2020 Sustainability Report

Improving

every

life
Growing our businessby enabling action
and impact on someof humanity’s greatest
challenges.

Science for Circular|

Science for Climate|

Science for Community

Contents

Our leadership

Feature stories

How we work

Who we are

What we create

About report

Message from our CEO

4

Introduction 

10Introduction 

46Introduction

84

Introduction

190

Message from our CSO

6

Feature stories

12

3M Value Model

48

Corporate governance

86

Our customers

192

Site spotlights

34

Our Vision

49Enterprise risk

94

Innovation management

198

Our Values

49

Corporate Code of Conduct

98

Our products

208	Our Strategic 
Sustainability
Framework

50

Human rights

106Compensation

116

Advancing impact

56

Employee programs

120

Communities

60

Health and safety

132

Employee diversity and inclusion

70

Environmental management

140

Recognition

78

Circular materials

146

Climate and energy

160

Suppliers

176

On the cover
In 2019, the 3M Industrial Mineral Products Division California
site installed solar cells containing 3M™ EPE Film. For informationon our renewable energy efforts in 2019, please see “Flipping theswitch on renewable energy.” For information on our technologies
in the renewable energy market, see “Leveraging light for
innovative solar energy solutions.” And for information on our
Industrial Mineral Products California site, see the Site spotlight.

About report, scope, and boundaries

216

Sustainable Development Goals

220

GRI index and UNGC

226

SASB index

236

Assurance statement

238

Metric tables

244

A message from

Mike
Roman

3M is a long-time leader
in Sustainability.

I think often
about theimpact I wantto make on
the worldin my personal life and in theorganization I am honored to lead.
For 3M, our purpose is articulated
in our vision statement, ending with
“improving every life.” It’s also reflectedin our commitment to Sustainability,
which is a value that matters deeply
to our people, to our customers, andto me personally.

4

Our leadership

We started our groundbreaking
Pollution Prevention Pays programback in 1975 — preventing over two
million tons of pollution to date —and we are continuously working tobuild on our leadership. Over the lasttwo decades, for example, as 3M’s
revenues have doubled, we have
reduced our greenhouse gas emissions
by nearly 70%, and moved 35% of ourmanufacturing sites to zero waste.
At the same time, we’ve intensified our
focus on creating a range of innovative
solutions that help our customers be
more sustainable — from glass bubbles
that enable lower vehicle weightand improved fuel economy, to films
that make homes, businesses, andelectronics more energy efficient.
I’m pleased that last year alone, 3M
Science helped our customers avoid
17 million metric tons of emissions,which is the equivalent of taking morethan three million cars off the road.1
The COVID-19 pandemic underscores
the critical role that science and thebusiness community have in solving
global challenges.
As a science-based company, ourhighest priorities have been the safetyof our employees and the safety ofthe public, which includes supporting
our heroic health care workers andfirst responders with vital products
and supplies.

A message from our CEO

I am tremendously proud of how our
96,000 employees have stepped up
with urgency to advance solutions
for all of our stakeholders — from
communities around the globe and thehealth care teams that serve them, toour customers, employees, investors
and business partners.
This shared global experience further
deepens our commitment to continue
advancing science and Sustainability,
which includes our three priority areas:•S cience for Circular: Design solutions
that do more with less material,
advancing a global circular economy•S cience for Climate: Innovate todecarbonize industry, accelerate
climate solutions and improve ourown environmental footprint• Science for Community: Create amore positive world through scienceand inspire people to join us

In 2019, we took several
big actions as part ofthis new framework.
Starting last year, we are formallyembedding Sustainability into every 3M
product, meaning that each new productmust help solve an environmental orsocial challenge. Several new products— such as our 3M™ Smog-reducing
Granules and Scotch-Brite™ sponges
with scrubbing fibers made of allrecycled material — reflect this value.

Additionally, we moved our St. Paul
headquarters to 100% renewableelectricity, while committing to move
our entire global operations across70 countries to renewable electricity
by 2050. And we took several otheractions to accelerate our Sustainability
leadership — from partnering with
Clean Air Asia to create more livable
cities, to establishing a new goal toprovide 300,000 hours of skills-based
volunteerism by 2025.

We also continue toadvance the knowledge
and importanceof science itself.
We’re finding new and more exciting
ways to support STEM education,and you’ll see examples throughout
this report. We have appointed oneof our top engineers, Dr. JayshreeSeth, to be 3M’s first-ever Chief
Science Advocate.
And we continue to partner with
Nobel Media to support science.
In 2019, we hosted events with
Nobel Laureates and students in
Asia, Europe, and Latin America.
Our commitment to Sustainability
includes active management of
PFAS (per- and polyfluoroalkyl
substances) related issues. As witheverything, we are guided by theprinciples of sound science, corporate
responsibility, and transparency, andare committed to being part of thesolution. I encourage you to visit our
PFAS Stewardship website to learn
more about the actions we are taking.

The climate,environmental, andpublic health challenges
the world faces
may seem daunting,but they are notinsurmountable —especially if tackled with acollaborative, purpose-driven, andscience-based approach. In addition
to our ongoing support for the
UN Global Compact, as CEO of
3M, I commit to doing our part andpartnering with others to make thisa decade of action — for the sake ofour business and the greater good.
—M ike Roman
3M Chairman of the Board
and Chief Executive Officer
U.S. Environmental Protection Agency
https://www.epa.gov/greenvehicles/
greenhouse-gas-emissionstypical-passenger-vehicle

Over the last few decades,
3M has reduced ourgreenhousegas emissions by

68%
Since 1975,

2M tonsof pollution havebeen prevented

by our Pollution
Prevention Pays program.

1

In 2019, 3M technologies
helped our customers avoid

17M metrictons of emissions
the equivalent of taking

3M+

cars off the road.

3M 2020 Sustainability Report#improvinglives

5

A message from

Gayle
Schueller
We began directing our efforts toalign with the Strategic Sustainability
Framework announced in November
2018, advancing our core pillars —Science for Circular, Science for
Climate, and Science for Community.
We also implemented a newrequirement, announced in December
2018, that every product entering
3M’s new product commercialization
process must have a Sustainability
Value Commitment (SVC),
demonstrating how it drives impact
for the greater good.

2019 wasa year of
Sustainability
action andcommitmentsfrom 3M.

6

Our leadership

These foundational elements provided
an invigorating start to a year filledwith new commitments, engagements,
partnerships, and progress toward
our 2025 Sustainability Goals. I am
pleased to share some of the highlights,
as well as our commitment to further
action in the months and years ahead.

A message from our CSO

To advance Science
for Circular,
we moved 35.4% of our manufacturing
sites to zero waste to landfill status,
gained membership in the Ellen
MacArthur Foundation CE100, andestablished Circular Economy Working
Groups within 3M to increase the useof renewable and recycled materials.
We built upon 3M’s history of creating
sustainable solutions and collaboratingwith our customers to help themreach their own Sustainability
goals, launching products such as
3M™ Thinsulate™ 100% Recycled
Featherless Insulation, which mimics
the warmth and performance of down
through tiny fibers made from postconsumer recycled plastic.

To advance Science
for Climate,

To advance Science
for Community,

we continued to improve our own
energy footprint. In February, CEO
Mike Roman committed to moving
our entire global operations to 100%
renewable electricity by 2050 throughmembership in the RE100 and doubled
our interim target to 50% by 2025
(having already achieved our goal of25%). Shortly after, we flipped theswitch to 100% renewable sources ofelectricity at our global headquarters.
We expanded upon one of our mostinnovative climate solutions to date —3M™ Smog-reducing and Cool Roofing
Granules — with a commercial
application, allowing buildings of all
types to fight air pollution and risingtemperatures. Externally, 3M hadstrong executive participation and theopportunity to share best practices
with global climate leaders at theUnited Nations Climate Action Summit
and Climate Week in New York City
as well as COP25 in Madrid.

we unveiled an additional 2025
Sustainability Goal. Through the
expansion of 3M Impact, our skillsbased employee volunteer program,
we committed to 300,000 work
hours of service across the globe.
This program builds upon existing
philanthropic and social Sustainability
programs supporting the workforceof the future — both in science,technology, engineering andmathematics (STEM) disciplines, aswell as skilled trades. 3M products
are improving lives around the world,whether it’s increasing physician
productivity with our M*Modal®
Fluency Direct™ speech recognition
system or responding to the global
crisis by rapidly ramping productionof personal protective equipment,such as the 3M™ 8210 (N95) and3M™ 8511 (N95) respirators, aiding
the fight against wildfires and theglobal outbreak of the COVID-19
pandemic. According to the World
Health Organization1, more than sevenmillion people die prematurely eachyear due to air pollution. Because
most of the world’s 50 most polluted
cities are in Asia, we formed a newpartnership with the international
non-governmental organization Clean
Air Asia, which will leverage 3M’s
expertise to improve air quality andthe lives of people in New Delhi andmetro Manila.

I am proud that
Sustainability
remains at theheart of 3M.
It anchors purpose-driven innovationin our products, manufacturing
processes, and new technologies —and we’re always trying to do more.
We know that together with our
employees, customers, partners,
government, and communities, we
can collaborate to solve sharedglobal challenges and achieve thefuture vision we seek. As always,
I look forward to sharing our progress
at 3M and partnering with others to
improve lives around the world.
— Gayle Schueller
Vice President andChief Sustainability Officer
World Health Organization. https://www.who.
int/health-topics/air-pollution#tab=tab_1

1

3M 2020 Sustainability Report#improvinglives

7

Feature
Whostories
we areIntroduction

10

Collaborating for a circular economy

12

Embedding Sustainability

14

Parka partnership makes history 

16Flipping the switch

18

Cooler trains20

Leveraging light

22

Taking inventory

24

Working to combat antimicrobial resistance 

26

Helping close the skills gap28

Making an impact around the world

30

You make it real: STEM + VR

32

Site spotlights

8Feature stories

Introduction

Columbia, Missouri

34

Kuan-Yin, Taiwan

36

Springfield, Missouri

38

3M IMPD, California

40

Nevada, Missouri

42

3M 2020 Sustainability Report#improvinglives

9

3M ata glance

Our four business groups

Our Vision

Transportation
Safety & Industrial & Electronics

Health Care

Consumer

3M Technology Advancing Every Company
3M Products Enhancing Every Home
3M Innovation Improving Every Life

Sales in~200
50+

countries

customer centersaround the world$1.9 billion

in R&D spend

One of30

companies on the
Dow Jones Industrial Index>120,000
patents

More than800 brands

100+ straight yearsof dividends$32.1 billion*

in sales

96,000employees globally

51 Technology Platforms

applied across four business groups>200 sites
Over$11.6B$9.60B$7.43B$5.09B

2019 sales

2019 sales

2019 sales

2019 sales

Our markets

Our markets

Our markets

Our markets

Abrasives$1.41B$1.25B

Drug delivery$0.41B$1.24B$0.34B$1.94B

Home care$0.99B$1.11B$1.76BHome
improvement$2.31B

Electricalmarkets$1.20B

Commercial
solutions

Healthinformation
systems$1.18B

Closure andmasking

Automotive andaerospace

Food safety

Consumerhealth care

$0.38B

Automotive
aftermarket

Advancedmaterials

Stationery andoffice supplies$1.37B$3.71B

Medicalsolutions$3.41B

Electronics

Industrial
adhesives
and tapes$2.74B

Transportation
safety$0.95B

Oral care$1.32B$0.79B

Personal
safety$3.51B

Separationand purification
sciences

Roofing
granules$0.37B

55,000 products*In addition to our four business groups, $32.1B includes elimination of dual credit, and corporate and unallocated business segments.

10

Feature stories

Introduction

3M 2020 Sustainability Report#improvinglives

11Collaborating
for a circular
economyby joining the Ellen MacArthur
Foundation CE100
In 2005, Ellen MacArthur
became the fastest person
to sail single-handedly
around the globe.
The 71-day, 27,000-mile journeyrequired scrupulous planning, since
what she took with her on the sailboat
had to last for the entire race. “Wemanaged it down to the last dropof diesel and the last packet offood,” she said in a 2015 TED Talk.
The experience gave her a very real
understanding of what it meant to havea finite set of resources. “Suddenly,
I connected the dots. Our global
economy is no different. It’s entirely
dependent on finite materials we only
have once in the history of humanity,”
she said.
For more than 150 years, our economy
has been linear. We take products outof the ground, make something, anddispose of it once we are finished with
it. A linear economy uses things up andcreates waste, and it is not sustainablelong-term — our natural resources aredwindling and won’t last forever.

12

Feature stories

Ellen wanted to change this, so sheleft the sport of solo sailing andshifted her focus to creating a more“circular” economy — where resources
and power are recirculated andregenerated, rather than used andthrown out. Set on finding a new way
to design, make, and use things within
the boundaries of our planet, the Ellen
MacArthur Foundation was created in2010 with three guiding principles:
1. Design out waste and pollution
2. Keep products and materials
in use3. Regenerate natural systems
In 2019, 3M joined the Ellen
MacArthur Foundation’s Circular
Economy 100 (CE100), the world’s
leading circular economy network,
which brings together businesses,
innovators, cities, governments, anduniversities committed to working
together to learn, share knowledge,
and build new approaches.

Science for Circular

Joining the CE100 is part of 3M’s
strategic focus on Science for Circular,
with the ambition to design solutions
that do more with less material,
advancing a global circular economy.
“We are delighted to welcome 3M,
another major U.S. brand taking
a leadership position on circular
economy,” says Joe Murphy, theCE100 lead for the Ellen MacArthur
Foundation. “We look forward to
3M contributing to our diverse anddynamic community to achieve faster,
greater success than any individualorganization could alone.”

Circularity at 3M
Two new products that demonstrate
how 3M scientists innovate to create
products that promote a circular
economy are:
• Scotch-Brite® Heavy Duty
Scrub Sponges, sold in the
United States, made with 100%
recycled scrubbing fibers• 3M™ Thinsulate™ 100% Recycled
Featherless Insulation, made from
100% recycled plastic bottles

Photo credit: GreenBiz Group

Within its supply chains, 3M also
continually looks for ways to recover,reuse, and recycle byproducts andother surplus materials.
3M’s Health Care Service Grouphelps extend the life of about 150,000
devices each year globally, whichkeeps electronic waste out of landfills.

3M is also moving tomore recycled andrenewable materials
in its product andpackage designs.
We have removed PVC from more than
500 SKUs in an effort to improve therecyclability of our packaging. We havealso joined the How2Recycle® programand have labeled close to 300 consumer
products with recycling instructions.
We created Lava™ Zirconia all‑ceramic
dental restorations in 2001. While
the original system included a singlepatient block of zirconia mounted in

Reducing paper instruction
inserts is projected to saveplastic “frames” to protect the productduring shipping and enable robotic
handling of the material, the latest
advancement helps dentists and dentallabs make the most of their evolving
milling technology, providing themwith options that reduce the numberof steps and materials required to
produce crowns and bridges.

86

Through careful control of raw
materials and a wide range of zirconia
processing equipment now available
to dental labs, the latest advancementof the product, Lava™ Plus Zirconia,
can be reliably shipped in a new
multi-patient disc format. This newformat allows for multiple restorations
to be milled from a single zirconia
disc, eliminating the need for thesurrounding plastic frame. In addition,
there is no need for a porcelain overlay
or the steps required to make one.
And if a dentist starts with a digital
impression, the lab will work with that
file, avoiding the need to generatea gypsum-based model otherwise
required for lab work. Labs anddentists can go model-free, with lessmaterial left behind at the dental lab.

We collaborated with NIOSH (National
Institute for Occupational Safety and
Health) to reduce paper instruction
inserts for respirator cartridges.
Customers said our respirator packages
came with too much paper and felt
the required inserts were not adding
meaningful clarity. NIOSH listened
to the feedback, re-evaluated its
requirements, and is authorizingchanges to reduce the number of paper
inserts. 3M’s first-wave implementationof this change is projected to save
86 tons of paper annually. It is agreat example of helping customers
meet their Sustainability goals while
maintaining performance and healthand safety standards.

tons of paper annually.

3M 2020 Sustainability Report#improvinglives

13

Embedding
Sustainability
into every new product3M launches hundredsof new products eachyear, spanning nearly
every industry.
Beginning in 2019, each 3M
product entering the new productcommercialization process will include
a Sustainability Value Commitmentthat demonstrates how it drives
impact for the greater good.
This new, formal requirement embeds
Sustainability into the pipeline that
produces 3M’s diverse global products.
Historically, about one-third of 3M’s
annual sales come from products
created in the past five years, so theimpact will expand greatly with eachsuccessive year.
Beyond impacting 3M’s own operations,another primary reason for the goal
is to help customers achieve their
Sustainability goals. This new productgoal creates even more opportunities tocollaborate with customers on solutions
that improve lives around the world.
Examples of 3M’s Sustainability
Value Commitment for new products
include reusability, recyclability,
energy savings, waste reduction, watersavings, responsible sourcing, andthe use of renewable materials
appropriate to the specific product,from the beginning to the end of eachproduct’s life cycle.

14

Feature stories

This commitment can also include
products with a core purpose ofhelping to solve an environmental orsocial challenge, such as improving
air quality, reducing greenhouse gas
emissions, and improving worker
and patient safety in health care andindustrial settings. 3M will measure
the progress and impact of thiscommitment and report on it annually.
“Sustainability has always been at thecore of 3M — but we’re looking to do
more,” said Chief Technology Officer
John Banovetz, when he announced
the new product requirement. “We areproud to formalize our commitment
to this next step in innovating for asustainable future.”Requiring Sustainability Value
Commitments in all new products
entering the new productcommercialization process builds on
3M’s history of creating productsthat emphasize reuse, recycling,
and reduced resource use for 3M’soperations and for their customers.
Those products are wide-ranging,including energy-saving window films,
materials that help in lightweighting
vehicles, and water and wastereducing cleaning solutions.

Science for Circular

Products thatincorporate the
new 2019 requirement
span all 3M
business groups.

• The 3M™ Molecular Detection
System is a rapid molecular methodwith ready-to-use pre‑dispensed
reagents, a single protocol for all
pathogens, and the ability to test
for multiple types of pathogens
simultaneously. When used withthe 3M™ Molecular Detection
Assay 2 — Salmonella, the systemis the primary Salmonella testing
method of the USDA Food Safety
Inspection Service and has
been validated and certified bynumerous international and regionalorganizations.

The 3M Molecular Detection
System reduces energy andwater use, waste generation, andgreenhouse gas emissions relative
to traditional Salmonella culture
methods because the result isobtained via a streamlined test
for a unique Salmonella genetic
sequence, without the needfor multi-staged cultural andbiochemical tests performed
individually in Petri dishes and test
tubes. This simplified molecularmethod uses fewer consumablematerials and less energy in orderto screen out negative samples

A few examples include:• The Post-it® Flex Write Surface isa whiteboard surface that can be
written on with permanent markers.
To remove the marker, just spray itwith water and wipe it off. Regular
dry erase markers also work on thissurface and can simply be erased.
Post-it Flex Write Surfaces can beused to refurbish poorly performing
dry erase boards and chalkboards,
which reduces landfill additions.
The adhesive on the productcontains at least 60% plant-basedmaterial. The lightweight rolls weigh9% of what a leading whiteboardof the same size weighs, which
reduces the transportation footprintand decreases customer shipping
costs. The liner, core, and box arealso recyclable. Permanent markers
can be removed from the surface
with water instead of solvent• 3M™ Natural Pozzolans, an SCM(supplementary cementitious
material) used in the makingof concrete, has an impactful
Sustainability Value Commitment.
This product helps reduce CO2
emissions as a 1:1 replacement of
cement in concrete, a very large
global source of CO2 emissions(from cement’s calcining step).
It is estimated that each ton of SCM
used to displace cement reduces
CO2 emissions by 0.75 tons
• 3M™ Envision™ Print Wrap Films
are made in part with bio‑basedmaterials and are made without
PVC, phthalates, or halogens.
3M Envision Print Wrap Film
480mC has earned the prestigious
GREENGUARD™ Gold Certification,
awarded to products passing strict
testing standards for low emissionsof volatile organic compounds
into indoor environments

3M 2020 Sustainability Report#improvinglives

15

Parkapartnershipmakes history

by introducing 3M Thinsulate
100% Recycled Featherless Insulation
In November 2019,
Minneapolis-basedouterwear brand Askov
Finlayson, known
for its celebration of
winter and the hashtag#KeepTheNorthCold,
introduced what they
are calling the world’s
first climate positive
winter parka —which they say is made from“radically sustainable materials createdby a climate positive business.”
The Winter Parka, as it is aptly
named, is the first product to feature
the new 3M™ Thinsulate™ 100%Recycled Featherless Insulation, whichbecame available in September 2019.
The featherless insulation is madefrom recycled plastic bottles — andis an example of 3M’s commitment tousing science to advance the circular
economy, part of which involves
designing solutions that keep products
in use instead of creating waste.

