significant air emissions

Not currently tracked by Newell Brands

3-3Management of material topics

Corporate Citizenship Report > Our Operations > Environmental Stewardship, p. 31

306-1

Waste generation and significant waste-related impacts

Corporate Citizenship Report > Our Operations > Environmental Stewardship, p. 31

306-2

Management of significant waste-related impacts

Corporate Citizenship Report > Our Operations > Environmental Stewardship, p. 31

306-3

Waste generated

Corporate Citizenship Report > Our Operations > Environmental Stewardship, p. 31

306-4

Waste diverted from disposal

Corporate Citizenship Report > Our Operations > Environmental Stewardship, p. 31

306-5

Waste directed to disposal

45% of waste was directed to disposal, and we plan to reduce waste to disposal to 10% by 2025.

Water and Effluents		

Emissions			

Waste

Supplier Environmental Assessment
3-3Management of material topic

Corporate Citizenship Report > Our Operations > Reducing our Footprint Across the Value Chain, p. 30

308-1

New suppliers that were screened using environmental criteria

Corporate Citizenship Report > Our Operations > Reducing our Footprint Across the Value Chain, p. 30

308-2

Negative environmental impacts in the supply chain and actions taken

Corporate Citizenship Report > Our Operations > Reducing our Footprint Across the Value Chain, p. 30

3-3Management of material topic

Corporate Citizenship Report > Our Operations > Reducing our Footprint Across the Value Chain, p. 30

401-1

New employee hires and employee turnoverCorporate Citizenship Report > Our Operations > Reducing our Footprint Across the Value Chain, p. 30

Employment

54

GRI General Disclosures
GRI STANDARD

IntroProducts

Operations

PeopleNEWELL BRANDS 2022 Corporate Citizenship Report

Communities

55

DISCLOSURE

LOCATION / DIRECT ANSWER

401-2

Benefits provided to full-time employees that are notprovided to temporary or part-time employees

Corporate Citizenship Report > Our People > Employee Health and Wellbeing, p. 44

401-3

Parental leave

Corporate Citizenship Report > Our People > Employee Health and Wellbeing, p. 44

Employment		Occupational Health and Safety			
3-3Management of material topics

Corporate Citizenship Report > Our Operations > Safety Across our Sites, p. 35

403-1

Occupational health and safety management system

Corporate Citizenship Report > Our Operations > Safety Across our Sites, p. 35

403-2

Hazard identification, risk assessment, and incident investigation

Corporate Citizenship Report > Our Operations > Safety Across our Sites, p. 35

403-3

Occupational health services

Corporate Citizenship Report > Our Operations > Safety Across our Sites, p. 35

403-4

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

Corporate Citizenship Report > Our Operations > Safety Across our Sites, p. 35

403-5

Worker training on occupational health and safety

Corporate Citizenship Report > Our Operations > Safety Across our Sites, p. 35

403-6

Promotion of worker healthCorporate Citizenship Report > Our People > Employee Health and Wellbeing, p. 44

403-7

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

Corporate Citizenship Report > Our Operations > Safety Across our Sites, p. 35

403-8

Workers covered by an occupational health and safety management system

All employees are covered by their state or country requirements of Occupational S / H requirements.

403-9

Work-related injuries

Corporate Citizenship Report > Our Operations > Safety Across our Sites, p. 35

403-10Work-related ill healthCorporate Citizenship Report > Our Operations > SSafety Across our Sites, p. 35

Training and Education		
3-3Management of material topics

Corporate Citizenship Report > Our People > Talent Engagement & Development, p. 36

404-1

Average hours of training per year per employee

Corporate Citizenship Report > Our People > Talent Engagement & Development, p. 36

404-2

Programs for upgrading employee skills and transition assistance programs

Corporate Citizenship Report > Our People > Talent Engagement & Development, p. 36

404-3

Percentage of employees receiving regular performanceand career development reviews

Corporate Citizenship Report > Our People > Talent Engagement & Development, p. 36

Diversity and Equal Opportunity		
3-3Management of material topics

Corporate Citizenship Report > Our People > Diversity, Inclusion & Belonging, p. 40

405-1

Diversity of governance bodies and employees

Proxy > Board Diversity, p. 26
Corporate Citizenship Report > Diversity, Inclusion & Belonging, p. 41

405-2

Ratio of basic salary and remuneration of women to men

Proxy > Board Diversity, p.26
Corporate Citizenship Report > Diversity, Inclusion & Belonging, p. 41

GRI General Disclosures
Intro

GRI STANDARDDISCLOSURE

LOCATION / DIRECT ANSWER

Supplier Social Assessment		Products

Operations

PeopleNEWELL BRANDS 2022 Corporate Citizenship Report

Communities

56

3-3

Management of material topics

Corporate Citizenship Report > Our Products > Responsible Sourcing & Social Compliance, p. 24

414-1

New suppliers that were screened using social criteria

Corporate Citizenship Report > Our Products > Responsible Sourcing & Social Compliance, p. 24

414-2

Negative social impacts in the supply chain and actions taken

Corporate Citizenship Report > Our Products > Responsible Sourcing & Social Compliance, p. 24

Customer Health and Safety		
3-3Management of material topics

Corporate Citizenship Report > Our Products > Customer Safety & Satisfaction, p. 22

416-1

Assessment of the health and safety impacts of product and service categories Corporate Citizenship Report > Our Products > Customer Safety & Satisfaction, p. 22

416-2

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

Corporate Citizenship Report > Our Products > Customer Safety & Satisfaction, p. 22

SASB Index Household and Personal
TOPIC

Intro

Products

NEWELL BRANDS 2022 Corporate Citizenship Report

CommunitiesRESPONSE / LOCATION

Sustainability Disclosure Topics & Accounting Metrics		
CG-HP-140a.1(1) Total water withdrawn, (2) total water consumed, percentage ofeach in regions with High or Extremely High Baseline Water Stress

Corporate Citizenship Report 2022 > Our Operations > Environmental Stewardship, p, 31

CG-HP-140a.2

Description of water management risks and discussion ofstrategies and practices to mitigate those risks

Corporate Citizenship Report 2022 > Our Operations > Environmental Stewardship, p, 31

CG-HP-250a.1

Revenue from products that contain REACH substances of very high concern (SVHC) Not disclosed, Newell Brands will evaluate our ability to disclose for future reports.

CG-HP-250a.2

Revenue from products that contain substances on the
California DTSC Candidate Chemicals List

Not disclosed, Newell Brands will evaluate our ability to disclose for future reports.

CG-HP-250a.3

Discussion of process to identify and manage emerging
materials and chemicals of concern

Corporate Citizenship Report>Our Products > Consumer Safety and Satisfaction

CG-HP-250a.4

Revenue from products designed with green chemistry principles

Not disclosed, Newell Brands will evaluate our ability to disclose for future reports.

CG-HP-410a.1(1) Total weight of packaging, (2) percentage made from recycled and/or renewablematerials, and (3) percentage that is recyclable, reusable, and/or compostable

Corporate Citizenship Report 2022 > Our Products > Product & Packaging Sustainability, p. 17

CG-HP-410a.2

Discussion of strategies to reduce the environmental
impact of packaging throughout its lifecycle

Corporate Citizenship Report 2022 > Our Products > Product & Packaging Sustainability, p. 17

CG-HP-430a.1

Amount of palm oil sourced, percentage certified through theRoundtable on Sustainable Palm Oil (RSPO) supply chains as (a) Identity
Preserved, (b) Segregated, (c) Mass Balance, or (d) Book & Claim

Not material to Newell’s products or operations.

CG-TS-250a.1

Number of (1) recalls and (2) total units recalled

Corporate Citizenship Report 2022 > Our Products > Consumer Safety and Satisfaction, p.22

CG-TS-250a.2

Number of Letters of Advice (LOA) received

Not disclosed, Newell Brands will evaluate our ability to disclose for future reports.

CG-TS-250a.3

Total amount of monetary losses as a result of legal
proceedings associated with product safety

Not disclosed, Newell Brands will evaluate our ability to disclose for future reports.