16

Feature stories“All the fibers are post-consumer
100% recycled polyester with highperformance,” explains 3M’s Lead
Specialist Application Engineer
Ken Cox. “It’s the kind alternative
to natural down.”
When Askov Finlayson decided tocreate a climate positive parka, thelook and design were critical. “We had
the environmental/Sustainability focus
on it from the get-go, but part of being
sustainable is having a design thatyou will want to wear year after year,
and made in a way that’s going to lastyear after year,” says Askov Finlayson
Marketing Director Laura Smith.
Connecting all the elements — design,
performance, and Sustainability —became their focus. As they began
looking at insulation, the options were
either down or a synthetic product.
They were interested in synthetic
insulation because of its performance
benefits and leading Sustainability
innovation.
“Spending time with polar explorer
Will Steger and looking at his oldouterwear gave us inspiration,” says
Devin O’Brien, Askov Finlayson’sVice President of Marketing.

Science for Circular“Every parka of his had a 3M Thinsulate
patch on it. 3M was a partner ofhis, and we thought, ‘3M has reallyinvested in this — maybe they can do
it with us.’”The Askov Finlayson team set up an
informational meeting with 3M, during
which they learned about the 3M
Thinsulate 100% Recycled Featherless
Insulation. It was an exciting option,
but would it perform up to Askov’s
requirements? They began testingit, and according to Smith, “it kept
passing every test we could put infront of it.”
When washed, many other insulation
options tend to ball up and clump
together — but 3M’s didn’t, even after
10 washes. Because of this, Askov
was able to design the structure of
the jacket so the finished productfeels like down — a huge win froma design standpoint.
“Our entire design team, with decadesof collective technical apparelexperience, has never seen a synthetic
product that feels as close to down
as the 3M Thinsulate 100% Recycled
Featherless,” says O’Brien.

“We sampled our parka in down andsynthetic fibers from a few sources,
and we had a hard time telling the 3M
product apart from natural down.”
The new featherless insulation had
not yet been released to the market,
but since the quantity the Askov teamneeded was small in the scheme of
3M production, they were able toget the product ahead of time.
They launched in November 2019with 3,000 parkas, each using about
17 recycled plastic bottles worth of
insulation,* with a plan to expand
production for next season. According
to Askov Finlayson founder Eric
Dayton, “The fact that this partnershipcame together, and the technology
was already being developed here, issomething that is hugely valuable tous. I love that it’s a local partnership
between two companies in Minnesota,”
he says.

“But our understanding of recycled
fibers and how we would use themand blend them into our products has
improved. We had the internal tools.
It’s the onward march of science.”
3M Thinsulate 100% Recycled
Featherless Insulation has received
the OEKO-TEX® Standard 100 Class I
Certificate, is bluesign® approved andis certified to the Global Recycled
Standard (GRS) by Control Union
Certifications, which verifies recycledmaterial and tracks it from the source
to the final product.

Each parka uses

~17

recycled plastic bottles
worth of insulation.**Calculation is based on a 20-gram plastic
bottle and the average 3M Thinsulate 100%Recycled Featherless Insulation usage for
The Winter Parka from Askov Finlayson(Male and Female fit, size S to XL).

Getting from 75%
to 100% recycled
The new 3M Thinsulate 100% Recycled
Featherless Insulation is 3M’s latest
step in creating filling that uses
recycled content. Two years ago, 3M
launched a 75% recycled productusing a two-fiber blend. “Marmot was
one of the earliest adopters of the
75% recycled product and one of thestronger voices wanting to move in that
direction,” says Cox. Marmot and otherouterwear companies are evaluating
the new 100% recycled product for
their 2020/2021 product lines.
“It was a little bit of a hurdle to get to100% and the high performance wewanted,” says Cox, who worked witha broad team in both China and theUnited States to bring the featherlessinsulation to market.

3M 2020 Sustainability Report#improvinglives

17

Flipping theswitchon renewable energy
On March 1, the 409‑acre
campus at 3M’s global
headquarters flipped
the switch to become
powered by 100%
renewable electricity.
This was the first step in a commitment
to move to 100% renewable electricity
in all its facilities around the world,
beginning with its own headquartersin St. Paul, Minnesota.
As part of this commitment, 3M joined
RE100, a global corporate leadershipinitiative led by The Climate Group in
partnership with CDP (formerly known
as Carbon Disclosure Project), thatbrings together influential businesses
committed to sourcing 100%
renewable electricity. 3M has set aninterim target to obtain at least 50%
of its total electricity from renewables
by 2025 and 100% by 2050.
Committing to wind and solar powersources is part of 3M’s strategic
focus on Science for Climate, with theaspiration to innovate to decarbonize
industry, accelerate global climate
solutions and improve the company’senvironmental footprint. The
commitment will help decrease
greenhouse gases produced by 3M,
already down 68% since 2002.

“By joining RE100 and switching to 100%
renewable electricity globally, 3M isbuilding Sustainability into its businessgrowth strategy and showing thatthe two go hand in hand,” says Helen
Clarkson, CEO of The Climate Group.
“Seeing such a large manufacturer
commit to ‘go all in’ on renewables to
produce sustainable new products isan encouraging step forward.”
With this commitment, 3M has
become the largest company inpartner Xcel Energy’s Midwest service
area of nine states to move to 100%
renewable electricity. The majorityof the power for 3M’s headquarters
will be supplied by Xcel wind farms
located near Pipestone, Minnesota.

Since 2002, greenhousegases produced by 3M

have decreased by68%

New solar farm
powers 3M Industrial
Mineral Products
Division (IMPD) site
In sunny California, a new solar farminstalled on a hill above 3M’s IMPD
site provides 20% of the plant’s total
electricity.
The 1-megawatt solar system willproduce 2.6 million kilowatt-hoursof electricity each year — enough to
supply power to about 750 homes.
The site will also sell back excess
power to the grid during peak times.
The 70-year-old plant manufacturesroofing granules, including theaward‑winning 3M™ Smog-reducing
Granules and 3M™ Cool Roofing
Granules that help reduce pollution
and improve public health.
“Although a lot has changed overthe past 70 years, one thing thatremains consistent is 3M IMPD
California’s commitment to advancing
Sustainability and continually improving
our operations and products,” says
Site Manager Angie Byars.
The solar farm is helping advance
3M’s goal of providing 50% of thecompany’s electricity from renewablesources by 2025.

Solar panel installation at
3M Canada headquarters

This energy generation helped the50‑acre site progress toward its goal of
reducing energy use by 3% per year.
“The solar panels at our headquarters
are a tangible symbol of ourSustainability culture,” says 3M Canada
Sustainability Director Richard
Chartrand. “In addition to generating
renewable energy, they serve as adaily reminder to 3M employees of
the company’s global commitment.
Canada’s solar panel installation is oneof the steps we’re taking to engage
employees in Sustainability every day.”
While 3M converts its operations towind and solar power, the company
continues to support the global
renewable energy sector by producing
solutions for customers that improve thereliability and efficiency of renewableenergy, including solar and wind.

In 2019 alone,
3M’s products
helped customers
avoid more than
17 million metrictons of greenhousegas emissions.
“We are continuing to step up ourleadership toward a more sustainable
future — in our own operations andin solutions for customers,” says
3M CEO Mike Roman.

Also contributing to 3M’s Science for
Climate goals is a 10-kilowatt solar panelthat was installed on the rooftop of
3M Canada’s headquarters in London,
Ontario. The system went live in spring2019 and generated 12,000 kilowatthours by the end of the year.
Photo credit: Lumos Solar

18

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Science for Climate

3M 2020 Sustainability Report#improvinglives

19

Cooler trains
thanks to a new 3M coating

It’s a hot summer day, and you haveto get to work. You squeeze onto thecrowded train. It isn’t air-conditioned.
Outside, the temperature approaches
90˚F (32˚C). Inside the train, it’s about
five to seven degrees hotter.
In India and other countries inSoutheast Asia, this is reality. The
outdoor temperatures are summer‑likeyear-round, and the train cars can getvery hot; in fact, North India reported
four casualties1 due to the stifling heaton trains without air-conditioning
during a two-week heat wave in 2019.

By reducing
the heat thatpenetrates thecabin, it reduces
the power
consumption
needed for air
conditioning thetrains by morethan 20%.2

A 3M product is
helping to reduce thetemperature in thesetrains by as much as 15%.
3M™ Scotchkote™ RG 700 Solar
Heat Reflective Coating is a coatingthat reflects heat from the sun
without absorbing it, effectively
reducing the temperature inside trains
and other enclosed structures likeluxury buses, industrial sheds, andoutdoor enclosures with electronic
components.
The Indian government’s railway
department partnered with 3M to add
the coating to the roofs of passenger
trains in order to reduce the temperatureinside and increase passenger comfort.
By the end of 2019, Scotchkote RG
700 had been applied to more than
100 non-air-conditioned train cars,
or coaches, with 150 more planned.
The priority has been to apply thecoating to non-air-conditioned trains,
but even trains with air conditioning
get hot — and can benefit from
Scotchkote RG 700. By reducing
the heat that penetrates the cabin, it
reduces the power consumption needed
for air-conditioning the trains by morethan 20%.2

How does it work?
A special pigmented formulationreflects solar radiation and reduces
the temperature of the metal on which
it’s coated. The chemistry of thisdurable water‑based paint formulation
allows for outdoor application, withan expected life of 10 years.3
3M India scientists began developing
Scotchkote RG 700 in 2016. By 2018,
small batches were being produced
and tested. In January 2019, they
started producing it for widespreadcommercial use.

The water-based
product is low-VOC,
making it the firstof its kind in India.
Next up are similar projects in
Singapore and Germany.
That’s a lot of cool customers.
The Independent.
https://www.independent.co.uk/news/
world/asia/india-heatwave-traindeaths-weather-temperature-hindupilgrimage-jhansi-a8954736.html

1

Based on a joint exercise conducted anddata collected by 3M and Indian railways
inside air-conditioned (AC) coaches.

2This is the expected life based on artificial
accelerated weathering results, whichcorresponds to 10+ years of expected life.

3

20

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Science for Climate

3M 2020 Sustainability Report#improvinglives

21

Leveraging
light

for innovative solar
energy solutions

Innovative solar solutions
Although solar modules don’t have a lotof components, and many of them arecommoditized, plenty of high-value
needs still exist, especially around thebetter use of light. The team hascommercialized several products tomeet these needs, including thefollowing:

Light Redirecting
Film (LRF)“Can 3M’s treasurechest of technologies beleveraged to help drive
widespread adoptionof renewable energy?”
That was the question the Renewable
Energy Solutions Team in the 3M
Electrical Markets Division (EMD)
aimed to answer when it was formed
in 2009, according to 3M Global
Wind & Solar Light Management
Business Manager Mike Strommen,
PhD. The idea was to combine 3Mtechnologies to create solutions forhigh-value needs in solar and windenergy systems.
“Our products make solar modules andwind turbines more reliable1 and lower
the cost of renewable energy,” says
Strommen, “so we are in the bullseyeof Sustainability.”

22

Feature stories

In a typical solar module, up to 15%of the exposed area is non-active,
which means that light striking thoseparts cannot be converted into
electricity. Thin wires called tabbing
ribbons cover some of the cell material,
reducing the power output. Also, thespace between individual solar cells
represents an additional non-active
surface. 3M created a product called
3M™ Light Redirecting Film (LRF) that
captures this previously wasted light.
LRF is a reflective mirror film that isplaced over the tabbing ribbons andbetween cells to reflect light from
non-active areas of solar modules onto
the parts of the cells that do produce
energy, increasing the energy output
by approximately 4%. 2
The technology used to create LRF
was adapted from a product called
3M™ Brightness Enhancement Film,used in LCD monitors.

Science for Climate“This was a great example of the
3M product innovation model,” says
Strommen. 3M leveraged thattechnology and applied it to a new
industry with very different needs interms of durability. Instead of having
the film tucked away inside an LCD
monitor where it is mostly protectedfrom the elements, it needed to be
used outdoors under intense light, highmoisture levels, and wide temperatureswings. This presented the team witha whole new set of challenges, but“we are really good at light management,
and really good at making weatherable
films, so this was a natural fit for 3M’scapabilities,” Strommen says.

Ultra Barrier Solar Film

Solar Radiative Film

Most solar modules have a glass
layer, are inflexible, and fairly heavy.
3M™ Ultra Barrier Solar Film (UBF) acts
as a replacement for the glass layer —it is flexible, lightweight, durable, andcan even be rolled up. It is a solar
solution for anywhere flexibility isneeded. UBF is the result of a decadeof transparent barrier technology thatis protected by more than 40 patents.
It is also a solution for buildings that
can’t handle the heavy load of typicalsolar panels and can work on curved
surfaces — one 3M customer has
even used the film on headsets, where
the power generated by the flexible
photovoltaic cell means the headsets
may never need to be plugged in or
charged. The future possibilities are
exciting to consider.

A newer, up-and-coming 3M solar
energy product is called 3M™ Solar
Radiative Film. This film is forcustomers needing more energyefficient cooling systems, suchas those used for grocery store
refrigeration, building air conditioning,and data center cooling. The
innovative film is actually cooler
than the ambient air temperature.
This non-intuitive property is achievedby reflecting nearly all incoming
light from the sun, while at the sametime radiating energy to the sky.
When used in sky-facing panels thatare in contact with a closed fluid
loop, the film has the potential
to efficiently remove heat fromcooling systems, which can resultin significant energy savings.3

3M will continue to leverage its Light
Management Technology Platformto provide innovative solutions that
reduce the cost and increase thereliability of solar energy systems.
And light management is just one of 51
Technology Platforms that 3M combines
and uses every day as the company
continuously innovates to drive toward
a future of clean, inexpensive, reliable,
and ubiquitous energy.

1 emonstrated during internal and customerD
testing. Some testing is available publicly,
such as https://www.energy.gov/sites/prod/
files/2014/01/f7/pvmrw13_ps5_3m_nachtigal.pdf.
3M and customer data shows an approximately
2% gain from LRF over tabbing ribbons and a 2.3%
gain from LRF between cells. These numbers areconservative and change based on module design.

2

3

Based on current field trial data.

Currently, over 300 million solar
modules are produced each year
industry-wide, and 3M Light
Redirecting Film is used in about
one-sixth of them. “LRF is three years
in, and it’s already making an impact
by reducing the cost of solar energy,”
says Strommen. “It’s not speculative.
3M is making a real difference.”

LRF increases
energy output by
approximately

4%

2

3M 2020 Sustainability Report#improvinglives

23

Takinginventoryof greenhousegas emissions
As a company rooted in scientificexploration and the belief that every
problem has a solution, in 2019,3M embarked on a journey to calculate
downstream Scope 3 greenhousegas (GHG) emissions.
“I cannot stress enough how leadingedge this is,” says Sustainability expert
Lisa Grice, Executive Director, North
America, Anthesis Group. “In my
experience, I am not aware of anothercompany with as broad a portfoliothat has done this. 3M is breaking new
ground and showing other companies
it can be done.”The World Resources Institute(WRI)/World Business Council
for Sustainable Development (WBCSD)
GHG Protocol Corporate Accounting
and Reporting Standard, used bymore than 90% of Fortune 500
companies, is an international
accounting tool that helps businesses
understand, measure, and manage
their GHG emissions. The GHG
Protocol separates emissions into
three categories:
Scope 1 — All direct emissions
from sources that are owned orcontrolled by a company. Examples
include a company’s facilities andowned vehicles.

24

Feature stories

Photo credit: ©FAO/Alessia Pierdomenico

Scope 2 — All indirect emissions
from the generation of energy
purchased by the company.
Examples include purchased
electricity, heating, and cooling.

It took three years to create the Scope 3
Accounting and Reporting Standard,and 3M was one of the companies thatroad tested it before it was released by
the GHG Protocol in 2011.

“We weren’t
required to do anyof this,” says Mader.

Scope 3 — All other indirectemissions, not included in Scope 2,
from sources that are not owned orcontrolled by the company but are
related to the company’s activity —for example, the energy used by aconsumer who buys and plugs in a
Filtrete™ Room Air Purifier.

Scope 3 includes 15 separate
categories of emission sources,
both upstream and downstreamof operations, and, as explainedon the GHG Protocol website,“allows companies to assess their
entire value chain emissions
impact and identify where to focus
reduction activities.”“The standard we follow called out an
exemption for complex companies
like 3M.” And yet they felt it was not
only the right thing to do, it was also
necessary in order to take the next
steps toward reaching 3M’s corporate
Sustainability goals.

Since 2002, 3M’s EHS (Environment,
Health and Safety) Laboratory has
calculated the company’s Scope 1
and Scope 2 emissions on an annual
basis, and 3M has reduced its overall
Scope 1 and 2 emissions by 68.1%
while growing our business.

What makes Scope
3 different?
Scope 1 and Scope 2 GHG emissions
are difficult to calculate for a diverse,
highly technical manufacturing company
with more than 200 facilities in over
70 countries.
Scope 3 emissions, as defined by
the Corporate Value Chain (Scope 3)
Accounting and Reporting Standard,
are even more difficult to calculate
because of the sheer number of 3M’s
products and diverse product portfolio.

Science for Climate“We looked at Scope 3 [in 2011], andit was too daunting for us to evencontemplate,” says EHS Laboratory
Manager Brian Mader, “but in 2012,
we were able to start calculatingsome of those categories.”
The lab calculated Scope 3 categories
one through eight and category 13, but
due to the complexity of 3M’s multiple
businesses and 55,000 products,
categories nine through 12 were notevaluated (and categories 14 and 15
do not apply to 3M’s structure).
In 2019, the EHS Laboratory took on
the formidable task of calculating
categories nine through 12(9: Transportation and distribution;
10: Processing of sold products;
11: Use of sold products; 12: End-of-life
treatment of sold products).

3M has had GHG reduction goals
since 2007. To continue its industryleading efforts to reduce its own
GHG emissions, they wanted tocreate a goal in line with the levelof decarbonization required to keep
global temperature increases below
1.5°C compared to pre-industrial
temperatures, in alignment with theIntergovernmental Panel on Climate
Change (IPCC).
As Mader explains it, there canonly be a finite amount of GHGs in
the atmosphere before the global
temperature rises more than 1.5°C.
With this detailed science-based
analysis, 3M will be able to look atwhere they are today and will thencreate a plan to do their part tokeep the level of GHGs below thiscritical value.

How they did it
The first step in 3M’s current
Scope 3 work was compiling the SKU
data for all 55,000 3M products aswell as the quantity of each SKU soldand the size or mass of the product.
Next, they distilled the 55,000 down
to those with a material Scope 3
GHG footprint and identified 300
fundamental categories based on thecomposition and use of each product.
Emission factors were then determinedfor each product category.
From there, based on data collected,
they worked to calculate the emissions
for each of the Scope 3 categories.
“The internal 3M collaboration wasinvaluable,” Grice says. “The fact that
3M was able to get all the right people
to collaborate and gather all the dataneeded was impressive.”
By the end of 2019, 3M developed
methodologies to calculate Scope
3 categories nine through 12. Dueto these new extensive calculations,
quality assurance processes are being
developed in 2020. Results of these
efforts will be published in the 2021
Sustainability Report.

3M reduced overall Scope
1 and 2 emissions by

68%
Goal setting

Once 3M has the data, the next stepis to evaluate pathways toward its goalby determining what makes sense for3M as a company and what they canachieve as far as reducing their carbon
footprint. 3M’s global Sustainability
team, including Chief Sustainability
Officer Gayle Schueller, will workwith the different 3M businessgroups to identify top priorities andopportunities to advance 3M’s actions
on Science for Climate.
In addition to 3M’s focus on Science
for Climate, the calculations will help
inform 3M’s activities around Science
for Circular — especially the Scope
3 category 12, which includes theemissions associated with end-of-life
treatment of sold products.

3M 2020 Sustainability Report#improvinglives

25

Working
to combat

antimicrobial resistance
Since the introductionof penicillin in the
1940s, resistance toantibiotics has beena known occurrence
but was considereda minor problem.
However, in recent years, as thedevelopment of new antibiotics
has decreased and the use of
antimicrobials has increased, asurge of drug-resistant infections
is visible across the globe and is
now defined in broader terms as
antimicrobial resistance. The
World Health Organization (WHO)estimated in a 2019 report that atleast 700,000 people die each year
due to drug-resistant diseases, andby 2030 antimicrobial resistancecould force up to 24 million people
into extreme poverty.1
In 2015, member states of the United
Nations (UN) unanimously adopted
Sustainable Development Goals(SDGs) to “end poverty, protect theplanet, and ensure that all people enjoy
peace and prosperity by 2030.” As
one of the SDG’s 17 interrelated goals,
the UN added this focus on healthcare access: “Ensure healthy lives andpromote well-being for all at all ages.”
In 2016, for only the fourth time in thehistory of the UN, a high-level meeting
focused on health care was convened.

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Feature stories

Photo courtesy of Foreign Policy

The topic of thishistoric UN meeting
was the growing
global antimicrobial
resistance problem.
Since 2016, the member states of
the UN and the WHO have beenworking together to address the
problem of antimicrobial resistance,
looking at multiple approaches to andacknowledging the interconnectednature of the problem across the foodchain, health care, and environmental
health systems.

Science for Community

They identified two key controlling
strategies: properly dispensing
antibiotics in order to reduce theiruse and preventing infections before
they occur to reduce the need for
antimicrobials in the first place.
For the 3M Medical Solutions Division,
preventing health care-associatedinfections has been a primary pillar for
many years. This, coupled with 3M’s
focus on Science for Community,
made it a natural fit for 3M to sponsor
the kickoff event on antimicrobial
resistance held during the UN General
Assembly in September 2019. The
event, moderated by Foreign Policy
Magazine, was led by Todd
Fruchterman, M.D., Ph.D., Vice
President & General Manager,
3M Medical Solutions Division;and Victor Miranda, M.D., MBA,
Health Care Compliance and ClinicalResearch Director, 3M Health Care
Business Group; and was attended
by WHO officials, several ministers ofhealth, vice ministers, chief medical
officers, UN delegates, and advisorsfrom various countries and regions
including the United States, United
Kingdom, Latin America, European
Union, Africa, and Asia. The open
dialogue among the participants focusedon promoting national health strategies
to emphasize infection prevention
and control and to undertake pilot
projects that will demonstrate the valueof releasing of resources that can beapplied to increasing access to care.

“One of the simplest
and most impactful
steps [to reduce
antimicrobial
resistance] is the useof proven infection
prevention andcontrol practices,”
said Dr. Fruchterman during the meeting.
“By reducing healthcare-acquired
infections, the need for antibiotic use
is reduced, therefore dampening the
emergence of antimicrobial-resistantorganisms. The resources saved byeliminating infections can then be
released and targeted toward expanding
health coverage consistent with national
priorities,” he added.
3M’s Medical Solutions Division and
Health Care Business Group have arelentless focus on a future world withzero complications. The company ispartnering with other organizations
to help improve patient outcomes,
using its passion for patient-centeredscience to create differentiated,
efficacious solutions. By tacklingthese challenges with creativity,
curiosity, and empathy, 3M will makea difference for patients and healthsystems across the globe. This is
3M Science. Applied to Life.™ This is
3M Sustainability in action.
World Health Organization, Interagency
Coordination Group on Antimicrobial
Resistance. Report to the Secretary-Generalof the United Nations. (April 2019). No Time to
Wait: Securing the future from drug-resistantinfections. https://www.who.int/antimicrobialresistance/interagency-coordination-group/
IACG_final_report_EN.pdf?ua=1

1

3M 2020 Sustainability Report#improvinglives

27

Helping close
the skills gap
Over the next 10 years,
skilled trade jobs are
expected to increase
faster than the national
average of all jobs.1
Meanwhile, the industry is experiencing
a skills gap in manufacturing and othertrade jobs: A recent survey found that
45% of employers are having difficulty
filling skilled jobs. 2
3M recruits, hires, and relies on thebest skilled trade workers worldwide,
but many of these manufacturingjobs are highly technical and require
specialized training.

As part of the company’s focus
on Science for Community, 3M is
helping to create a diverse pipelineof well-trained science, technology,
engineering, and mathematics(STEM) graduates, including thosewith advanced manufacturing andvocational skills. Not only is it goodfor the workers, but it’s also goodbusiness for 3M.

This strategy dovetails with 3M’s
Vision for improving every life and also
supports 3M’s strategic Sustainability
focus on Science for Community.
By the end of 2019, the MAP
initiative included 13 mechatronic
hubs in seven states, partnering with:• 11 post-secondary schools(technical colleges)

Manufacturing
and Academic
Partnerships (MAP)• 39 high schools

When a business is set in a rural area,
the pool of potential employees canbe small, and the pool of qualified
employees even smaller. Many of
3M’s manufacturing plants in the
United States are in rural areas, andwhen the talent pool began shrinking
several years ago, the company took
action by creating 3M Manufacturing
and Academic Partnerships (MAP),
designed to fill 3M’s talent pipelineby providing students with theopportunity to discover meaningfulcareers in advanced manufacturing.

• 51 educators trained

MAP takes a holistic approach
to bridging the skills gap by working
with schools to provide grants forequipment and curriculum, professional
development for instructors,
scholarships for students, and involving
3M employees as mentors.

• 3 middle schools
3M’s investment of more than
$2.5 million has resulted in:• 3,130 students reached• 65 scholarships in mechatronics
and advanced manufacturing
Best of all, 3M has hired five graduates
as System Multi-Skilled Technicians,
so far, who participated in MAP
programs. This number will increasein the near future as these high school
students graduate from 3M’s partner
technical colleges.
The program continues to grow withplans to increase scholarship funding
and other investments in the coming
years, including expanding MAP toprepare students and give them thetools necessary to succeed in the new
economy (“Industry 4.0”) with a focus
on smart manufacturing.

SkillsUSA
SkillsUSA is a professional leadershiporganization for high school andtrade school students that prepares
them to thrive in skilled careers byfocusing on technical, personal, andworkplace skills. Participants also
have the opportunity to take part inskills competitions and demonstrate
mastery in their skill area, such as
in manufacturing, construction,transportation, health care, and many
more sectors.
3M was the lead sponsor for the2019 SkillsUSA national team, which
faced off against young people from70 countries at the WorldSkills™
competition in Kazan, Russia. The
22 WorldSkills USA team members
competed in categories like auto body
repair, cybersecurity, mechanicalengineering, web design, welding,and more. As the global sponsor of
the WorldSkills USA team, 3M wasthrilled to bring the entire team to
3M’s headquarters in St. Paul,
Minnesota, to help them prepare
for the international competitionand celebrate their commitment torepresent the United States overseas.
“3M and WorldSkills USA share acommitment to addressing the shortageof qualified skilled workers across manyindustries,” says Mojdeh Poul, Executive
Vice President, Health Care BusinessGroup. “As a global, science-based
company, we recognize that STEM
skills are the foundation for many trades.
This sponsorship is about inspiring thenext generation of skilled workers andsupporting their efforts in Kazan.”

3M’s investmentof $2.5M+ resulted in:

51
3,130
65

educators trained

students reachedscholarships

National Coalition of
Certification Centers(NC3)
3M has partnered with National
Coalition of Certification Centers(NC3) to establish national skills
standards, provide certifications,and sponsor Train-the-Trainer
events. These hands-on development
opportunities are designed forcommunity college, technical college,
and high school instructors.
Led by expert master instructors,
the events last one to five days
depending on the topic and help
instructors become experts in thenewest certifications, allowing themto bring their knowledge back totheir classrooms.
Students then benefit from having
additional knowledge and marketableskills that prepare them for future careers.

28

Feature stories

Science for Community

In 2019, 3M and Festo Didactic
North America started a new
NC3 “Introduction to Mechatronics”
certification for high schoolparticipants in the MAP program,allowing students to earn thiscredential to prepare them for careersin advanced manufacturing.
3M also has certifications in several
other areas:
3M Worker Health and Safety
Awareness Program• Respiratory hazards• Hearing hazards• Head, eye, and face hazards
3M™ VentureClad™ Tape Program• Jacketing, sealing, and insulating
solutions for HVAC systems
Several other certifications areplanned for introduction later in 2020.
3M is also proud to support NC3 withproduct donations, classroom kits, andother materials to help support thesuccess of educators and students.
U.S. Bureau of Labor Statistics: https://www.bls.
gov/ooh/construction-and-extraction/home.htm

1

Manpower group survey: https://www.
manpowergroup.com/media-center/newsreleases/ talent+shortages+at+record+high+45+of+employers+around+the+world+report+
difficulty +filling+rolestalent+shortages+
at+record+high+45+of+employers+around+
the+world+report+difficulty+filling+roles2

3M 2020 Sustainability Report#improvinglives

29

Making
an impactaround the world
How many problems
can be solved in
300,000 hours?
3M is going to find out because thecompany has expanded its 2025
Sustainability Goals with a newcommitment: provide 300,000 work
hours of skills-based volunteerism by
3M employees to improve lives and help
solve society’s toughest challenges.
“NGOs, universities, and social
enterprises around the world faceresource constraints to address theenvironmental and social challenges
in their communities,” says Gayle
Schueller, 3M Vice President andChief Sustainability Officer. “Withthis new goal, we’re empowering our
employees to give back beyond 3M
products and technologies, as well as
traditional volunteerism, by leveraging
their professional skills to helporganizations reach their goals.”
To reach 300,000 hours, thecompany is expanding 3M Impact, its
skills-based service program where
employees lend their business skills,
experience, and energy to make adifference in global communities,
while also developing leadership,
problem-solving, and interpersonalcommunication skills.

30

Feature stories“This new commitment will make3M Impact the fastest-growing
skills‑based global pro bono program,”says Gavin Cepelak, Senior Vice
President, Global Pro Bono at
PYXERA Global, the advisory firm
3M partners with to facilitate thediverse 3M Impact projects.

Strong from the start
3M Impact got its start in 2017 when
3M sent 50 global employees to three
countries (Malaysia, Vietnam, andIndonesia) to work on-site with local
nonprofit organizations for two weeks.
In its second year, 2018, 3M Impact
launched 3M Impact Local inboth St. Paul, Minnesota, and Mexico
City, Mexico, offering volunteer
opportunities for 3M employees intheir own communities.
3M Impact in a Day was added in 2019.
The program organized a week of halfday service hackathons connecting
100 3M employees with more than
20 local nonprofits seeking functional
expertise on a specific project. Alsoin 2019, the global program expandedfrom 50 to 125 participants who
traveled to nine cities around the world.
In the fall of 2019, 200 3M employees
were selected for the next wave of 3M
Impact Global, making up 15 cohorts
in cities around the world to work side
by side with nonprofits, organizations,and local municipalities.

Science for Community

Science for Community goal:

300k

skills-based volunteer
hours by 3M employees
by 2025

Lasting relationships
Although the global and local
3M Impact projects are designed forshort-term engagement, in many cases,
the relationship and collaboration
continue far past the project end date.
MySkills Foundation is one of theorganizations that participated in
3M Impact’s inaugural year. Locatedin Kuala Lumpur, Malaysia, MySkills
is a nonprofit organization dedicatedto providing second-chance
opportunities for at-risk youth in theethnic Indian community of Malaysia.
When discussing the results
achieved by the 3M Impact teamin 2017, MySkills CEO Devasharma
Gangadaran says MySkills “was deeply
impacted by the relentless effort of
3M to transform lives of youth at risk
in Malaysia. We had a vision for aself-sustaining campus with numerous
enterprising ventures in the future,and they helped us make it real in ashort amount of time.”
More than two years after the initial
3M Impact project, 3M is still involved
with MySkills, providing a grant in2018 to help them continue theirlife-changing programs and to help
them implement the 3M Impact teamrecommendations. And in 2019,56 3M Malaysia employees, including
3M Malaysia’s Managing Director,
volunteered at MySkills for an inspiring
Volunteer Day.
The Kids in Need Foundation (KINF)
is another organization that has
benefited from 3M Impact afterparticipating in the 2019 half-day
hackathon, 3M Impact in a Day.

KINF is a national organization whose
mission is to source free school supplies
for students with the greatest need, butthey were experiencing a backlog after
dozens of school supply drives. During
the hackathon, KINF and a half dozen
3M employees brainstormed solutions
and developed recommendations tostreamline donation processing. But
the partnership didn’t end there. The
effort continued when the 3M Impact
in a Day team partnered with 3M
Optimized Operations employees — arotational program for supply chain andengineering — and, as a result, reduced
KINF’s supply donation cycle time fromtwo months to four days during the 112
school supply drives it conducted in 2019.

Supporting 3M’s
Strategic Sustainability
Framework
In addition to assisting groups andorganizations in need, 3M Impact
volunteer opportunities all alignto 3M’s Strategic Sustainability
Framework, advancing the company’scommitments to Science for Circular,
Science for Climate, and Science
for Community.
The MySkills and KINF projects arealigned to 3M’s Science forCommunity pillar. Other examples
include designing a structured STEAM(science, technology, engineering,
the arts, and mathematics) curriculumfor students ages 7–12 in China(Science for Community), analyzing
the potential for material and energy
recovery through waste management
in Morocco (Science for Circular), anddeveloping a scalable business model
for a sustainable transport company
in Colombia (Science for Climate).

3M 2020 Sustainability Report#improvinglives

31You make it real:
STEM + VR

3M Spain Foundation partners
with PlayStation Spain to bringvirtual reality video game to teens®

A virtual reality (VR)video game in Spainis changing the way
young teenagers
feel about science,technology, engineering,and mathematics(STEM) subjects.
3M Spain Foundation partneredwith VR company Presentys tocreate a multilingual VR platform on
PlayStation® Spain containing the four
different STEM teaching blocks. Each
teaching block is divided into three
separate modules in order to foster
collaborative work.
The goal of the project is to encourage
students to pursue STEM careers aspart of 3M’s strategic focus on Science
for Community. Targeted to students
ages 12-15, the game was activatedin 60 schools (with many more on a
waiting list), six summer STEM camps,
and seven hospitals, reaching morethan 7,000 students in 2019.
A year and a half in the making, thevideo game, called “You make it real,”
is designed to be experienced ingroups of three players at a time.

32

Feature stories

Science for Community

Each of the four blocks (science,technology, engineering, andmathematics) is 20 minutes longand contains three modules.
In each module, the kids visit different
locations and scenarios, learn specificcontent about STEM subjects, andmust solve challenges together.
Each of the players gets the chance to“live” one of the modules by wearing
the PlayStation® VR headset.

Topics covered include:• Science: Solar system; classificationof living beings; the cell
• Technology: Sustainability(recycling); fabrication
process; inside a computer• Engineering: Graphic expression;
types of strength; electrical circuit• Mathematics: Neolithic (natural
numbers); Egypt (triangles
classification); Greece (geometry
with polyhedrons)

When the game begins, a robotlike guide called “Pi” (referring to
the infinite decimal π) welcomesthe players to the 3M Foundation
virtual experience. “You will see that
it is going to be very fun, but I warn
you that you must be alert during
our tour since you will have to solve
collaborative challenges in order
to continue,” Pi says.
The players are then prompted tobuild and design their avatars for thegame, choosing hair, outfits, and otherfeatures to personalize their experience.
Once complete, the game begins.

The launch of “Youmake it real” was a huge
success in Spain — 91%
of the participants said
they would repeat it.
“It is a more effective method forlearning that kids prefer, by including
games,” says one of the students
who tried it.

“You make it real” reached7,000
students in 2019

The game was initially available asa free download in Spain in the
PlayStation® store and expanded to
be available as a free download in
21 additional English, Spanish, French,and Portuguese-speaking countries.
In 2020 it will also be available in the
United States and South America.
Future plans are to use the game as
an inclusion activity to help students
in difficult social situations or withdifferent abilities, as well as tocontinue promoting activities that
focus on STEM careers for girls.
The 3M Spain Foundation is now
preparing for the launch of its next
big project: an inclusive video gamefocusing on recycling that will bepresented at the beginning of 2020.

3M 2020 Sustainability Report#improvinglives

33Columbia,
Missouri

3M site spotlight

The 375,000-squarefoot plant in Columbia,
Missouri, supports 3M’s
Health Care BusinessGroup and manufactures
thousands of productvariations that fall into
multiple product groups.
Examples include Littmann®
Stethoscopes (the #1 brand ofstethoscope in the medical community),
purification filters, and sterilized products
and solutions used to help protect
surgical patients from infections.
3M Columbia sits on 100 acres in thecentral part of the United States atthe confluence of two major highway
corridors, with local air and rail
service. The site has over 50,000 square
feet of classified clean rooms, a
16,000-square-foot high bay warehouse,
and over 175,000 square feet of clean
manufacturing space. “We have strong
technical expertise in automatedassembly, highly regulated drug andmedical device manufacturing, cleanroom manufacturing, specialty coatingsand vapor processing, microbiology,
and analytical chemistry,” says Plant
Manager Jim Burkhardt.
The Columbia site is proud of its “customer
first” attitude and customer support
success, which are benchmarks in theindustry. Internal and external quality
levels are extremely high, with excellent
service levels.

34

Feature stories

Site spotlight200

hours volunteeredat the annual United Way
Day of Caring

Environmental
performance andemployee safety
achievements
3M Columbia stopped shipping waste
to the local landfill in September 2018
and is now officially a “zero landfill”
designated site. The site accomplishedthis by demonstrating a strong focus on
recycling, which was the first step in theprocess, and then ultimately leveraging awaste-to-energy facility to process what
was unable to be recycled. The zero
landfill efforts removed 180 tons per
year of landfill waste being sent to the
Columbia landfill. This accomplishment,
together with continued efforts to
reduce its energy footprint, enabled
the site to be recognized in the cityof Columbia as a 2019 winner of the
Mayor’s Climate Protection Award.
Beyond its environmental achievements,
the site has seen increasing engagementfrom its employees in driving continuous
improvement, specifically in the areaof safety. Many employees are active
in small continuous improvement
projects — successfully completing
52 projects in 2019, which doubled thenumber completed in 2018.

Additionally, many employees areengaged on safety teams, where theytake time to focus on hazard recognitionin an effort to improve the safety of theworkplace for all employees.

STEM support and more
Community engagement is a priority at
3M Columbia. One specific objectiveis the expectation to “demonstrate astrong brand in the community, linked
through engagement and education.”
The site is very involved with local
science, technology, engineering, andmathematics (STEM) education and is
a fixture in supporting organizations
throughout the community that bringeducation to those in need.
3M Columbia proactively connects
local nonprofits with employees andgrants from 3M or 3M Foundation. In
the past several years, the site has
directed grants toward many localorganizations, including the Columbia
Center for Urban Agriculture, Columbia
STEM Alliance, Girls in STEM summer
camp, Columbia College science,technology, engineering, the arts, andmathematics Summer Camp, and FIRST
Robotics League.

Beyond grants and cash funding,
3M volunteers participate annually inthe local United Way Day of Caring,
spending over 200 volunteer hours
helping with the event. Additionally,
3M Columbia employees regularly
support the local food bank, and thesite is a sponsor of the FIRST Robotics
league. 3M Columbia also hosts a
segment of the Leadership Columbia
curriculum, enabling community
leaders to engage with the plant aswell as host visits from local schools,
such as students from Universityof Missouri and teachers from
Columbia Public Schools. This type ofcommunity engagement is not new —3M Columbia has been a Partner in
Education with Shepard Elementary
School for 35 years.
Visit the 3M Columbia website tolearn more.

3M 2020 Sustainability Report#improvinglives

35

Kuan-Yin,
Taiwan3M site spotlight
Alpha Beta Global
Tapes and Adhesives
Co., Ltd. (GTA), hasbeen a wholly owned
3M subsidiary since2011, with two state-ofthe-art manufacturing
facilities located in the
Kuan-Yin Industrial
District on the outskirtsof Taipei, Taiwan.
GTA manufactures private-label
premium pressure-sensitive
tapes, including acrylic packaging
tapes, hot melt packaging tapes,
and a variety of masking tapes for
its customers.

GTA has a long historyof environmental
performance.
The site was first registered for ISO
14001 certification in 1998 and received
the certification of Certified Green
Partners® in 2003. One of GTA’s mostnotable accomplishments has been to
significantly reduce its volatile organic
compound (VOC) usage and emissions.
Its packaging tapes are manufactured
using a solvent-free process, andits masking tapes are manufactured
using advanced coating equipmentthat can recover and reuse morethan 99% of solvents. This not only
exceeds regulatory requirements, but it
increases profitability by reducing thequantity of solvent purchased.

GTA employees believe
in working together
to give back to theircommunities.

Both GTA factories are equippedwith advanced coating equipment,
fully automatic warehousing,quality control labs, research anddevelopment labs, converting
facilities, and conference centers.

In 2018, employees and their families
participated in a local coastline cleanup
volunteer activity in partnership with
the Civil Affairs Office of Xinwu
District, Taoyuan.

GTA is part of 3M’s Safety & Industrial
Business Group’s Closure & Masking
Systems Division (CMSD), with almost
350 employees and sales in nearly
70 countries worldwide.