CG-TS-250a.4

Discussion of processes to assess and manage risks and/or hazards associated with chemicals in products

Corporate Citizenship Report 2022 > Our Products > Consumer Safety and Satisfaction, p.22

CG-TS-430a.1

Number of facilities audited to a social responsibility code of conduct

Corporate Citizenship Report 2022 > Our Products > Responsible Sourcing and Social Compliance, p.24

CG-TS-430a.2

Direct suppliers’ social responsibility audit (1) non-conformance
rate and (2) associated corrective action rate for (a) priority
nonconformances and (b) other nonconformances

Corporate Citizenship Report 2022 > Our Products > Responsible Sourcing and Social Compliance, p.24

CG-HP-000.B

Number of manufacturing facilities

50

Water Management

Operations

PeopleACCOUNTING METRIC

Product Environmental,
Health, and Safety
Performance

Packaging Lifecycle
Management

Environmental & Social
Impacts of Palm Oil
Supply Chain

Chemical & Safety
Hazards of Products

Labor Conditions in
the Supply Chain

Activity Metrics		
57

TCFD Index
DISCLOSURE FOCUS AREA

RECOMMENDED DISCLOSURE

LOCATIONa) Describe the board’s oversight of climaterelated risks and opportunities.

CDP Climate Change 2022, C1.1a, C1.1b
Corporate Citizenship Report 2022 > Introduction > Corporate Governance, p. 12b) Describe management’s role in assessing andmanaging climate-related risks and opportunities.

CDP Climate Change 2022 C1.2, C1.2a, C1.3
Corporate Citizenship Report 2022 > Introduction > Our Approach to Corporate Citizenship, p. 10
Corporate Citizenship Report 2022 > Our Operations > Our Approach to Corporate Citizenship, p. 28a) Describe the climate-related risks and opportunities theorganization has identified over the short, medium, and long term.

CDP Climate Change 2022 C2.1, C2.1a, C2.1b, C2.2a, C2.3a, C2.4
Corporate Citizenship Report 2022>Introduction > Our Approach to Corporate Citizenship, p. 28
Corporate Citizenship Report 2022>Our Planet > Climate Change and Emissions, p. 28b) Describe the impact of climate-related risks and opportunities on
the organization’s businesses, strategy, and financial planning.

CDP Climate Change 2022 C2.3a, C3.1, C3.1b, C3.3, C3.4, C3.4a
Corporate Citizenship Report 2022 > Our Products > Product & Packaging Sustainability, p. 17
Corporate Citizenship Report 2022 > Our Operations > Climate Change and Emissions, p. 28c) Describe the potential impact of different scenarios,
including a 2°C scenario, on the organization’s
businesses, strategy, and financial planning.

CDP Climate Change 2022 C3.2a) Describe the organization’s processes for identifying and assessing
climate-related risks.
b) Describe the organization’s processes for managing climate-relatedrisks.
c) Describe how processes for identifying, assessing,and managing climate-related risks are integrated into
the organization’s overall risk management.

CDP Climate Change 2022 C2.1, C2.1a, C2.2
Corporate Citizenship Report 2022 > Introduction > Corporate Governance, p. 12
Corporate Citizenship Report 2022 > Our Operations > Climate Change and Emissions, p. 28"a) Disclose the metrics used by the organization toassess climate-related risks and opportunities in linewith its strategy and risk management process.

CDP Climate Change 2022 C6., C8.
Corporate Citizenship Report 2022 > Introduction > Our Approach to Corporate Citizenship, p. 10b) Disclose Scope 1, Scope 2, and, if appropriate, Scope 3
greenhouse gas (GHG) emissions, and the related risks.

CDP Climate Change 2021 C6.
Corporate Citizenship Report 2022 > Our Operations > Climate Change and Emissions > Managing and Measuring our Footprint, p. 29c) Describe the targets used by the organization to manage climaterelated risks and opportunities and performance against targets.

CDP Climate Change 2022 C4.
Corporate Citizenship Report 2022 > Introduction > Our Approach to Corporate Citizenship, p. 10
Corporate Citizenship Report 2022 > Our Operations > Climate Change and Emissions, p. 28

IntroGovernance		Products

Disclose the organization’s
governance around climaterelated risks and opportunities.

Operations

Strategy		PeopleCommunities

Disclose the actual and potential
impacts of climate-relatedrisks and opportunities on theorganization’s businesses,
strategy and financial planning.

NEWELL BRANDS 2022 Corporate Citizenship Report

Risk Management

58

Disclose how the organization
identifies, assesses andmanages climate-related risks.

Metrics and Targets		

Disclose the metrics andtargets used to assess andmanage relevant climate-relatedrisks and opportunities.