36

Feature stories

Site spotlight

The site was registered ISO 14001 in
1998 and received the certificationof Certified Green Partners® in 2003.

In 2019, employees volunteered at theReindeer Social Welfare Foundation,
rebuilding the local children’s home,
spending time with the children, andhelping meet their day-to-day needs byproviding them with daily essentials.
Visit the Alpha Beta Global Tapes
and Adhesives Co., Ltd (GTA) website
to learn more.

3M 2020 Sustainability Report#improvinglives

37

Springfield,
Missouri

3M’s Pollution Prevention
Pays (3P) program,which began in 1975, isalive and well at 3M
Springfield, which had 13
3P project goals in 2019.

3M site spotlightSpringfield, Missouri,
may be best known as
the birthplace of historic
U.S. Route 66, one ofthe original highways
in the United States.

But it’s also home to 3M’s Springfield
plant, which manufactures a varietyof adhesives, tapes, abrasives, andfilms. The products produced here areused to bond aircraft and automotive
components; help protect people
fromfire; make sure boats are sealed;
and assemble sporting goodsand
electronics — just to name a few
applications.

Most of these projects are focusedon yield improvements and waste
reduction at the production lines andare on track to save approximately
100 tons of waste by the end of 2020.

3M Springfield is on track
to save approximately

100

tons of waste by theend of 2020.
3M Springfield has been producing
some of the world’s most advanced
sealants and adhesives since it opened
in 1967. With 450 employees, the450,000-square-foot site sits on 100
acres of land and supports 3M’s Safety& Industrial Business Group (SIBG).

3M Springfield has been
busy reducing its
environmental impacts.
Multiple projects, such as replacing
light fixtures with LED lighting,installing light sensors in thewarehouse to eliminate lighting when
no one is in the area, and identifying
air leaks to reduce the running times of
air compressors, have reduced energy
usage at the site. 3M Springfield’s
Quality Department also redesigned
its systems to use an energy-saving,on-demand water heater system.

38

Feature stories

Site spotlight

3M Springfield
is proud of its
close-knit family
atmosphere, and it
shows in the efforts
that employees aremaking regarding
Sustainability, bothat work and at home.
In 2018, they developed a Green Teamto focus on Sustainability at the site,which also encourages employees totake Sustainability home with them.
The team increased recycling efforts
in the production facility. In 2019, theGreen Team gave away native Missouri
seedling trees for employees to takehome and plant.
Visit the 3M Springfield website tolearn more.

3M 2020 Sustainability Report#improvinglives

39

IMPD
California

Although it is one of 3M’s oldest
divisions (Safety & Industrial BusinessGroup, Industrial Mineral Products
Division) and facilities, and althoughroofing granules are one of 3M’soldest products, 3M IMPD California
continues to innovate with new roofing
granule products that are advancing
Sustainability for 3M’s customers, theircustomers, and, finally, the homeowner.

3M site spotlight
3M has been
manufacturing roofing
granules in California
for the asphalt roofing
industry since 1948.
3M IMPD California occupies
1,300 acres of land in the Temescal
Canyon, located in Riverside County,
California, about 45 miles southeastof Los Angeles. The location includes
an active mine site, manufacturing
operations, and acres of open spaces
which provide habitat for a variety ofplant and animal species, including
some that are endangered.

The roofing granules, shipped tocustomers along the West Coast in
bags, trucks, and by rail, provide longlasting, weather-resistant protection
in an array of colors. The granules aredense‚ nonporous‚ UV-ray resistant‚and tough enough to withstandhandling. Made of a natural mineralproduct and coated in ceramic‚ thegranules meet the toughest tests oftime‚ weather, and marketplace.
The rock used to make the granules
is quarried at this location from a minesite that has been active for over
100 years.

3M™ Natural Pozzolan
3M™ Natural Pozzolan is a new productdeveloped for the cement industry as a
Supplementary Cementitious Material(SCM). By utilizing 3M Natural
Pozzolan as a cement replacement, thegreenhouse gas footprint of a yard of
concrete is also reduced.

In 2019, IMPD California
energized a 1-MW solar
array providing

3M™ Cool
Roofing Granules

In addition to manufacturing
sustainable products, 3M IMPD
California is committed to advancing
Sustainability in its operations.

of electrical power
required by the plant.

3M™ Cool Roofing Granules are
a 3M innovation and an energyefficiency breakthrough roofing
granule technology. In climateswith year-round cooling needs,
they can help keep a home coolwith less energy consumption andlower energy costs because Cool
Roofing Granules are up to four times
more reflective than comparable
conventional colored granules.

3M IMPD California is certified to the
ISO 14001:2015 standard, recycles
100% of process water, utilizes low
NOx natural gas burners, and in 2019,energized a 1-megawatt solar array
which provides 20% of the electrical
power required by the plant. In
addition, all forms of the mined rockare used in 3M products or in theaggregate industry, resulting in nomineral waste generated.

3M™ Smog-reducing
Granules

3M IMPD California
is very active in thelocal community,
using 3M
Foundation grants,
sponsorships,board membership,and volunteerism
to make a positive
difference.

20%

In 2018, 3M launched 3M™ Smogreducing Granules, which harness
the power of the sun to turn roofing
shingles into a pollution-fighting
surface. When the sun hits the
granules, the photocatalytic coatingtransforms the smog pollution(nitrogen oxides) into water-solubleions that safely wash away withrain. The product has won numerous
awards, including being named one
of TIME magazine’s Best Inventionsof 2018 in the Sustainability & Social
Good category.

In 2019, through nominations from
3M IMPD California, two local
nonprofits were recipients of 3M
Foundation grants. Santa Rosa
Environmental Plateau received theEco Grant ($15,000), and CoronaNorco United Way received theCommunity Vibrancy Grant ($25,000).
3M IMPD California also enjoys
hosting local schools on field trips
and has set up learning stations in
the areas of personal protective
equipment, supply chain, geology, andquality testing. 3M IMPD California isalso actively involved in the planning,sponsorship of, and participation in theRiverside County Women’s Leadership
Conference, which is a half-day
conference with speakers and vendorsaligned to the theme of Celebrating
the Power and Passion of Women.
Visit the 3M IMPD California website
to learn more.

40

Feature stories

Site spotlight

3M 2020 Sustainability Report#improvinglives

41

Nevada,Missouri
3M site spotlight

Opened in 1971 withless than 25 employees,
3M’s plant in Nevada,
Missouri, has expanded
six times over theyears and now boasts
nearly 725 employees.
3M Nevada is the largest of 3M’s
Commercial Solutions Division(CSD) sites. CSD provides powerfulsolutions to customers to enhance
the impact of their brand.
Operations at the Nevada plant
include compounding, coating, andconverting. In addition, 3M Nevada
produces products for 16 other
3M Divisions, demonstrating diverse
capabilities across this complex
manufacturing site.
You can see products from the
Nevada site in many places,
including fleet vehicles, truck/trailer
over-the-road hauling, billboards,
translucent signage, and more.
Their products are also used forhigh-end car wraps and refreshingmarketing in stores or restaurants.
The plant is involved with several
initiatives that lend to its focus
on Sustainability.

42

Feature stories

Site spotlight

Products

Community engagement

One of the product lines manufactured
at Nevada is called 3M™ Envision™, a
non‑PVC intermediate film optionthat is GREENGUARD Gold Certified
for low emissions of volatile organic
compounds into indoor environments.

3M Nevada has applied for andreceived several grants from 3M
Foundation. Over the past three years,
these grants were used for science,technology, engineering, andmathematics (STEM) development
and enhancement programs at local
schools and within the community.
Two environmentally focused grants,
in collaboration with community
donors, were used to create an
outdoor learning space for the local
community to enjoy. A walking trail
includes pedestrian bridges andspillway development with signage.
The project also includes ADAcompliant fishing docks, floating
wetlands, and a butterfly garden.

Diverting waste
The Nevada plant is active in 3M’s
Pollution Prevention Pays (3P) program.
Plant engineers have submitted over
30 3P projects from 2018 through2019, resulting in 1,316 tons of waste
diverted from landfills.

From 2018 through 2019,

1,316

tons of waste
have been diverted
from landfills.

Employee engagement
Employee-led teams championed
the recycling efforts at the plant.
The teams engaged with employees
through a poster program designed
to raise awareness of recycling
efforts within the plant. The teamreused containers on-site as recycling
collection bins, mapped the locations
for the bins by most use, andcreated a material flow map forcontinual collection of recyclables
to pre-selected main collection
and sorting areas.

Energy3M Nevada received the 2018
3M Plant Energy Platinum Level Award
for a 7.3% reduction in energy intensity
between 2015-2017. Energy reduction
efforts resulted in an energy use perpound of product reduction of 6.1%.

Another 3M Foundation grant
provided a STEM learning opportunity
for Nevada’s local YMCA summer
program participants, funding afield trip to the Wonders of Wildlife
National Museum and Aquarium.
The 3M Nevada staff takes part inmany STEM programs at local schools,
including STEM demonstrations, STEMNight at the local middle school, andthe “Smart Girls Rock” program.
They also dedicate time to the Adopt
A Highway® program. Employee teams
rotate dedicated roadside clean-up
activities quarterly.
Visit the 3M Nevada website tolearn more.

3M 2020 Sustainability Report#improvinglives

43

Who
we are44

Who we are

Introduction

Introduction

46

3M Value Model

48

Our Vision

49

Our Values

49

Our Strategic
Sustainability Framework

50

Advancing impact

56

Communities

60

Employee diversity and inclusion

70

Recognition

78

3M 2020 Sustainability Report#improvinglives

45

Impacting theworld for thegreater good.

Imagine aworld where
every life
is improved.
At 3M, we look at Sustainability interms of shared global needs. To havea sustainable future, many challenges
must be addressed, including limited
natural resources, lack of access to
education and health care, inadequate
food supplies, rapid urbanization,
stressed water systems, and a global
climate crisis. Even though thesolutions aren’t always clear, we areready to take them on. From our highlycollaborative work environment to ourcommunity of scientists and 51 core
Technology Platforms, we have theresources and the desire to make a realdifference in the world.

Sustainability has long been at theheart of 3M, and we’re always trying
to do more. In 2019, we took measuresthat will lead into a decade of action.
This is the story of how we are doing
it — setting aggressive goals, requiring
Sustainability to be built into every
new 3M product, and using science
to change the world and make it moresustainable for future generations.
And we aren’t doing it alone.
We understand that the impact we
can make as we improve our business,
our planet, and every life can be far
greater when we join forces with ourcustomers, communities, and partners.

This is thecontinued storyof our purpose:#improvinglives

46

Who we are

Introduction

3M 2020 Sustainability Report#improvinglives

47

3M ValueModel
The power of
3M comes fromthe way we connect
our strengths to
our customers.
These fundamental strengths —technology, manufacturing, global
capabilities, and brand — are thecore of 3M.

3M’s Value Model requires an intense
focus on Sustainability. It is at theheart of our innovation.

Ourcommitment
Our Value Model makes us uniqueamong companies and differentiates us
in the marketplace. This Value Modellinks our Vision, our fundamental
strengths, the priorities we’re driving,and our Values as a company.

Our Vision

Our Values

3M’s corporate Vision inspires
and motivates us. It’s our North Star,
guiding our work every day:Our Values come to life through the
dedicated efforts of our employees
who aim to “Be 3M” — by being
inclusive, respectful, encouraging,and by being champions of diversity
and Sustainability.

3M Technology Advancing Every Company
3M Products Enhancing Every Home
3M Innovation Improving Every Life

3M’s Value Model requires an intense
focus on Sustainability. It is at theheart of our innovation. We grow ourbusiness by collaborating to help
solve some of humanity’s greatest
challenges.

Our Vision is about how we use ourtechnology, our products, and ourinnovation to improve every company,
every home, and every life — foreach of our customers, every day.
Our Vision is aspirational and drives
us as we look to the future, and it
serves as a daily reminder of what the
3M Brand stands for.

VisionOur Values bind us together and areshared across all regions of the globe.
These collective ideals exemplify
how all employees should act to drive
growth, development, reputation, andimpact with every action.

Strengths

Technology

Manufacturing

Global Capabilities

Brand

How do we become the most inclusive
enterprise we can be? By attracting
top talent around the world. This
leads to a much more diverse 3M,
a stronger 3M, a more creative 3M,
a higher-performing 3M.
We believe in supporting eachindividual by respecting, encouraging,and challenging everyone in thecompany to be their best. It’s embedded
in our company Values, and it takes astrong, inclusive culture to make it
happen. With unequivocal support,
3M employees can succeed in theirindividual careers, as part of a team,and as part of the entire enterprise.

Priorities

Portfolio

Transformation

Innovation

People and Culture

Values48

Who we are

3M Value Model

3M 2020 Sustainability Report#improvinglives

49

or
f
e
c
n ar
e
i
Sc irculC

Our Strategic
Sustainability
Framework
Our Vision and our Values drive andinform our approach to Sustainability
through our Strategic Sustainability
Framework, which guides businessdecisions and strategy where we canmake the greatest impact.
Advancing Sustainability for 3M is apriority. It’s not just for 3M; it’s for allof our stakeholders.
We have set a clear commitment andan ambitious, long-term strategy thatwill leverage our passion for science.
We believe this is what makes us
uniquely capable to deliver on our
purpose. Our intent is to use a sciencebased approach to tackle challenges
most material to 3M and critical to
our planet and the people living on it.
Building on our global capabilities anddiverse technologies, we are focusing
on three priority areas:

Design solutions that
do more with lessmaterial, advancing a
global circular economy.
Our current global economy’s linear
business model of “take, make, andwaste” is depleting natural resources
faster than they can be replenishedand straining ecosystems. Imagine
repurposing a piece of plastic at theend of its use, giving it another life
as something else. Its use is, in fact,
circular, and the end of use doesn’tmean the end of life.

or
f
e
c
n e
e
i
Sc limatC
Innovate to decarbonize
industry, accelerate
global climate solutions
and improve ourenvironmental footprint.
There is no question that climatechange is the greatest challenge
we face as a global community.
Its impacts are widespread, and its
risks are not limited by continent,
industry, or even species.

A circular economy does more withless, keeps products and materials inuse, designs out waste and pollution,and regenerates natural systems. At
the core is an opportunity to develop
technologies and business models
that are restorative and regenerativeby design. At 3M, we see the circular
economy as an opportunity to inspire
leadership, innovation, and disruptivechange, all driving impact for asustainable future.

At 3M, we support the global
consensus set forth in the 2015 Paris
Agreement, and we are incorporating
the 2018 findings of the Special Reporton Global Warming of 1.5°C by theIntergovernmental Panel on Climate
Change into our goals, operations,and actions. The global climate crisis
impacts business, our communities,
and our families. We believe thatby working together, we can drive
the systemic change needed. We
recognize the work to be done and are
inspired by the opportunity to chart
our collective path forward.

For more information, see the Circularmaterials section.

For more information, see the Climate
and energy section.

Advancing Sustainability for
3M is a priority. It’s not just for 3M;
it’s for all of our stakeholders.

or
f
e ity
c
n un
e
i
Sc ommC
Create a more positive
world through scienceand inspire people tojoin us.
By 2050, the world population is
expected to surpass nine billion people.
Science is more important than ever tohelp our growing population live well.
We need scientific solutions to global
challenges like climate change,
accessible health care, interconnectivity,and safe workplaces — and technicalskills are increasingly required for all
types of jobs.
3M’s 2019 State of Science Index(a survey of 14,000 people across
14 countries) concludes that attitudes
about science are complex. Yetaround the world, people are curious
and agree that science needs
champions to deliver on its potential
for future generations.
At 3M, we recognize the importanceof science and use it every day to
improve the lives of people in ourcommunities and around the world.
We know that in order to solve global
challenges we need new technologies,
creative scientists, and evidencebased policies and decisions to drive
impactful change. We also recognize
the importance of well-trained
science, technology, engineering, andmathematics (STEM) graduates and thecritical need for a diverse workforce
with advanced manufacturing andvocational skills. We believe in the
power of science, sharing our expertise,and investing in the bright minds oftomorrow. Together we will lead anddesign a sustainable future for all.
For more information, see theCommunities section.

50

Who we are

3M Value Model

3M 2020 Sustainability Report#improvinglives

51

Materiality assessment

We are a science-based company
with many stakeholders: customers,
consumers, investors, government
agencies, industry organizations,subject-matter experts, academia,
non-government organizations (NGOs),
and other corporations.

Stakeholder engagement

Through an in-depth interview process
conducted for the 2018 assessment,
stakeholders shared their short-term(0 to 1 year), medium-term (1 to 5
years), and long-term (10-plus years)
expectations for 3M. As part of theprocess, they revisited top focus areas
identified in 2016 compared withcurrent areas.

3M’s stakeholder engagement strategy
on priority focus areas continues
to evolve. We continually look to
our stakeholders to help us increase
understanding, broaden our awareness,seek technical input and expertise, andevaluate possible collaborations andstrategic partnerships. We rely on theircounsel and expertise to help guide us.
We believe stakeholder engagement
should be based on candid andauthentic dialogue — grounded in
the company’s Values — and should
contribute to the evolution of ourstrategic priorities.

Stakeholders included in thecomparative assessment consistedof academia, consultants, customers,
governmental/regulatory agencies,group purchasing organizations,NGOs, trade unions, 3M retirees, andnon-3M private-sector businesses.
At the same time, 3M conducted asimilar process through an internal
online employee survey. Following
completion of the interviews,
GlobeScan analyzed insights andinputs from the stakeholders todevelop our evidence-based focus
area matrix.

Stakeholder engagement varies greatly
by geography, type, and function.
For example, we frequently engage
3M employees globally throughSustainability communications andevents with diverse content based on
our materiality topics.

From this matrix, 3M and the readersof this report can understandstakeholder expectations and thedegree of importance they place oneach issue, the ability of 3M to makea positive difference on the issue,
and the level of impact an issue may
have on our reputation.

52

Who we are

3M Value Model

From our 2018 assessment, the top
focus areas for stakeholders centeraround climate change, waste fromoperations, fresh-water shortages,
energy use, human rights, and the
reduction of toxic substances.
Most of these focus areas wereperceived to have increased inimportance since 2016, along withscarcity of raw materials, water
quality, social equality, and ethicalbusiness practices.

More than ever,
we need science.
The resilience of ourplanet, our people,
and our economy
depends on it.

2019 focus areas*

The feedback from this assessment
was incorporated into ourconsideration for our Strategic
Sustainability Framework, goals, andactions as we continue to evolveand advance our company purpose.
Moving forward, we will continue
a consistent rhythm to produce acomprehensive third-party focus area(materiality) assessment.
Data provided in this report includes
information on issues that were
found through this assessment tohave the highest potential to impact
our reputation and that are of great
importance to internal and external
stakeholders. Because we are adiversified company, several otherenvironment-related topics andperformance indicators relevant tovarious sectors of the company arealso included in the report. 3M’s
executive-level Innovation Steering
Committee reviews, approves, andassures material topics are coveredin our Sustainability Report. In
addition, effective November 2019,the 3M Science, Technology, andSustainability Committee of the Boardof Directors will annually review thecompany’s Sustainability Report.
All material aspects defined within
this report are deemed material for
all entities within the 3M organization.
The prioritization for the different
aspects may vary within 3M
operations and geographies, but they
are still material.

Ethicalbusiness
Human rights
Transparency

Climate change
Community
health & safety/
development
Water quality
Energy use

Responding tonatural disasters

Treatment ofworkers

Reducing toxic
substances

Employment

Air quality

Water shortages

Workplacediversity

Scarcity of raw
materials

Reducing wastefrom operations

Food safety

Improving accessto education

Availabilityof sustainableproducts andservices

Impact on 3M reputation

When it comes to strategic planning,
partnerships, environmental and social
goal setting, and reporting, we seek
and rely on both internal and external
input in order to understand the top
social, economic, and environmental
global challenges.

In 2014, 2016, and 2018, 3M
commissioned GlobeScan, an
independent research consultancy,
to assist us in better understanding
our stakeholders’ perspectives
on key issues and assessing ourcorporate reputation and leadership
opportunities.

Past, present, andfuture focus areas

Impact on 3M reputation

Our actions

Engagement withcitizens onsustainable behavior
Human health
Advocating laws
supporting
Sustainability

Importance to stakeholders
Indicates a higher priority on 2018 versus the 2016 assessment*Based on 2018 focus area assessment

3M 2020 Sustainability Report#improvinglives

53

Membership andpartnership2019 stakeholder assessment key focus areas
Unemployment
and under-employment
Scarcity of
raw materials

Poor air
quality

Climate change

Stakeholders:Academic
Consultants
Customers

Violations ofhuman rights

Government, regulatory
Group purchasingorganizations
Non-governmentalorganizations
Other private sector

Accumulationof toxic
substances

Waste frommanufacturing,
operations

Trade organizations
3M retirees
3M employees

Shortagesof available
fresh water
Poor water
quality

for
ce r
n
ie a
S c ir cul
C

54

for
ce
n
i e teS c lim aC

Who we areor
e f it ycien unS c ommC

3M Value Model

Excessive energy,
declining energy

External engagements andcollaboration efforts on priority focus
areas help provide us with diverse
viewpoints, a better understandingof the positions of our stakeholders,and a mechanism to learn from thesuccesses and failures of our peers, allof which contribute to our commitment
to a purpose-driven business.
As part of GlobeScan’s 2018 interview
process, stakeholders responded toa series of questions around the topic
of engagement tactics. During theseinterviews, stakeholders mentioned
a variety of groups to prioritize,
including customers/consumers, local
communities, investors, government
agencies, and NGOs. In addition, they
preferred communication that is simple,
intuitive, and easy to understand (e.g.,this report, blogs, and news releases).
Stakeholder engagement andcollaboration efforts are core to
how we are moving our strategies
and actions within our Strategic
Sustainability Framework. With thatin mind, you will find examples ofthese efforts throughout this report.

g
n
i rd
k
o wa
o
L or
f
The world around us is changing fast.
Waste and resource scarcity threaten
our natural systems and every species.
Climate change is accelerating andendangers everyone’s well-being.
People around the world will needto come together to create a morepositive future in which everyone canthrive. More than ever, we need science.
The resilience of our planet, our people,
and our economy depends on it.
We believe we can help. This is our
purpose. That is why we are committed
to three priority areas — Science
for Circular, Science for Climate,and Science for Community — andit is why we are reinventing the
products, processes, and systems
that will improve every life. We aretransforming our business and putting
science to work for the greater good.
In 2020, we will be conducting anothermateriality assessment to assist us in
better understanding our stakeholders’perspectives on key issues andassessing our corporate reputationand leadership opportunities.

3M 2020 Sustainability Report#improvinglives

55

Advancing
impactAccelerating efforts to help solve
the world’s biggest challenges.
Ourcommitment

We see the opportunity, in the next
decade, to create systemic change
within the three pillars of our Strategic
Sustainability Framework.

For more than 40 years, 3M has beena leader among global corporationsin Sustainability actions and measures,
beginning with the creation of ourgroundbreaking 3M Pollution Prevention
Pays (3P) program in 1975.

Our goals align with the United
Nations 2030 agenda for Sustainable
Development, which includes
17 Sustainable Development Goals(SDGs). Additional information on
United Nations SDG alignment can befound in the About report section.

Our goals are becoming stronger andgaining momentum as we recognize
how much needs to be done in orderto make the world more sustainable
for future generations. We are heading
into a decade of action that will help
accelerate solutions to the world’s
biggest challenges. We are committed
to doing much more than just focusing
on what benefits us as a company.
We have a commitment — and theability — to use our resources andcapabilities to impact the world.
Our stakeholders expect this ofus, and we expect it of ourselves.
In 2015, we launched our 2025
Sustainability Goals, expanding
beyond 3M to include customers,
suppliers, and social impact. The goals
we are pursuing reflect a heightenedcommitment to going beyond
compliance and thinking holistically
about how our operations andproducts affect the world and every
life in it.

56

Who we are

Our Strategic
Sustainability
Framework helps
us apply science toimprove every life.
It also guides our business decisions
and strategy, as well as how wefocus our efforts for local andglobal community impact. For thatreason, we’ve reorganized our 2025
Sustainability Goals to fit within eachpillar of our Strategic Sustainability
Framework — Science for Circular,
Science for Climate, and Science
for Community.

Advancing impact

or
f
ce r
n
ie ula
c
S irc
C

or
f
ce
n
ie ate
c
S lim
C

or
f
ce nity
n
ie mu
c
S om
C

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

Innovate to decarbonize
industry, accelerate
global climate solutions
and improve ourenvironmental footprint.

Create a more positive
world throughscience and inspire
people to join us.

• Require every new product thatenters 3M’s new productcommercialization process to havea Sustainability Value Commitment,
demonstrating how it drives impact
for the greater good starting in 2019

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

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

• Reduce manufacturing waste byan additional 10%, indexed to sales
by 2025• Ensure GHG emissions are at least
50% below our 2002 baseline by2025, while growing our business• Achieve zero landfill status at morethan 30% of manufacturing sites
by 2025• Increase renewable energy to
50% of total electricity use by2025 and to 100% by 2050

United Nations SDGs

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

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

• Invest cash and products foreducation, community, andenvironmental programs by 2025
• 100% participation in employee
development programs to advanceindividual and organizational
capabilities by 2025
• Double the pipeline of diverse
talent in management to build
a diverse workforce by 2025
• Donate 300,000 skills-based work
hours across the globe by 2025

• Reduce global water use by anadditional 10%, indexed to sales
by 2025• Engage 100% of water-stressed/
scarce communities where 3M
manufactures on community-wide
approaches to water management
by 2025

3M 2020 Sustainability Report#improvinglives

57

g
n
i rd
k
o wa
o
L or
f
or
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ce r
n
ie ulac
S irc
C

Our actions
In 2019, we strengthened our goal toinvest to develop more sustainable
materials and products to help ourcustomers reach their environmental
goals, by requiring that 100% of our
products entering the new productcommercialization process include
a Sustainability Value Commitment.
By embedding Sustainability into
our R&D process, our brands, andthe mindset of our customers andsuppliers, we’re able to move 3M’s
growth to new levels and advanceour commitment to improving ourbusiness, our planet, and every life.
And in 2019, we upped our renewableenergy goal from 25% to 50%
renewable electricity by 2025 and100% by 2050. We also added a new
Science for Community goal to donate
300,000 skills-based work hours
across the globe by 2025. For more
information, see our feature stories,“Flipping the switch on renewableenergy” and “Making an impact aroundthe world.”

58

Who we are

Design solutions that domore with less material,
advancing a global
circular economy.
• Achieved 100% Sustainability Value
Commitment for new products in
2019; achieving our goal of 100%
• Reduced manufacturing waste
by 12.6%, indexed to sales;
exceeding goal of 10%• 35.4% (69 manufacturing sites)
zero landfill; exceeding goal of
30% of manufacturing sites• Completed over 550 supplierassessments: maintaining ourcommitment to drive supply chain
Sustainability through targeted
raw material traceability andsupplier performance assurance• Increased water efficiency by
5.76%, indexed to sales; working
toward goal of 10% reduction• Engaged with 100% of sites (18 sites)
located in water stress/scarceareas; maintaining goal of engaging
with 100% of communities

Advancing impact

or
f
e ity
c
n un
e
i
Sc ommCorfcenie atec
S lim
C
Innovate to decarbonize
industry, accelerate
global climate solutions
and improve ourenvironmental footprint.
• Improved energy efficiency by
3.2%, indexed to sales; behindgoal of 30% improvement• Increased renewable energy
footprint to 32.6%, total electricity
use; working toward goal of 50%
by 2025 and 100% by 2050
• Scope 1 and 2 emissions 68.1%
below baseline; ahead of goalof 50% below baseline1• Over 58.3 million metric tons
CO₂ equivalent customeravoided emissions; toward goalof 250 million metric tons

Create a morepositive world throughscience and inspire
people to join us.

With our Strategic Sustainability
Framework, we are cutting acrossindustries and silos to collaborate
with suppliers, customers, andcommunities by working together tobuild a more resilient world. We at
3M have the unique opportunity toapply our passion and collaboration to
help the world prosper. Our Strategic
Sustainability Framework will enhanceand continue to grow our existing
Sustainability goals and commitments.
Our customers, and the communities
in which we operate, deserve it. Our
people are motivated by it. Our future
will be all the better for it.

• Provided 1.24 million training
instances; toward goal of
5 million training instances• $73.3 million investment in
total global giving; achieving
goal of continuing to invest
in global giving programs• More than 59% participation in
employee development programs;
toward goal of 100% participation• Increased pipeline of diverse
talent in management from
32.6% to 41.8%; toward goalof doubling the pipeline• Donated 20,600 skills-based work
hours across the globe; toward
our goal of 300,000 hours

1 002 baseline year; all others have a
22015 baseline.

3M 2020 Sustainability Report#improvinglives

59Communities
Creating a more positive
world through science andinspiring others to join us.
Ourcommitment
3M and 3M Foundation help build
sustainable communities throughstrategic investments and thethoughtful involvement of 3M
businesses, sites, and employees
worldwide who volunteer and leverage
their skills and experience to makea difference in the world.
3M maximizes social impact by
combining 3M employee expertisewith our products, technologies, andphilanthropy. 3M and 3M Foundation
develop and implement strategies andpartnerships with leading community
organizations that have a proventrack record for delivering results.
Governance is provided by the 3M
Foundation Board of Directors andCorporate Contributions Committee,
which is comprised of senior-levelcompany executives.
To assure that our support delivers
the maximum benefit to thecommunities being served, 3M and3M Foundation assess the impact
of prospective grants and employee
engagement initiatives and provide
signature partners with financial
support to help evaluate outcomes.

60

Who we are

Communitiesorfce nity
n
ie u
Sc mm
Co

or
f
ce nity
n
ie u
Sc mm
Co

Goal: Invest cash and products
for education, community,and environmental programsby 2025.

Goal: Provide 300,000
work hours of skills-based
volunteerism by 3M employees
to improve lives and help solve
society’s toughest challenges
by 2025.

3M continues to invest in science,technology, engineering, andmathematics (STEM) and businessprograms. 3M Foundation also serves
the needs of our local communities
through charitable investments.
Additional 3M investments include
accelerating global climate solutions
and advancing a circular economy tofoster sustainable communities andimprove the quality of every life.
Cash, in-kind investments, andemployee engagement remain at thecore of both 3M and 3M Foundation
strategies. Since 1953, 3M and 3M
Foundation have invested $1.72 billion
in cash and product contributions in
3M communities.

Since 1953, 3M
and 3M Foundation
have invested$1.72 billion in
cash and productcontributions in
3M communities.

In 2019, the company announced it was
expanding 3M Impact, a skills-based
service program that allows employees
to lend their business skills,
experience, and energy to make adifference in global communities
while also developing leadership,
problem-solving, and interpersonalcommunication skills. 3M will provide
opportunities for employees in theirown communities as well as in theregion surrounding 3M’s global
headquarters in St. Paul, Minnesota. In
addition to assisting groups andorganizations in need, each one of theseprojects is designed to support 3M’s
Strategic Sustainability Framework,
advancing our commitments to Science
for Circular, Science for Climate, and/or Science for Community. See morein our feature story “Making an impact
around the world.”

3M 2020 Sustainability Report#improvinglives

61

Our actions

In 2019, we supported

Empowering thenext generation
3M empowers the next generation ofscientists and engineers by supporting
education initiatives that advanceequitable outcomes in STEM andbusiness for underrepresented andunderresourced students.

Community training
resources• The 3M Manufacturing andAcademic Partnership (MAP)
program provides manufacturing
equipment, teacher training, andstudent scholarships throughpartnerships with high schools andtechnical colleges in communities
where we operate. Learn more
about creating partnerships to solve
the worker shortage problem.

Teachers are themost importantschool-related factor
influencing student
achievement.
Who we arehigh schools

community andtechnical schools
and provided

As manufacturing evolves andcompanies like 3M invest in facilitiesof the future, it is essential that our
local technical schools and highschools have access to appropriatetechnologies and training. Below aresome of the programs 3M is investing
in to help keep the workforce
pipeline flowing.

62

35
10

65

scholarships• 3M has helped close the workforce
gap across many industries aroundthe world by supporting WorldSkills™
since 2013 and SkillsUSA since2008 — two programs that provide
forward-thinking educational
programs, events, and competitions.
Learn more about skilled tradedevelopment by visiting our feature
story, “Helping close the skills gap”
• 3M sponsors an annual event called“Robots Invade the Plaza” that in 2019brought 22 local high school teams
to 3M headquarters to showcase
the robots they designed, built, andprogrammed as part of the FIRST®
Robotics Competition. The teams
compete throughout the year at events
organized by FIRST®, a 3M STEM
partner. 3M is committed to helping
all students gain access to high-quality
STEM programming like FIRST.
To support this goal, 3M establisheda sponsorship application process toassure 3M funding goes to robotics
teams that enable underresourced andunderrepresented students to participate.

Communities

Team sponsorships are one aspectof 3M’s support of FIRST — 3M
currently provides an annual total of$1.5 million in product and financial
donations, which includes $250,000
to support FIRST’s Equity, Diversity,and Inclusion program to increase
participation of underrepresented
students in robotics. Hundreds of
3M employees share their expertiseby volunteering as coaches, mentors,
and judges for the FIRST Robotics
Competition program• Teach For America recruits,
develops, and supports a diverse
network of recent college graduates
who make a two-year commitment
to teaching in urban and ruralcommunities across the UnitedStates. The 3M grant will go
toward recruitment, training, andprofessional development of diverse
STEM teachers — recognizingthat when teachers reflect student
demographics, it is academicallybeneficial for all students andparticularly students of color

Science for teachersand students
Teachers are the most importantschool-related factor influencing
student achievement. Since 1984, 3M
has selected 40 teachers each year andhelped them improve their classroom
instruction by providing an opportunity
to experience science in 3M labs andmanufacturing sites to discover how
we apply science to real life.
The 3M Visiting Wizards are trained
3M volunteers who travel to elementary
schools to showcase interesting sciencedemonstrations and fun hands-on
experiments. The goal is to encourage
students in grades one through six
to become interested in science andtechnology and raise interest in STEM.
These simple experiments help
students understand how 3M sciencecan impact everyday life and showthat science can be fun. Learn
more about supporting science andtechnology teachers by visiting 3M’s
Visiting Wizards website.

STEM-equity support
To support efforts in communities
where our sites are located, 3M
awards grants to organizations witheffective STEM-equity programs.
Below are some 2019 examples.
• Georgia Tech’s Challenge program,also known as “Academic PreSeason,” offers incoming students
an opportunity to prepare for theircollege experience. Along withparticipating in courses that simulate
their first year, students gain
exposure to resources and networks
that will support their success.
The 3M grant enabled moreindividuals to participate in thisprogram, which is targeted to
students from underrepresented
groups who may not have hadaccess to such opportunities before• STEM scholarships for diverse
undergraduate students
attending the University of
Illinois, Northwestern University,
University of Wisconsin, andGeorgia Tech enable the students
to develop professional skills andparticipate in research programsas they pursue STEM degrees• GEM (National Consortium for
Graduate Degrees for Minorities
in Engineering and Science, Inc.)
Fellowships support graduate
students from underrepresented
populations as they earn advanced
degrees and gain practicalexperience in engineering andapplied science fields. The grant
will bring a fellow to 3M for anadvanced-level internship andwill also enable GEM fellows toattend national GEM conferences

STEM superheroes
campaign
To inspire and empower younger
students’ love for STEM, 3M and
DoSomething.org launched the
STEM Superheroes campaign.
Students (ages 13-25) designed
posters featuring superheroes who
use STEM-related powers to savethe world. They were encouraged todisplay these posters where younger
students could see them — suchas schools and libraries — to showthat STEM is exciting, relevant, andrelatable. The campaign encouraged
participants to design diverse
superheroes so all young students
could picture themselves in a future
in STEM. Two students who
participated in the campaign will
receive a $2,500 scholarship.

One giant STEP for students
Each year for 48 years, the 3M
Science Training Encouragement
Program (STEP) has offered a ninemonth science encouragement
experience to underserved students
located near 3M’s headquarters in
St. Paul, Minnesota. In 2019, 38 juniorand senior high school students had
the opportunity to participate in
on-site science training, mentorshipwith 3M scientists, and hands-on
experience in 3M labs in the summer.
3M has hired many employees who are
STEP alumni, working in areas acrossthe company. Read about one 3M
scientist’s journey in the story, “3M’s‘100-Patent Woman’ Audrey Sherman
Explains How She Did It.”

3M 2020 Sustainability Report#improvinglives

63

Inspiring employees
to make an impact
By investing in programs that promotea circular economy, fight against
climate change, and create a morepositive world through science, 3M
inspires employees to make an impact
on the world.

Passion making a difference
When asked why they love to work for
3M, many employees say they enjoy
making a difference in the world.
The company offers a program called
3M Impact, where employees travel
to communities around the world
to work on-site with local nonprofit
organizations for two weeks.
3M Impact in a Day was added in2019 — a week of half-day service
hackathons connecting 100 3M
employees with more than 20 local
nonprofits seeking functional expertiseon a specific project. Also, in 2019,

the global 3M Impact program
expanded from 50 to125

participants who
traveled to 9 cities
around the world.
In 2019, 20,600 skills-based work
hours were donated through 3M
Impact activities.
Learn more about the 3M Impact
program.

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Who we are

Post-graduate learning
opportunity
The 3M Optimized Operations
Experience (O2 Engage) is amanufacturing and supply chain
development program that provides
recent engineering, supply chain,and environmental, health, andsafety graduates the opportunity
to jump-start their careers.

A world of volunteers
Our sixth annual 3M Global Volunteer
Day broke records as more 3M sites
got involved this year than everbefore. Observed in September, 3M
Global Volunteer Day encourages
3M employees to demonstrate ourcommitment to improving lives bydedicating time to volunteer service.
More than 30 international 3M
sites around the world organizedcommunity engagement activities.
Here are a few ways 3M volunteers
made a positive impact this year:• Nearly 30 volunteers from 3M
China brought interactive science
experiments and contests to
the Shanghai Huahong migrantchildren primary school to increase
students’ interest in STEM
• Fifty volunteers from 3M
Colombia visited the main
landfill in Bogotá and planted
200 trees in an area prioritizedby the city for reforestation• Twenty volunteers from 3M Hong
Kong prepared 1,100 meal boxes
at Food Angel, an organization that
rescues edible surplus food fromdifferent sectors of the food industry
and turns it into nutritious hot meals
for people affected by poverty

Communities• Employees from 3M Malaysia
spent a day with students at
MySkills, a nonprofit that equips
at-risk teenagers with skills to
prepare them for the workforce.
Together, 3M employees and thestudents completed a landscaping
project, painted a mural, andparticipated in fun science games,
including an egg drop challenge• 3M employees from the Global
Service Center in Costa Rica
facilitated Sustainability-themed
workshops at the Tree Festival at
the Parque La Libertad, helping
450 public school students learn
about environmental conservation

Global community investments

Key

Lithuania
Switzerland Latvia
Estonia
SwedenAustria
PolandCzech
NorwayRepublic
Hungary
Denmark
Romania

Volunteer programs
Foundation boards
STEM-type programs
3M Impact projects

Germany

United States

Netherlands

CanadaUK
MexicoBelgium

IrelandUkraineKazakhstan
RussiaChina

FranceGuatemala

Japan

Italy
Dominican
Portugal
Republic
Spain
Puerto Rico
GreeceEl Salvador
Costa Rica
PanamaTaiwanTurkeyBrazilColombia Venezuela
EcuadorPeru

Uruguay

Chile

Nigeria

Egypt

IsraelSouth Africa

Sri
Lanka
Saudi
India
ArabiaKenya

South Korea
Hong Kong
VietnamPhilippines

3M
Gulf*
Pakistan

MoroccoTrinidad& Tobago*3M Gulf consists of UAE,
Qatar, Lebanon, Egypt,
Oman, Kuwait, and Bahrain

Malaysia
Indonesia
Australia
New ZealandSingapore

Argentina

Volunteer programsin 29 countries/regions

STEM programs in
29 countries/regions• More than 100 3M Poland
employees and their families helpedwith painting and upkeep at twoorphanages and a social care home
• Nearly 50 volunteers from
3M Mexico took part in forest
maintenance activities at Nevadode Toluca, a national protected
area, to help prevent forest fires• 3M Korea brought a few nonprofit
partners on-site, including
The Beautiful Foundation, which
creates aids to provide support andmobility for children with disabilities.
Employees helped assemble several
eco-friendly aids for donation

15 countries/regions hosted
3M Impact global projects• Around three dozen 3M employees
across the North Europe Regionrolled up their sleeves to support
their local communities. Teams from
3M Bracknell undertook gardening
projects at residential care homes,
and 3M Bangor repainted thechildren’s training room — completewith a mural — at Donaghadee
Sailing Club. 3M Atherstone helped
clear an area for animals at AIM
Educational’s new farm, where
young people with disabilities or
special educational needs will gain
practical rural skills along withtraditional academic qualifications

Foundations in
5 countries/regions• Around 100 volunteers from
3M global headquarters in
St. Paul brought hands-on sciencedemonstrations to nearly 900
second-graders in the St. Paul
Public School District — helping
to inspire the next generationof scientists and engineers

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65

Standing out amongstandouts
For the past 33 years, the 3M
Volunteer Award has celebrated
extraordinary 3M volunteers who
generously share their time andtalents to improve lives in the areasof education, community, or theenvironment. In 2019, 26 awardees
were honored globally, including:
Dr. Boon Kiat Lim, Application
Specialist in Singapore, honored for
his role in STEM education outreachactivities. As a mentor and judge forthe 3M Science Outreach Program at
the School of Science and Technology,
Singapore-3M InnoScience Challenge,
Boon Kiat has engaged students in
STEM, helped them develop problemsolving skills, and encouraged themto innovate.
Jim Brown, Project Manager inIndianapolis, Indiana, honored forfounding and leading the 3M Visiting
Wizards program in his city to help
inspire the next generation of STEM
enthusiasts. Jim also contributes tothe restoration of the Goose Pond
Fish and Wildlife Area by performing
surveys to monitor bird species,
serving on the Board of Directors,
and coordinating social media forthe organization.
Dr. Kevin Qiu, R&D General
Manager of Health Care BusinessGroup in China, honored for his
regular involvement in 3M volunteer
opportunities, such as visitingclassrooms to perform engaging
STEM demonstrations for students.