Stakeholder engagement
Intro

Being a good corporate citizen means fostering strong, transparent relationships with our stakeholders. Below
is a list of key stakeholders and examples of how we engage with them on corporate citizenship topics.
STAKEHOLDER

Products

Operations

HOW WE ENGAGE· Conducting surveys to understand how we can improve the employee experience
Employees· Establishing programs, including Employee Resource Groups, to help us
build diverse and inclusive teams Providing training on ethical conduct,
unconscious bias, professional development and more
· Offering compensation, benefits and schedule flexibility to remain a workplace of choice· Ensuring the safety of our employees at all our locations

People· Sharing updates on our social compliance program
Customers· Disclosing data to help customers meet their own targets
for emissions reduction and other goals· Creating exclusive products with sustainable attributes and/or sustainable packaging

Communities· Maintaining a Consumer Care team that handles productcomplaints, safety and feedback related to our products
NEWELL BRANDS 2022 Corporate Citizenship Report

Consumers· Desire to grow and thrive in careers· Future of work and flexible work options· Interest in making a positive impact in communities· Engaging and ethical culture· Environmental performance· Respect for human rights· Logistics efficiency· Recyclable or reusable packaging· Transparently sharing information about recalled products· Interest in seeing leading brands speak out on relevantsocial, environmental and civic issues· Monitoring consumer trends to deliver products that meet people’s needs· Desire for products that are safe and responsibly made· Demonstrating inclusivity in the marketing of our products
Investors

Regulators

Suppliers
Community Partners

59

SAMPLE ISSUES OF CONCERN· Providing regular updates on our progress through investor
events and our annual Corporate Citizenship Report· Corporate governance· Climate change strategy· Assessing investors’ ESG priorities relative to our company's corporate citizenship goals· Increasing shareholder value· Participating in third-party safety audits to ensure that our products meet federal standards· Focus on emerging issues related to plastic and resins· Conducting outreach meetings with investor stewardship personnel· Establishing internal processes to meet safety review protocols· Engaging as necessary with governments in countries ofoperation based around international trade and regulation· Conducting audits to ensure responsible sourcing practices and social compliance· Need for clear understanding of sourcing policies· Providing regular training· Interest in training that will create opportunities for increased sourcing spend· Building and managing strategic partnerships with nonprofits whose work aligns withour business, Values and the focus areas of the Newell Brands Charitable Foundation· Philanthropy and employee volunteerism· Positively impacting the communities in which we operateIndependent Third-Party Review and Verification Statement
Independent Third-Party Review and Verification Statement
Intro

Sustainable
Futures
was engaged
NewellBrands (NWL)
to conduct
an internal
audit andprovide a
Sustainable Futures (SF) was engaged by Newell Brands (NWL) to conduct an internal audit
and providea (SF)
third-party
reviewbyandverification
statement
as to whether
selected
GHG/energy
third-party review and verification statement as to whether selected GHG/energy consumption, water
consumption, water intake and non-hazardous-disposed waste data for 2022 calendar intake
year asand
reported
by facilities are reliablefor corporatesocial responsibility
reportingpurposes.
non-hazardous-disposed
waste datafor 2022 calendar
year as reported
by facilities
are reliablefor corporate social responsibility reporting purposes.

Products

Operations

PeopleThis review is made solely to Newell Brands in accordance with the scope of work and terms of our engagement. Our work has been undertaken so that we mightThis review is made solely to Newell Brands in accordance with the scope of work and terms of ourstate to Newell Brands those matters that we have been engaged to state in this reportengagement.
and for no otherpurpose.
To thefullest extent
permitted
law,
do notOur work
has been
undertaken
so that
we mightby
state
towe
NewellBrands those matters that we
haveengaged toreview,state inor
thisand for no otherpurpose.
To the fullest extent permitted by law,
accept or assume any responsibility to anyone other than Newell Brands for our work, forthisbeen
independent
forreport
the conclusions
we havereached.

NATURE AND SCOPE OF REVIEW

we do not accept or assume any responsibility to anyone other than Newell Brands for our work, for thisindependent review, or for the conclusions we have reached.