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Who we are

Through the Sichuan University
Volunteer Group, Kevin also spent
two months in a village where heorganized writing and STEM education
activities for children, helped
coordinate best practice sharing
among farmers from two villages,
and raised donations for families
affected by an earthquake.

Alessandra Passos Bassotelli Cauduro,
Project Engineer in Brazil, honored
for her fundraising and volunteer
work with the Lar Pequeno Paraiso
elementary school. In addition,
Alessandra helps with Instituto 3M(3M Brazil’s nonprofit organization)
donation campaigns that provide
school supplies, toys, and clothing
for local children.

2019 giving by focus areacash

In-kind

Total

Volunteer hours

Community$15,000,000$14,300,000$29,300,000

273,000

Education$14,900,000$26,500,000$41,400,000–

Environment$2,460,000$127,000$2,590,000

–

Total

$32,400,000$40,900,000$73,300,000

273,000

In-kind

Total

Volunteer hours

2019 global giving by region
cash
Asia Pacific$1,640,000$1,550,000$3,200,000

16,900Europe, Middle
East, Africa$420,000$34,000$454,000

8,450

Latin America$2,150,000$744,000$2,900,000

10,400

Canada$706,000$538,000$1,240,000

1,170

United States$24,100,000$33,400,000$57,600,000

216,000

OUS, region notdefined$3,350,000$4,560,000$7,920,000

20,800Total$32,400,000$40,900,000$73,300,000

273,000

Values presented in this table represent the most current values, in $USD, but are still
subject to change. Totals may vary due to rounding. Volunteer hours include employees
and retirees.

Communities

Big hearts, matched
As part of the 3M Foundation
Volunteer Match program, 3M
Foundation donates money to eligible
nonprofit organizations when a
3M employee or retiree volunteers
25 hours or more per calendar year.

Since 2000,
3M Foundation
has donated$9.13

million in 3M Volunteer
Match dollars
and in 2019, Volunteer Match Grants
supported 1,064 unique schools and/or nonprofit organizations throughout
the United States.

Giving that starts at home
3M Foundation’s Community Giving
Campaign has increased its matchingamount to help employees support
the organizations they are passionate
about. 3M’s program now matches
up to $500 per employee gift. Witha maximum of $500 in corporate
support per employee, the Community
Giving Campaign invested more than
$3.58 million in current donations and2019 pledges. When including the 3M
Foundation match, this equals morethan $6.14 million in donations to help
solve our communities’ greatest needs.

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67

Enhancing
community
vibrancy
3M and 3M Foundation enhancethe vibrancy of our communities
by assuring access to basic needs,
preparing youth for lifelong success,increasing access to diverse arts
opportunities, and contributing to
global humanitarian relief efforts.

As is the case every year, the mostrequested product donation in 2019was for our respirators, with over
1.6 million donated to disaster relief
efforts. 3M Foundation provided
support through cash and productdonations valued at $4.53 million
through our strategic disaster relief
partners — American Red Cross,
Direct Relief, GlobalGiving, and
MAP International.

Go-power for NGOs
3M worked with the National
Association for the Exchange ofIndustrial Resources (NAEIR) to
provide needed materials andsupplies to a multitude of nonprofit
organizations, from hospitals toschools to shelters. In addition to
streamlining 3M’s excess productdonations process, NAEIR is a 3M
strategic partner, administering
the 3M Supplies for Community
Partners and the 3M Supplies for
Schools product donation programs
in 3M communities across theUnited States.

Responding to natural
disasters
In 2019, 3M and 3M Foundation
responded to natural disasters aroundthe world, including:• Flooding activities in the South,
Midwest, and Southeast UnitedStates, as well as in South Asia/
Nepal and Mozambique• Communities in Congo and Rwanda
impacted by an Ebola outbreak• Massive wildfires in California

Empowering local
communities
3M United States sites have their own
3M Foundation budgets as well as theauthority to determine local community
needs and set priorities. 3M Nevada, in
Missouri, used 3M Foundation grants,
in collaboration with community donors,
to create an outdoor learning space forthe local community to enjoy.

A walking trail includes pedestrian
bridges and spillway developmentwith signage. The project also
includes ADA-compliant fishingdocks, floating wetlands, and abutterfly garden. See the Site spotlightstories for additional examples.
For information on how 3M
products help build sustainablecommunities, visit the Our customers
and Our products sections.

g
n
i rd
k
o wa
o
L or
f
While 3M’s and 3M Foundation’s internationaland United States giving efforts share
a common philosophy, our support forinternational programs stands out in two ways:• Support for international programs
originating in the United States is conducted
through intermediary organizations based in
the United States that have a global reach• Subsidiaries have local community
engagement programs focused onsocial concerns specific to their sites
Our international approach is evolving to
expand our reach and build local ownership.
Our goal is to increase international cash
giving (comprising 3M and 3M Foundation
cash investments as well as subsidiary cash
investments) to 25% of total cash giving by
the end of 2020.
In 2020, 3M Foundation’s Community Giving
Match will double from $500 to $1,000
per employee.
The company has expanded its Science forCommunity goals with a new commitment:
provide 300,000 work hours of skills-based
volunteerism by 3M employees to improve
lives and help solve society’s toughest
challenges. To reach 300,000 hours, thecompany is expanding 3M Impact, its skillsbased service program where employees lend
their business skills, experience, and energy tomake a difference in global communities, while
also developing leadership, problem-solving,and interpersonal communication skills.
Throughout 2020, 3M will add depth anddirection to the Strategic Sustainability
Framework, including Science for Community.
Get updates on 3M’s Strategic Sustainability
Framework.

68

Who we are

Communities

3M 2020 Sustainability Report#improvinglives

69Employee
diversity andinclusion

A thriving, diverse, inclusive culture.
Ourcommitment
To become the most inclusive enterprise
we can be, 3M focuses on engaging all
our employees and on attracting top
talent around the world. Diversity andinclusion are the foundation of our Value
Model. Our Value Model comprises theactions we take that make us uniqueamong companies and differentiate us
in our marketplace.
We know that a diverse, global
workforce — people with different
experience, ethnicity, age, gender,
sexual orientation, personalities, styles,
and ways of thinking — helps us relate
more closely to the needs of all 3M
customers, suppliers, and channel
partners around the world.
Equally important, we know that
inclusion is the key to unlocking
the power of diversity. An inclusive
culture supports and appreciates
differences and provides fair andequal opportunities for everyone —a culture of belonging where people
are respected for being exactly
who they are.

70

Who we are

Inclusion leads to engagement,
which in turn fosters the collaboration,
creativity, and innovation that drive
long-term growth for 3M as well as
for our people and our teams.
Above all, fostering a culture that
supports diversity and inclusion
is the right thing to do. Diversity
and inclusion are about creating
intellectual and emotional oxygenso all people can flourish andfeel comfortable to collaborate,agree, disagree, and respectfully
exchange, learn, and create.
Our Code of Conduct lays out
what it means to be a 3M employee
and includes the 3M Respectful
Workforce Principle:
Be Respectful: We strive to have awork environment that reflects andvalues the best in all of us, where
we treat each other respectfully andprofessionally, and where individual
differences are valued.

Employee diversity and inclusion

3M’s Respectful Workplace Principle
states that “everyone is entitled
to respectful treatment in the
3M workplace. Being respectfulmeans being treated honestly andprofessionally, and valuing each
person’s unique talents, background,and perspectives. A respectful
workplace is free from unlawful
discrimination and harassment, but it
involves more than compliance withthe law. It is a work environment that is
free of inappropriate or unprofessional
behavior and consistent with 3M’s
ethics and values — a place where all
employees can do their best and arefree to report workplace concerns
without fear of retaliation or reprisal.”

Our affirmative action policies andprograms are designed to assure equal
opportunities for qualified minorities,
women, covered veterans, andindividuals with disabilities and also toprovide reasonable accommodations
to individuals with disabilities.

orfce nity
n
ie u
Sc mm
Co
Goal: Double the pipeline ofdiverse talent in management
to build a diverse workforce
by 2025.

Increasing diversity in every region inwhich we operate is a core part of ourSustainability strategy. Doubling ourdiverse talent in management positions
will ultimately help build a diverse
pipeline for executive leadership as
well. We recognize that definitionsof diversity vary among different
countries and cultures. The 3M
definition of diversity includes gender,
race/ethnicity, nationality, people withdisabilities, U.S. military veterans, andpeople who identify as lesbian, gay,bisexual, transgender, questioning,
and intersex (LGBTQI+). To measureprogress against our goal, we use the3M Diversity Index, which represents
the total number of diverse future
leaders within the company globally.
In the United States and in many othercountries, we provide our people with theopportunity to opt into the index researchand confidentially provide informationsuch as disability status, veteran status,
sexual orientation, and race/ethnicity.

To date, we have improved ourDiversity Index by 9.2 points, movingfrom 32.6% to 41.8%, progressing
toward our 2025 Goal of 65.2%.

Our actions
Every day, we work to assure that the
3M workforce is representative of thepeople with whom we do business.
This entails strengthening 3M’s
reputation as a great place for diverse
people to work:• Seeking and attracting diverseand qualified candidates globally• Building our global pipelineof diverse candidates
Beyond our day-to-day efforts to
support diversity in 2019, we also
actively promoted initiatives to engage
our people, attract the best talent,and create a work environment where
everyone feels safe and included.

To foster this kind of workplace,
we follow our Equal Employment
Opportunity (EEO) policies, which
prohibit all forms of discriminationor harassment against applicants,
employees, vendors, contractors,
or customers on the basis of race,color, creed, religion, sex, national
origin, age, disability, veteran’s status,
pregnancy, genetic information, sexual
orientation, marital status, citizenshipstatus, status with regard to public
assistance, gender identity/expression,or any other reason prohibited by law.

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71

Science of Inclusion
In 2019, 3M launched a Scienceof Inclusion training course for
employees worldwide that explored
how physiological and psychologicalresponses to inclusion and exclusion
are connected to health and well-being.
The course examined relevant studies,included a quiz to uncover personal
opportunities to be more inclusive,
incorporated a “workplace inclusion
challenge,” and provided specific ways
employees can increase inclusion andcontribute to workplace well-being.

Global Inclusion Day
An environment that encourages
people to listen to different
perspectives, explore new ideas, andhold productive discussions leads togame-changing solutions. Inclusion
and innovation are interconnected.
On 3M Global Inclusion Day,
employees learned how to support
an inclusive workplace that enables
everyone to feel heard, valued, andempowered to contribute their best.

Speakers included 3M CEO Mike
Roman as well as other leaders whoshared personal stories and tips foradvancing diversity and inclusion
at 3M. Speakers shared how to turnmoments of exclusion into moments ofinclusion, explored the science behindcreating workplace environments
where everyone feels safe to bethemselves, and discussed how to
be an inclusive leader and a voicefor change.

United Nations
Standards: Supportof women and
LGBTI community
3M joined companies around theworld to support the United Nations
Women’s Empowerment Principles
and the United Nations LGBTI
Standards of Conduct for Business.

These United Nations standards
recognize that more must be done toachieve equal treatment for womenand individuals who identify as lesbian,gay, bisexual, transgender, and intersex(LGBTI) around the globe — and thatcompanies play an important role inadvancing equity.
In support of these standards, 3M,
along with other companies, hascommitted to having processes,
policies, and programs in place that
promote equality and safety, prevent
harassment and discrimination, andadvance women and LGBTI individuals
in the workplace and the community.
Two of 3M’s Employee Resource
Networks (ERNs), the Women’s
Leadership Forum (WLF) and 3M
Pride, have played instrumental roles
in identifying allies and advocates
to continue to include and advance
women and LGBTI individuals.
Learn more about these efforts.

CEO Inclusion Council
The CEO Inclusion Council is a diverse
group of 3M leaders from acrossthe company that focuses on action
planning for inclusion and diversity
initiatives. With CEO Mike Romanas the champion, the CEO Inclusion
Council met quarterly throughout 2019.
A significant part of the meetings is
the Raising Voices Platform. Two ERN
leaders present at each CEO Inclusion
Council meeting. The purpose is toelevate current inclusion challenges
impacting the specific group or
broader organization. The focus ison accomplishments over the last six
months, their priorities and strategicplan, and suggestions on ways toimprove. The presentation is followed
by a group discussion.

72

Who we are

Employee diversity and inclusion

One of the first actions of the CEO
Inclusion Council in 2019 wascommitting to the United Nations
Women’s Empowerment Principles
and LGBTI Standards of Conduct
for Business.

Catalyst CEO
Champions for Change
As part of 3M’s commitment tobuilding a diverse and inclusive work
culture, 3M CEO Mike Roman is amember of Catalyst CEO Champions
for Change initiative, along with morethan 60 CEOs and industry leaders
who also have made personal pledges
to accelerate gender equality andinclusion in their organizations.

Global Inclusion Index
In 2017, 3M created the Global
Inclusion Index, based on opinion
survey data, to measure how included
employees feel in the workplace. We
are using results from the 2019 index
to guide inclusion action plans across
our organization. United States andglobal inclusion teams are activated tohelp fortify our culture of inclusion anddrive improvement in their individualorganizations’ Inclusion Index results.

Inclusion andinnovation areinterconnected.

Martin Luther King Jr. Day
In January, 3M was the lead sponsorof the 33rd Annual State of Minnesota
Martin Luther King Jr. Day Celebration
held in St. Paul, Minnesota, which
focused on themes of equality andrepresentation in STEM (science,technology, engineering, andmathematics). As one of the keynote
speakers, 3M CEO Mike Roman talked
about the importance of facing reality
to address socioeconomic inequities.
Attendees included Minnesota
Governor Tim Walz, Senators Tina
Smith and Amy Klobuchar, plus
hundreds of others, including busloads
of 3M employees.

International
Women’s Day
In March, 3M celebrated International
Women’s Day with global celebrations
around the world. At 3M headquarters,
the 3M Women’s Leadership Forumand Diversity & Inclusion Teamhosted an interactive celebration thatrecognized women’s achievements
and encouraged women to find theconfidence to be their authentic selves.

Over

600

Employee Resource
Networks
3M’s ERNs include nine organizations
designed to nurture leadership skills
and collaboration across cultures,
lifestyles, and genders through eventsand activities as they align to their
mission. Open to all employees, theseorganizations help 3M recruit, engage,
and retain diverse talent and work withour businesses to provide relevant
customer insights that can expand
our marketplace reach. Learn more byvisiting 3M’s ERNs.
3M’s nine ERNs continue to expand
their reach globally. For example,

the Women’s Leadership
Forum now has more than65

chapters worldwide,and 3M Pride has
expanded to15

chapters aroundthe globe.

3M employees joined a
You Define You session,
more than 500 participated in a
Personal Purpose workshop, andthousands more took part in global
celebrations around the world.

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73

ERN Community
Champions
3M’s nine ERNs aim to addresseducation equity and homelessness
by participating in local 3M Impact
projects for underrepresented andunderresourced youth, families,
and veterans. The ERN Community
Champions also support skills-based
volunteer interactions to increase
student exposure to STEM, businesscareers, and skilled trades.

ERN member
development program
To address crowdsourced feedback
from our ERN members aroundprofessional development, 3M’s
Diversity & Inclusion Team partneredwith 3M Learning & Development todesign a progressive development
plan that aligns to the goals of ourERNs, Diversity & Inclusion Team, andthe company. The ERN members use
corporate learning tools and resources
to create activation plans andaccountability.

74

Who we areThis development journey is basedon a growth mindset and will equip
the ERNs to influence, lead, and build
mentor, sponsor, and ally relationships
across our four business groups.

Sharing preferredpronouns
To support the way in which
employees choose to express theirgender identities, 3M launched systemenhancements enabling them to share
their preferred pronouns in theirpersonal profiles and email signatures.
We encourage employees to checktheir colleagues’ email signatures toassure they refer to each other in theirpreferred way, and provide lanyard
pins for employees to wear, if desired,to indicate their pronoun preference.

Domestic partner
benefits
At 3M, diversity and inclusion are
the cornerstones of our organization.
We offer benefits for eligible oppositesex and same-sex domestic partnersof employees, as well as their eligible
dependents.

Employee diversity and inclusion

Continuing support forour military community

Best Places to Workfor Disability Inclusion

3M strives to be the premier employer
for the military community, withpaid leave benefits that reflect ourcommitment to veterans and themission of the Military Support
Network (MSN).

Representing people with disabilities
is an important dimension of 3M’s
Sustainability goal to double
the pipeline of diverse talent inmanagement by 2025.

The MSN provides active support andoutreach, professional development,
and focused veteran hiring services
to current 3M military veterans, theirfamilies, and other military members
seeking to join 3M.
3M offers up to four weeks of paid
military leave for military training eachcalendar year to support eligible 3M
employees in the U.S. National Guard
or Reserve units. Eligible employees
on leave for annual encampment or
training may be entitled to differential
pay for the difference between their
3M pay and their military pay.

We earned
a top score of100%
on the 2019
Disability
Equality Index®

making us one of the “Best Places
to Work for Disability Inclusion.”
Participating in this index helps us
identify ways we can further enhance
our policies and practices arounddisability inclusion. It’s part of ourcommitment to have an inclusive
culture and workplace where peopleof all abilities can thrive.

Latina Style Award
In September 2019, 3M wasselected as one of the Top 50
companies for Latinas to work for in
the United States by LATINA Style Inc.
The LATINA Style 50 Report sets thestandard for identifying corporations
that are providing the best career
opportunities for Latinas in the UnitedStates. The report reflects those
programs that Latinas are looking forwhen seeking job opportunities.

Best Places to Work
for LGBTQ Equality
For the eighth year in a row,
3M was named one of the“Best Places to Work
for LGBTQ Equality” in2019

scoring 100% on the Corporate
Equality Index (CEI). The CEI isadministered by the Human Rights
Campaign and benchmarks corporate
policies, including non-discrimination
workplace protections, domestic
partner benefits, and transgenderinclusive health care.

STEM Workforce
Diversity magazine award
The readers of STEM Workforce Diversity
magazine voted 3M one of the

Top

50

Employers for 2019

The annual survey asked readers tochoose the companies for which theywould most prefer to work or believe
would provide a positive working
environment for STEM professionals
who are women, members of minority
groups, and people with disabilities.

At 3M, diversity
and inclusion are
the cornerstonesof our organization.

3M 2020 Sustainability Report#improvinglives

75

Current progress and opportunity –percentage of female hires, 2019

Current progress and opportunity –racial, ethnic diversity
Racial, ethnic diversity(U.S.)

g
n
i rd
k
o wa
o
L or
f

Minority hires(U.S.)

Canada36%2%Europe,Middle East,
AfricaUnitedStates

37%
3%

2019

36%
0%

Latin
America

55%
7%

18%
82%

Asia Pacific

2015

43%
15%

72%

18%

71%
0%

% changeMale

We will continue to advance 3M
through our people and our culture,engaging our current employees,
attracting best-in-class employees,
and increasing the pipeline of diverse
talent in management. We will review
our people and culture strategy, use
crowdsourcing insights to improve
our organizational effectiveness, andwork toward one global 3M experience
for all. 3M’s nine ERNs will continue
expanding their reach across theUnited States and the world.

29%

82%

DiverseProgress since 201528%

1%
Non-diverse

FemaleCurrent progress and opportunity –percentage of global female employees
GlobalWho we are

Employee diversity and inclusion

Executive
Management

Board ofDirectors

2019

36%

31%

30%

33%

2015

34%

27%

24%

18%

% change

2%
Male

76

Management

4%

6%

In 2020, 3M will partner with Progyny
to provide a comprehensive, inclusive
fertility benefit for every unique path
to parenthood. The benefit applies
to employees and their partners whoare covered by an eligible 3M medical
plan and includes single parents andLGBTQI+ individuals and couples.
We will also accelerate our diversity
and inclusion efforts, with the CEO
Inclusion Council championing projects
that specifically advance our cultureof inclusion.

15%

Female3M 2020 Sustainability Report#improvinglives

77

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

3M Brazil: Pró Ética
Certification Award
For the sixth year, 3M Brazil
was recognized by the Brazilian
Government with the Pró Ética
Certification Award. The award, thefirst of its kind in Latin America,
was created to promote ethics
and encourage companies to takevoluntary steps to prevent corruption,
creating a more ethical, transparent,and honest business environment.
3M Brazil was recognized for top
management’s commitment to ethics,
their policies and procedures, andtheir risk monitoring and analysis.

EcoVadis Gold
Recognition Level
EcoVadis awarded 3M a Gold
Recognition Level for achievements inthe 98th percentile of suppliers assessedin corporate social responsibility (CSR)
in global supply chains.

Best Places to Work
for LGBTQ Equality

The World’s Most
Ethical Companies®
The World’s Most Ethical Companies®
program, managed by the Ethisphere®
Institute, honors companies thatexcel in “promoting ethical businessstandards and practices internally,
enabling managers and employees tomake good choices, and shaping futureindustry standards by introducing
tomorrow’s best practices today.”
According to the institute, honorees
have also historically outperformed
other companies from a financial
perspective, supporting the notionthat sound ethical practices areappreciated in the competitivemarketplace. This year’s honorees
spanned 21 countries and 51 industries.
It was the seventh consecutive year
3M made the list.

78

Who we are

Human Rights Campaign Foundation’s
2020 Corporate Equality Index isthe national benchmarking tool on
corporate policies and practices
pertinent to lesbian, gay, bisexual,
transgender, and queer (LGBTQ)
employees. For the eighth straight year,
3M earned a perfect score of 100%
and, along with it, the distinction of
being named among the “Best Places
to Work for LGBTQ Equality.”

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

Recognition

Euronext World 120
and Euronext U.S. 50
Euronext and Vigeo Eiris included 3M,for 2019, in the Euronext World 120
and Euronext U.S. 50 based uponenvironmental, social, and governance(ESG) performance. Index components
are reviewed and updated twice ayear, in June and in December.
Companies included in this index
have achieved the highest scores, as
determined by nearly 330 indicators,
assessed by the agency.

FTSE4Good Index Series
FTSE Russell confirmed that 3M,
in 2019, had been independently
assessed according to the FTSE4Good
criteria and satisfied the requirements
to become a constituent of the
FTSE4Good Index Series. Createdby the global index provider FTSE
Russell, the FTSE4Good Index Series isdesigned to measure the performanceof companies demonstrating strong
ESG practices. The FTSE4Good
indices are used by a wide variety
of market participants to create andassess responsible investment funds
and other products.

ISS Environmental andSocial Quality
3M earned best-in-class ranking
for risk management aroundenvironmental and social areasof concern by the Institutional
Shareholder Services (ISS). 3M
earned the top-performing ISS
QualityScore of “1.”

3M 2020 Sustainability Report#improvinglives

79World BusinessCouncil for Sustainable
Development,
Reporting matters

SDG Invest
In 2019, 3M was included in the
SDG Invest portfolio as one of the
60 best-performing companies in
the world. SDG Invest is a Danish
investment fund launched in2017, created by investment andSustainability professionals. SDG
Invest is listed on the NASDAQ stock
exchange and is an active memberof Climate Action 100+. SDG Invest
only includes companies that address
the United Nations’ Sustainable
Development Goals (SDGs) by setting
ambitious targets and driving change
through actions.

MSCI ESG Ratings
MSCI’s ESG ratings provide
institutional investors with a robust
ESG integration solution. In 2019,MSCI awarded 3M the AAA rating,the highest rating.

In 2019, Reporting matters publishedby the World Business Council for
Sustainable Development (WBCSD)
recognized 3M for its good practiceof story-telling and messaging in ourannual Sustainability Report: “3M
introduces inspiring, companyspecific messaging that focuses on
applying science to improve lives atthe beginning of its 2019 Sustainability
Report. This messaging appears on
the cover and is expanded on in the
opening CEO message. The messaging
explicitly ties to its sustainability
strategy which is organized around‘Science for Circular,’ ‘Science for
Climate’ and ‘Science for Community.’
3M begins each section of its reportwith divider pages that feature aclear tagline and an overview of 3M’s
commitment. It ends each section witha brief forward-looking statement.
3M builds all of this into the visual
wireframe which ties each issue backto the overarching story and ensuresan engaging tone throughout.”

Corporate Responsibility
Magazine’s 100 Best
Corporate Citizens
In 2019, Corporate Responsibility
Magazine named 3M the 22nd best
corporate citizen for being a standout
business in the areas of environmental,social, and governance performance.

80

Who we are

Recognition

TIME Best
Inventions 20193M was recognized in TIME
magazine’s list of Best Inventions of2019 in the Productivity category for
the Scotch™ Flex & Seal Shipping Roll.

Fast Company’s
Most Innovative
Companies in 2019
In 2019, Fast Company named 3M to
its list of Most Innovative Companies
once again — with a focus on our
3M™ Smog-reducing Granules — asustainable product that harnesses thepower of the sun to help reduce smog.

Fast Company’s 50
Best Workplaces forInnovators in 2019
In 2019, Fast Company listed 3M as
one of the 50 Best Workplaces forInnovators in 2019 — recognizing
businesses that encourage innovation.

Derwent Top 100 Global
Innovators 2019
The Derwent methodology examines
an organization’s patent portfolio
strength and quality, assessing not justvolume of filed patents but successin obtaining granted patents, breadthof filing of inventions, and external
citations. These criteria create a
combined indicator score used to
identify the top 100 most innovative
organizations globally. Since 2011,
3M has made the Derwent Top 100
Global Innovators list.

3M 2020 Sustainability Report#improvinglives

81How wework

82

How we work

Introduction

Introduction

84

Corporate governance

86Enterprise risk

94

Corporate Code of Conduct

98

Human rights

106Compensation

116

Employee programs

120

Health and safety

132

Environmental management

140

Circular materials

146

Climate and energy

160

Suppliers

176

3M 2020 Sustainability Report#improvinglives

83How we
work

Just as Sustainability isembedded throughout
our Value Model,
sustainable thinking
is embedded into thecore of 3M and in thestrategic planning
process we use for every
region, every market,
and every business.
In each of our business groups
and regions, we have dedicatedSustainability leaders who develop
a relevant and well-informed
strategy specific to their market
demands and business goals.
Annually, like many companies, we go
through a strategic planning processduring which our divisions develop
their business strategies for the next
few years. However, unlike othercompanies, we formally require thateach plan addresses Sustainability
factors relevant to the division’s market
needs and business opportunities.

84

How we work

Introduction

R&D at 3M is alittle different:
We separate the
R and the D.
First, the “R.” Scientists in our central
laboratory are free to focus on pureresearch, in search of unscripted,
unexpected opportunities forbreakthroughs. Our unique 15%
Culture gives them the freedom tofollow their instincts. At the sametime, our Tech Forum is a key enablerof collaboration. This self-directed,
self-organized group unites 10,000plus scientists and engineers who work
together to solve problems acrossoceans and continents, regardless ofwhich business they’re from.
For the “D,” 3M development teams
within each of our business groups
draw upon our core technologies tocreate products for targeted markets
and geographies.
We will continue to expand beyond
our own operations and focus more on
3M Sustainability goals and the needsof our customers and communities.
While we recognize the importanceof what we do in our own businesses
and will continue to innovate there,
we see that far greater impact can berealized when we partner with others
to understand and overcome thechallenges we face together.

3M 2020 Sustainability Report#improvinglives

85

Corporate
governance
3M believes that good
corporate governancepractices serve thelong-term interestsof shareholders,strengthen the Boardand management, andfurther enhance thepublic trust 3M hasearned from more thana century of operatingwith uncompromising
integrity and doing
business the right way.

Ourcommitment
Our corporate governance principles
govern how we do business daily,
enabling us to outperform and leadthe way to sustainable growth. They
provide a framework that defines
the roles, rights, and responsibilities
of different groups within theorganization, the Board’s role in risk
oversight, public policy engagement,
and 3M’s commitment to Sustainability.
3M’s Board of Directors oversees the
CEO and senior management andassures that appropriate procedures
and controls are in place covering
management’s activities in operating
the company on ethical grounds on a
day-to-day basis.

86

How we work

3M’s Board of Directors has adopted
Corporate Governance Guidelines
which provide a framework for theeffective governance of the company.
The guidelines address matterssuch as the respective roles andresponsibilities of the Board including
leadership structure, responsibilitiesof the independent Lead Director,
director independence, membershipcriteria, committees, and management
evaluation. The Board’s Nominating andGovernance Committee is responsible
for overseeing and reviewing theguidelines, at least annually, andrecommending proposed changes tothe Board for approval. The Corporate
Governance Guidelines, Certificate
of Incorporation and Bylaws, chartersof the Board committees, Director
Independence Guidelines, and Boardof Directors Code of Conduct provide
the framework for the governance ofthe company and are available on our
website at 3M.com, under Investor
Relations — Governance.
The Board’s current leadership
structure is characterized by:• A combined Chairman of the Board
and CEO• A strong, independent, and highly
experienced Lead Director with welldefined responsibilities that support
the Board’s oversight responsibilities• A robust committee structure
consisting entirely of independent
directors with oversight of various
types of risks

The Board of Directors believes
that this leadership structure provides
independent Board leadership andengagement while deriving thebenefits of having our CEO also
serve as Chairman of the Board.
As the individual with primary
responsibility for managing 3M’s
day-to-day operations and with indepth knowledge and understandingof the company, our CEO is best
positioned to chair regular Board
meetings as the directors discuss
key business and strategic issues.
Coupled with an independent Lead
Director, this combined structure
provides independent oversight while
avoiding unnecessary confusion
regarding the Board’s oversight
responsibilities and the day-to-day
management of business operations.
The Board plans the succession to
the position of Chairman/CEO andother senior management positions.
To assist the Board, the Chairman/
CEO and Senior Vice President of
Human Resources annually assesssenior managers and their succession
potential for the position of Chairman/
CEO and other senior management
positions. As a result of a thoroughand thoughtful succession planning
process, in February 2019, Inge G.
Thulin, Executive Chairman of theBoard, announced his intention not tostand for reelection at the 2019 Annual
Shareholder Meeting. The Board
nominated Michael F. Roman to serve
as Chairman of the Board, effective
May 14, 2019, following his election asa director by shareholders at the 2019
Annual Shareholder Meeting.

Board’s role in thecompany’s long-term
strategy
Each year management presents to theBoard, and the Board discusses andapproves, detailed long-term strategicplans for the company. In addition tothe overall strategic plan for 3M andthe business groups, the discussions
also focused on breakout sessions withthe directors on strategic corporatewide themes of portfolio management,
innovation, commercial transformation,
manufacturing and supply chaintransformation, and people and culture.

Our long-term
strategy is outlinedin the 3M Value
Model. The 3M
Value Model iswhat differentiates
our company in themarketplace.
It’s how we create extraordinary value
for customers and premium returns
for shareholders. The model is built
around four elements: our Vision, ourstrengths, our priorities, and our Values.
Additional details can be found in the
3M Value Model section.

• An engaged and independent Board

Corporate governance

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87

Lobbying and Political
Activities Principle
As a concerned member of ourcommunities, 3M actively participatesin public policy and legislative
advocacy, or “lobbying.” Asappropriate, 3M also participatesin political activities to elect andwork with elected representatives
and government officials. 3M’s
Government Affairs organization
coordinates and oversees 3M’slobbying and political activities. 3M
Political Activities Board, which ismade up of senior 3M executives,
oversees 3M’s political contributions
and the activities of 3M’s Political
Action Committee (3M PAC). 3M PAC
is a nonpartisan fund comprised ofvoluntary employee and stockholder
contributions that is used to makecontributions to U.S. federal, state,
and local candidates as permitted
by law. These activities must always
comply both with applicable lawsand 3M’s Lobbying and Political
Activities Principle.

Our actions
Board membershipcriteria
3M’s Corporate Governance
Guidelines contain Board Membership
Criteria which include a list of key skills
and characteristics deemed critical toserve 3M’s long-term business strategy
and expected to be represented on
3M’s Board. The Nominating andGovernance Committee periodicallyreviews with the Board the appropriate
skills and characteristics required ofBoard members given the current
Board composition.

88

How we work

Board refreshment

It is the intent of the Board that theBoard itself will be a high-performanceorganization creating competitive
advantage for the company. To
perform as such, the Board will becomposed of individuals who havedistinguished records of leadershipand success in their arena of activity
and who will make substantial
contributions to Board operations andeffectively represent the interestsof all stockholders. The committee’s
and the Board’s assessment of Board
candidates includes, but is not limited
to, consideration of:

We regularly add directors to infuse
new ideas and fresh perspectives
into the boardroom. Five out of the
10 independent director nominees
standing for this year’s election havejoined our Board within the past four
years. In recruiting directors, we focus
on how the experience and skill setof each individual complement thoseof their fellow directors to create abalanced Board with diverse viewpoints
and backgrounds, deep expertise,and strong leadership experience.

• Roles in and contributions valuable
to the business community

Shareholder engagement• Personal qualities of leadership,character, judgment, and whether
the candidate possesses andmaintains throughout service on the
Board a reputation in the community
at large of integrity, trust, respect,competence, and adherence to thehighest ethical standards

Shareholder engagement is fundamental
to our commitment to good governanceand essential to maintaining our strong
corporate governance practices.
We engage regularly with our global
investors to gain valuable insights into
the governance issues about which
they care most. We aim to seek acollaborative and mutually beneficial
approach to issues of importance toinvestors that affect our business, andto assure that our corporate governancepractices remain industry-leading fromtheir perspectives.

• Relevant knowledge and diversityof background and experience inbusiness, manufacturing, technology,
finance and accounting, marketing,international business, government,
and other areas; and• Whether the candidate is free ofconflicts and has the time requiredfor preparation, participation, andattendance at all meetings
In addition to these minimum
requirements, the committee will
also evaluate whether the nominee’s
skills are complementary to theexisting Board members’ skills, theBoard’s needs for particular expertisein certain areas, and will assess thenominee’s impact on Board dynamics,
effectiveness, and diversity ofexperience and perspectives.

Corporate governanceDuring 2019, members of senior
management met with a cross-sectionof shareholders owning approximately

29%

of our outstanding sharesor approximately

42%
of our institutional
shareholders.

Corporate governance highlights
Director Tenure

Director Age

Gender Diversity

Avg. 7

Avg. 64.3

33.3%

years

years

Women Directors

Board size andindependence
11/12
Directors are independent
11

8
6

5
3
1

0-4
Years

2

5-9 10-14 15-19
Years Years Years

2

3

4
2

<59 60-65 66-70 71-74
Years Years Years Years

Independent Lead Director

1
Women

Meeting attendance

96%

Men

Independent Not Independent

Other publiccompany Boards
1.3 average Board positions• Independent Lead Director
with robust authority• O verall attendance at Boardand committee meetings• C ombined Chairman
and CEO positions• There were eight Board
meetings in 2019

5
3

3
1

0

1

2

3

Boards Board Boards Boards

The meetings included an overview
of the company and a discussion of
the company’s practices on corporate
governance, including Board
refreshment and diversity, director
evaluation, directors’ skills matrix,
Board leadership structure, as wellas on strategic priorities, capital
allocation and structure, environmental
and social matters, Sustainability, andcompany culture. In general, investors
viewed the company’s governancepractices favorably, including theBoard Chairman transition, the mixof tenure and overall diversity, andthe disclosure regarding the Directors’skill sets and qualifications. The
feedback from these meetings wasshared with the Board of Directors andhelped inform the Board on corporate
governance practices and trends.

Director independence
The Corporate Governance Guidelines
and Director Independence Guidelines
provide that independent directors
must comprise a substantial majorityof the 3M Board. A director is“independent” if the Board affirmatively
determines that the director has
no material relationship with 3M
directly or as a partner, shareholder,
or officer of an organization that hasa relationship with the company andotherwise meets the requirements forindependence of the listing standardsof the New York Stock Exchange.
The independent directors will makethe Board decisions on corporate
governance matters.

The Guidelines specify the criteria
by which the independence of ourdirectors will be determined, including
strict guidelines for directors and their
immediate family members withrespect to past employment or affiliation
with 3M or its independent registeredpublic accounting firm. The Guidelines
also prohibit Audit and Compensation
Committee members from having any
direct or indirect financial relationshipwith the company, and restrict bothcommercial and not-for-profit
relationships of all directors with 3M.
Directors may not be given personalloans or extensions of credit by thecompany, and all directors are required
to deal at arm’s length with 3M andits subsidiaries and to disclose any
circumstance that might be perceived
as a conflict of interest.

Diversity
For 3M, diversity, in its myriad
manifestations, is fundamental toinnovation, performance,and relevancy.
The Board of Directors regards diversity
as an important factor in selecting
Board nominees to serve on the Board.
Although the Board has no specificdiversity policy, when selecting
nominees, it actively considers diversity
in recruitment and nomination of
directors, such as gender, race, andnational origin. The current compositionof our Board reflects those ongoing
efforts and continued importance ofdiversity to the Board.

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89

An inclusive culture at 3M is built on
our Be Respectful Principles — torespect the dignity and worth ofindividuals; encourage the initiative ofeach employee; challenge individual
capabilities; and provide equal
opportunity. 3M is continuously
focusing on building and maintaining
an inclusive culture. Additional
information on our inclusive culture
can be found in the Diversity andinclusion section.

In addition to forming the Science,
Technology & Sustainability Committee,
the Board has ended the FinanceCommittee. The responsibilities of
the Finance Committee will be
undertaken by the Audit Committee
and the full Board.

Governance actions

Commitment toeconomic, environmental,
and social topics

As we continually seek ways to improve
corporate governance, our Board
announced in November 2019 thatit had established a new committee
to strengthen oversight of thecompany’s strategies related toresearch and development,commercialization, Sustainability,
environmental stewardship andother related activities. The new 3M
Science, Technology & Sustainability
Committee of the Board of Directors
will help assure 3M is building on
its strong innovation capabilities
while maintaining 3M’s high productstewardship standards.
As a science-based company that relies
on investments and capabilities in R&D,
commercialization and Sustainability
for our success, this new committeealigns with 3M’s strategic priorities andenables the Board greater focus andengagement on a critical element of
our strategy.

90

How we work

During 2019, the Board of Directors
held eight meetings. Overallattendance at Board and committee
meetings was 96%.

At 3M, we are inspired and motivatedby our Vision of advancing every
company, enhancing every home andimproving every life. In collaboration
with our employees, customers,
partners, government, and communities,
we apply our expertise and technology
to help solve shared global challenges.
Sustainability is at the heart of ourcompany. It anchors our purpose-driven
innovation in products, manufacturing
processes and new technologies — andwe’re always trying to do more. It is
our ambition to meet the increasing
expectations of our customers,
employees, investors, and stakeholders— and grow our business — bycontinuing to make bold Sustainability
commitments and taking stronger actions.
3M has a long-standing commitment
to Sustainability, from ourgroundbreaking Pollution Prevention
Pays program that began in 1975
to our increasingly ambitious
set of 2025 Sustainability Goals,
which are designed to improve thefootprint of our own operations,help our customers meet their own
Sustainability goals and drive action on
global environmental and social issues.

Corporate governance

As a global
corporation,
contributing tosociety throughdiverse markets,
we believethat we havea significant
responsibility
to advance theUnited Nations
Sustainable
Development
Goals acrossthe world.

Announced by CEO Mike Roman on
Investor Day in November 2018, theFramework directs our efforts toareas where we can make the greatest
impact: Science for Circular, Science for
Climate, and Science for Community.

At 3M, we areinspired andmotivated by our
Vision of advancing
every company,
enhancing every
home and improving
every life.

We are also a participant of theUnited Nations Global Compact,a policy initiative for businesses todemonstrate their commitment
to 10 principles in the areas of humanrights, labor, environment, and anticorruption. We align this Report to
the guidelines of the Sustainability
Accounting Standards Board (SASB)
and the Task Force for Climaterelated Financial Disclosures (TCFD)
recommendations for helping
businesses disclose climate-related
financial information. Together
with our ambition of improving
every life and our strong set of 3M
values, these commitments drive
and inform our formalized approachto Sustainability — the 3M Strategic
Sustainability Framework.