Natureand Scopeof Review
SF was asked to review the corporate and facility level natural gas, purchased electricity,
consumption
data,
associated GHG emissions, water intake and non-hazardousSF was year
asked2022.
to reviewthe corporate
facility level
natural for
gas,thepurchased
electricity,
disposed waste data reported by the top consumers out of Newell’s facilities for the calendar
As such,SF is notand
providingverification
wider scopeof consumption data,associated GHG emissions, water intake and non-hazardous-disposed waste data reported by the top
emissions sources that Newell collect data and report on (e.g. fuel oil, purchased steam,refrigerants, business travel and vehicle fleet). However, consumption in the reviewed
consumers out of Newell’s facilities for the calendar year 2022. As such, SF is not providing verification forfacilities accounts for over 25% of total consumption and as such represents a significant
uponofwhich
to basefindings
on the collectoverall datareported
KPI values.
thesample
wider scope
emissionssourcesthat Newelland reporton (e.g. fuel oil, purchased steam,refrigerants, business travel and vehicle fleet). However, consumption in the reviewed facilities accounts forCommunities

The energy/GHG data review followed the GHG reporting, and calculation guidelines contained
Greenhouse
Gas
Protocol,over 25%inofthe
total
consumption
andas such publishedrepresents a significant sample upon which to base findings ontheoverallreported
KPI
values.
by the World Resources Institute. The review activities, conducted during December 2022 and March 2023, included:
The energy/GHG data review followed the GHG reporting, and calculation guidelines contained in the· Examining processes and understanding key assumptions and limitations at corporate
level;

Greenhouse Gas Protocol, published by the World Resources Institute. The review activities, conducted· Interviews to understand the data collation, systems and reporting processes at corporate
duringlevel;
December 2022 and March 2023, included:
NEWELL BRANDS 2022 Corporate Citizenship Report● Examining
processes and understanding key assumptions and limitations at corporate level;· Identification of eight sites to represent NWL geographies and business units for the verification
exercise;Interviews
to understanddata collation,systems· Interactions with new data management platform contracted by NWL and dedicated ●accountpersonnel
to checkthereported
data andits and reporting processes at corporate level;
primary sources, as well as to understand onboarding and workflow process and identify
areas of improvement;● Identificationof eight sites to represent NWL geographies and business units for the verification

exercise;· Interview with the sustainability manager of one site to understand the selected sustainability
performance indicators, systems and processes in place and identified areas of improvement; and● Interactions
with newmanagement
contracted
by NWL and dedicated account personnel· A review of sample invoices and primary data on the eight selected sites and other documentary
evidenceof data
the data
at facilityplatform
and corporate
level.

to check reported data and its primary sources, as well as to understand onboarding and workflow

For the purposes of this work, an error or omission was considered to be material if it represented
greaterthan
5% ofof improvement;
the inventory for the facility being reviewed or resulting in a 1% or more
process andidentify
areasvariation of Newell’s total energy consumption. SF has not been involved in defining the● data
to be collectedto this engagement
noronedesigningprocess ofcollection
and reporting.
Interview
with thepriorsustainability
manager ofsite to theunderstandthedataselectedsustainability

CONCLUSIONS●

A review of sample invoices and primary data on the eight selected sites and other documentary
evidenceof the data
at facility
corporate underlevel. the corrective
Based on the work performed, SF has identified no unmanaged material errors or omissions
in the reported
data,
as all andare currently

management of NWL and have been reported to SF. It is our professional judgement thatthecalendaryear
data
theorsustainabilityof naturalgas,
Forthe2022
purposesof this
work,
anfor
error
omission wasKPIs
considered
to bematerial if it represented greater
than
5%
of
the
inventoryforthefacility
being
reviewedorresultingina
1% or more variation of Newell’spurchased electricity, associated GHG, water intake and non-hazardous-disposed waste data are reliable for corporatereporting purposes.
Sustainable Futures, London, UK
07 March 2023

60

performance indicators, systems and processes in place and identified areas of improvement; andtotal energy consumption. SF has not been involved in defining the data to be collected prior to thisengagement nor designing the process of data collection and reporting.
Conclusions

Based on the work performed, SF has identified no unmanaged material errors or omissions in the reported
data, as all are currently under the corrective management of NWL and have been reported to SF. It is our
professional judgement that the 2022 calendar year data for the sustainability KPIs of natural gas, purchased
electricity, associated GHG, water intake and non-hazardous-disposed waste data are reliable for corporate