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91

Our continued work across theStrategic Sustainability Framework
helps advance 3M’s progress toward
our 2025 Sustainability Goals, which isreported on in this Report. Sustainability
at 3M is also guided by our Innovation
Steering Committee which includes
our CEO, CTO, and General Counsel.
The committee provides leadership,oversight and strategy to encourage
and assure Sustainability opportunities
are recognized, and strong policies andprocedures are in place.
In November 2019, the 3M Boardof Directors established a new
Board-level committee to provide
general oversight of the significant
scientific and technological aspectsof 3M’s businesses and the company’s
Sustainability and stewardship
activities: the 3M Science, Technology& Sustainability Committee of theBoard of Directors. The committee
will review the company’s Sustainability
policies and programs, identifying
and analyzing significant Sustainability,
materials vulnerability, and geopoliticalissues that may impact our overallbusiness strategy, global business
continuity, and financial results.
Additional information can be foundin our 2020 Proxy, Commitment to
Sustainability.

92

How we work

3M’s Code of Conduct

Governance links

More than a century of operating with
uncompromising integrity has earned
3M trust from our customers, credibility
with our communities, and dedicationfrom our employees. And for theseventh year in a row, 3M has beenrecognized by Ethisphere® as one of theWorld’s Most Ethical Companies®.

For more information on corporate
governance at 3M, see:

The Code of Business Conduct andEthics for Directors of the company
incorporates long-standing principles
of conduct 3M and the Board follow
to assure the company’s businessand the activities of the Board are
conducted with integrity and adherence
to the highest ethical standards, andin compliance with the law.

• Corporate Officers• Board of Directors• Committee Composition• Governance Documents• Annual Reports and Proxy
Statements

More than a century
of operating with
uncompromising
integrity has earned
3M trust fromour customers,
credibility with ourcommunities, anddedication fromour employees.

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We regularly post governance news,
events, and presentation informationin the Investor Relations sectionof our website. See 3M Events andpresentations.

Our Code of Conduct applies to all
employees, including our CEO, Chief
Financial Officer, and Chief Accounting
Officer. See the Corporate Code of
Conduct section for additional details.

Lobbying and Political
Activities Principle
All 3M Political Action Committee(PAC) receipts, disbursements, andcontributions are publicly disclosed
as required by law. 3M’s reports areavailable on the Federal Election
Commission website. Corporate
contributions directly to candidates,
political committees, ballot measures,
Section 527 organizations, and issue
advocacy or “lobbying” are outlined
in our Political Activities and Issue
Advocacy report.

Corporate governance

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93Enterprise risk

Assessing and planning for risk at
all levels.
Ourcommitment
The concept of risk appetite andtolerance is an essential componentof our strategic planning, and it’s the
responsibility of our senior businessleaders to plan accordingly.
We firmly believe that good corporate
governance practices serve the longterm interests of our stockholders,strengthen 3M’s Board of Directors
and management, and further enhance
the public trust 3M has earned from
more than a century of operating with
uncompromising integrity and doing
business the right way. Governanceincludes broad risk oversight by the
Board and its committees. Risk analysis
is reported to the full Board, theGeneral Auditor, and the Chief Ethics &Compliance Officer. Both the General
Auditor and Chief Ethics & Compliance
Officer are appointed by, and report to,
the Audit Committee of the Board.

Risk oversight
The Board has delegated primary
responsibility for the oversight ofrisks facing the company to the Audit
Committee of the Board of Directors.
The Audit Committee Charter statesthat the committee will “discuss
policies and procedures with respect torisk assessment and risk management,
the company’s major risk exposures,and the steps management has taken tomonitor and mitigate such exposures.”94

How we work

Enterprise risk

The Vice President and General
Auditor, Corporate Auditing, whose
appointment and performanceis reviewed and evaluated by the
Audit Committee, is responsible forleading the formal risk assessmentand management process within
the company. The General Auditor,
consulting with the company’s senior
management, annually assesses
the major risks facing the company
and works with those executives
responsible for managing each specificrisk. The General Auditor periodicallyreviews with the Audit Committee themajor risks facing the company andthe steps management has taken tomonitor and mitigate those risks.
While the Board’s oversight of risk
is primarily performed by the Audit
Committee, the Board has alsodelegated to other committees theoversight of risks within their areasof responsibility and expertise.
We believe this governance of risks
by Board committees, who share
information with the full Board,is appropriate for a diversified
technology and manufacturing
company like 3M. 3M’s 10-K, Item
1A outlines risk factors applicableto the company.

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

To assure longterm success, weare committed to
discovering andpreparing for all
potential threats
to our Vision.
Risk owners familiar with theenvironmental, economic, andbusiness aspects within the company
are interviewed and requested tocomplete a thorough assessment for
their respective risk(s).

Together with subject-matter experts
and senior management, the outcomesare mapped to demonstrate the relative
level of risk and likelihood of risk.
This “heat map” identifies the highestrisk areas and shows where to focus
our internal efforts. In addition, external
resources and data are continuallyreviewed to assist in the risk
identification process. The results ofour various risk assessment exercises
are shared with the Corporate
Operations Committee and thecompany’s full Board of Directors.

3M places
particular emphasis
on protecting
our company
against emerging
risks in an everchanging world.
Case in point: cybersecurity. Strong
cybersecurity programs are essential,
and we continue to invest in information
technology systems and activities
around cybersecurity training andawareness, especially when it comesto avoiding phishing and other threatstargeting 3M.
For more information on
corporate-level risks, see 3M’s 10-K,
Item 1A, as well as the Climate andenergy section and Environmental
management section.

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95

Board members
and General
Auditor meet 1:1
In 2019, the Vice President and General
Auditor met with each independent
3M Board member to discuss risk
management in general as well as
specific risk-related topics facing thecompany. These meetings gave Board
members an opportunity to share whatrisk issues were top of mind for themand which should be reviewed andaddressed by the Board.

Business-level
3M serves customers through our fourbusiness groups. Annually, leadershipfrom each business group presents to
the Board, and the Board discusses andapproves detailed long-term strategicplans for the company, both at thearea and business-group level. Each
presentation includes the following: an
overview of the business group, shortand long-term financial performanceand goals, an assessment of portfolio
growth opportunities, and strategic
priorities to drive our Value Model.

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

96

How we work

In addition to conducting environmental,
health, and safety risk analysis, wehave Business Resiliency plans foreach 3M site. Although we hope tonever use them, it’s critically importantthey are in place, current, and that
employees understand what to doshould an emergency occur. All plans
are prepared in accordance with goodengineering practices and full approvalof management. Scenario exercises
are conducted periodically at sites toevaluate the effectiveness of the plans.

g
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3M will continue to advance ourprocesses to identify and mitigate
enterprise risk by engaging all levelsof leadership. Our priority is thecomprehensive management ofenterprise risks through an ethicaltone, 3M Leadership Behaviors,
governance processes, and clear roles,
responsibilities, and accountability.

Strongcybersecurity
programs are
essential, andwe continue
to invest in
information
technology
systems andactivities aroundcybersecurity
training andawareness.

Enterprise risk

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97

Corporate
Code of
Conduct

Business Conduct
Committee

A “Speak Up” culture that keeps
ethics and business conduct
front and center.
Our
commitment
The Code of Conduct is part of 3M’s
Value Model and positions 3M forlong-term growth. Our Values bind
us together as 3M employees —across business groups and acrossgeographies.
Great companies are built on trust —from customers, shareholders,
employees, and communities. We’ve
earned that trust and a reputation for
integrity over many decades, and noone at 3M is free to compromise it.
We have one Code of Conduct thatapplies to our 96,000 employees
in over 70 countries globally. Our
Code of Conduct summarizes 3M’s
compliance principles and raises
awareness about how to do businessthe right way, at all times and at
every site.

98

How we work

The Code of Conduct is our guide,
answering questions and providing
direction when the right choice
may not be clear.

3M’s Code of Conduct
defines the expectations
for how we work:• Be Good• Be Honest

Executives and managers areaccountable for creating an inclusive
workplace environment thatencourages asking questions andraising concerns.
The Code of Conduct is available in 25
languages and sets clear expectations
not only for employees but also for
relevant stakeholders and business
partners. All new employees receive
a copy of the Code of Conduct.

• Be Fair• Be Loyal• Be Accurate• Be Respectful
3M employees, including all supervisors,
managers, and other leaders, areresponsible for knowing and following
the ethical, legal, and policy requirementsthat apply to their jobs and for reporting
any suspected violations of law or the
Code of Conduct.

Corporate Code of Conduct

Code of Conduct
Be 3M
Be Good

Be Honest

Be Fair

Obey the law and3M’s Code of Conduct.

Act with uncompromisinghonesty and integrity.

Play by the rules, whether
working with government,
customers, or suppliers.

Be Loyal

Be Accurate

Be RespectfulProtect 3M’s interests,
assets, and information.

Keep complete and accurate
business records.

Respect one another and oursocial and physical environment
around the world.

The 3M Business Conduct Committee
is comprised of several senior
executives and is chaired by 3M’s
Vice President and Chief Ethics &Compliance Officer. This committee
oversees 3M’s compliance efforts toassure that 3M has an effective andworld-class compliance program —one that is agile and anticipateschanges in the external landscapeand internal business strategy.
The Business Conduct Committee,annually or as needed, updates the
Audit Committee of the 3M Boardof Directors and 3M’s executive
Corporate Operating Committee.
Additionally, similar committees
exist at country and regional levels
to operationalize and prioritize
compliance activities.

Global complianceprogram
3M’s global compliance program ismanaged and administered by the
Ethics & Compliance Department,
led by the Vice President and Chief
Ethics & Compliance Officer. The
department is staffed with complianceprofessionals stationed around theworld. The Vice President and Chief
Ethics & Compliance Officer reports
directly to the Audit Committeeof the 3M Board of Directors. The
Audit Committee assists the Board inoverseeing 3M’s legal and regulatorycompliance efforts. This direct
reporting line assures the independenceof the Ethics & Compliance Department,
which is responsible for overseeing
and administering strategic, systemic,
and operational components of 3M’s
compliance program.

The compliance program is designed
to meet the U.S. Federal Sentencing
Guidelines and, as designed, meets
similar global standards andrequirements of other countries’
anti‑bribery laws.
The program consists of:• A core set of business conduct
principles• Education and training• Periodic evaluations, audits, risk
assessment, and procedures tomeasure and assess the complianceprogram’s effectiveness• A 24-hour global helpline andwebsite through which employees,
customers, vendors, and otherexternal parties can report concerns
and ask questions, anonymously inmost countries• Risk-based due diligence on
business partners, potential
acquisitions, equity investments,
and candidates for hiring andpromoting• Investigation expertise• Incentives and discipline to addresscompliance successes and failures

Compliance training
and education
3M offers a comprehensive online
compliance training program toemployees worldwide.

An annual training plan is establishedeach year based on an assessment ofinternal and external factors to prioritize
topics and timing of deployment. Online
courses are offered in 22 languages.
Examples of recent training
modules include:• Data Privacy and Protection• Understanding Information Security
and Protection• Gifts, Entertainment, and Travel• Avoiding Bribery and Corruption:
A Global Overview• Understanding Global Competition• Creating a Harassment-Free Workplace• Code of Conduct and Ethical
Decision-Making• Recognizing Conflict of Interest
The Ethics & Compliance website
on 3M’s intranet offers additional
on-demand online training courses.
In addition to offering online training,
the Ethics & Compliance Department —in close collaboration with 3M Legal
Affairs, local compliance partners,
finance, and human resources —provides frequent, tailored, in-person
training to businesses, subsidiaries,
staff groups, and third parties.
Some of this training occurs as partof an annual schedule, while othertraining occurs as requested or when
deemed appropriate.

The program’s training modules are
assigned to employees based on
their role and area of responsibility
within the company. Most courses aremandatory for approximately 46,000
global employees.

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

100

How we work

It is managed by a third-party vendor
and is available to 3M employees
and others internally and externally.
The system does not trace phone
calls or use caller identification, nordoes it generate or maintain internal
connection logs containing internet
protocol (IP) addresses. Web-based
reports are made through a secureinternet portal that does not trace orshow user screen names.
The Ethics & Compliance Department
has the responsibility to review every
business conduct concern that isreported. After review, the department
determines which reports require an
investigation. If an investigation isneeded, an appropriate investigation
resource is assigned to the matter.
For concerns that are substantiated,disciplinary actions may be taken.
Discipline comes in a range of forms
consistent with similar past violations,from warnings to suspensions totermination. Disciplinary actions
may impact one or more persons
associated with a single substantiatedviolation. The 3M global allegations
and disciplinary action graph illustrates
business conduct-related reports
raised in 2018 and 2019, using ourreporting tools found at 3MEthics.com.

Corporate Code of Conduct

3M encourages all employees to
speak up to raise a concern orsuspected violation of the Code of
Conduct. The “Speak Up” posterthat encompasses many of our mostfrequently used languages continues
to be widely used globally.

3M’s non-retaliation
process
3M prohibits retaliation against
anyone who raises a business conduct
concern in good faith or cooperates in
a company investigation. To monitor
this risk, a compliance investigator
contacts the reporter several times
after an investigation closes to discuss
if the person has experienced any formof retaliation. This is done either byphone or via email for non-anonymous
reporters. For anonymous reporters
who used 3MEthics.com to raise aconcern, the follow-up is handled
through 3MEthics.com to maintainanonymity. If claims of retaliation are
identified, the investigation team will
follow up on them. 3M takes a strong
position against retaliation, which isreflected in the Non-Retaliation Policy
and within 3M’s Employee Obligations
and Reporting Principle.

3M global allegations anddisciplinary actions

非倫理的な行動 - 報告する義務があります。
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Suarakan Kecurigaan!

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VorbestePozovite¡ HAZLO SABER!

NGRIJE ZËRIN
Sprechen Sie mit uns

Speak up!

Высказывайте сомнения!

Exprimez-vous
ProgovoriFale!

直言不讳! Ungkapkan!

Prehovorte!

솔직하게 말하기! Tala ut!

3M Ethics & ComplianceParla apertamente

3MEthics.com is a
24‑hour confidential
and anonymous (wherepermitted by local law)
helpline and online
reporting system.

Based on a project in 2018, theEthics & Compliance Department hascontinued to report metrics from a
broader range of 3M functions that
conduct investigations and track
employee concerns. This provides amore complete view of the frequency
and type of concerns reported globallyand better reflects the healthy “SpeakUp” culture that exists within 3M.
This data is used to prioritize resources
and focus strategies.

Говори открыто 直言不諱!
Hãy lên tiếng!

Recipients of the Living the CodeAward receive a letter from ourVice President and Chief Ethics &Compliance Officer along with anengraved crystal glass globe.

อย่าละเลยไม่รายงานพฤติกรรมผิดจรรยาบรรณBe 3M

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

Total number
1800
1600
1400
1200
1000
800
600
400
200

Our strong ethical culture
requires and empowers
employees to make theright choices every day.
Assessments
A dedicated team within 3M’s Ethics& Compliance Department conducts
periodic compliance and anti-bribery
evaluations in various 3M subsidiaries
and operating units each year.
Subsidiaries or operations are selected
for an evaluation using objective andsubjective risk factors. An evaluation
process includes a review of financialtransactions, compliance records,
interviews with business personnel,
and audits of selected business
partners. Our evaluation processcontinues to evolve. In 2019, we
continued to interview at least 10%of non-production employees as partof the evaluation process.

0

Allegations
reported

Substantiatedallegations

2018

Disciplinary
actions

2019

Data in the present chart may differ from previous reports as casemanagement progresses1

Our evaluation planning and site
selection process was enhanced in 2019
by incorporating additional data andanalytical tools to prioritize countries
and operations for future review.
Additionally, a “local evaluation”
process was developed to addresssite-specific risk with more agility
and speed. Now part of the annual
evaluation planning process, a
local evaluation has a more focused
scope than our standard deep-diveevaluation, and it can be completedwith fewer resources in half the time.
This approach is more adaptable tolocal needs while continuing tomeet the requirements of the Ethics& Compliance Department.

Not only do audits, evaluations, and risk
assessments help detect opportunities
for improvement and gaps in processesor procedures, they also reinforce theimportance of operating in an ethical,
compliant manner.

3M 2020 Sustainability Report#improvinglives

101Commitment toanti-corruption
As a participant of the United Nations
Global Compact (UNGC), 3M iscommitted to supporting Principle 10
on Anti-Corruption. Our commitment
and involvement with the UNGC, andwith our community of peer companies,
provides us with the opportunity tocollaborate and share best practices
related to work against corruption in allits forms. Additionally, the complianceprofessionals on our team regularly
participate, present, and are membersof organizations and associations
working to improve compliance
controls and reduce legal risk.
3M’s Code of Conduct requires
compliance with all applicable antibribery laws, including the U.S. Foreign
Corrupt Practices Act, the U.K. Bribery
Act, Brazil’s Clean Company Act, andlocal laws where 3M operates. It
applies to 3M employees, as well as
to our business partners. In addition,
3M’s Anti-Bribery Principle and antibribery policies and procedures havebeen communicated to all employees.
Our Avoiding Bribery and Corruption
training is required of most nonproduction employees and specifically
employees in higher-risk roles,
including those in legal, audit, sales,
marketing, export, and global trading.
The Vice President and Chief Ethics &Compliance Officer provides quarterly
updates on all activities to the Audit
Committee of the Board of Directors andthe 3M Business Conduct Committee.

102

How we work

3M’s commitment to anti-corruption
is also reflected in our management of
third-party intermediaries and otherbusiness partners. 3M conducts duediligence reviews of our third parties
based on an assessment of risk factors,
including transaction size, type of
relationship, government interactions,and geography. Depending on theoutcome of the review, we respondto any identified risks with specificactions, such as training, inclusion of
relevant contractual terms, and otherrisk-mitigating controls. 3M may end
a relationship with a business partner
if the risk presented is determined
to be too high and cannot beappropriately mitigated.
Further, the Ethics & ComplianceDepartment collaborates with 3M Legal
Affairs on due-diligence processes
related to potential equity investments
and mergers and acquisitions. These
processes help identify risks in thetarget company before an acquisition
or investment is initiated. This processaccelerates our efforts to integrate anacquired company’s employees into
3M’s compliance program and culture.
Ultimately, the Ethics & ComplianceDepartment is charged with conducting
a risk review and implementing any
necessary remediation activities upon
the closing of every acquisition. As
a part of our ethics and complianceintegration process, in 2019, wecompleted a compliance culture
survey with an acquisition to identify
and prioritize compliance integration
activities. Acquisition culture surveys
help identify whether new employees
understand 3M’s complianceexpectations and where further
assistance or training can be provided.

Corporate Code of Conduct

Finally, the Ethics & ComplianceDepartment has a group of specialists
focused on assuring that 3M
conducts government contract andsubcontractor business in compliancewith all laws. This group trains, assists,and coaches 3M employees on
all government contracting needs,
including providing guidance andadvice on identifying, managing, andmitigating risk.

Political values
3M respects our employees’ rightto engage in the political process,and, at the same time, 3M iscommitted to preventing potential
corruption. When allowed by law,
any corporate political contributions
outside of the United States requireapproval by the Area Vice President
and assigned legal counsel.
For additional information, please visit
the Ethics and Compliance webpage.

Raising third-party
awareness of 3M
Ethics & Complianceexpectations
To enhance our communications andexpectations with third parties, 3M
has an online training course and abrochure for our business partners.
In 2019, we moved to a new vendor
and refreshed the content of the online
third-party training course on antibribery. The course is available in
30 languages. The brochure, available
in 27 languages, provides anotherway for 3M to communicate withour business partners regarding ourcommitment to combat global bribery.

“For more than acentury, 3M hasdone things theright way, assuring
integrity is at theheart of what wedo. Our Code of
Conduct provides
the foundation for
the values we live
by. These values
can be felt all over
the world.”
 — Michael Duran
3M Vice President and Chief Ethics& Compliance Officer

3M 2020 Sustainability Report#improvinglives

103

Our actions
Ethics & ComplianceDepartment
The teams within the Ethics & ComplianceDepartment were reorganized in 2019,
allowing for greater efficiencies andcollaboration, further enhancing ourestablished Centers of Excellence.
A Platforms and Strategic Transactions
Team was created to provide greater
focus on simplifying and automatingprocesses. We also established a
dedicated team for risk monitoringand metrics management.
This year, we rebranded the department,changing its name from Complianceand Business Conduct to Ethics &Compliance. We did this to establish
a name that reflects our mission ofassuring employees conduct businessethically. The new name also brings
greater alignment with 3MEthics.com,
our external website that is used toraise concerns and ask questions.
Our Chief Compliance Officer became
the Vice President and Chief Ethics& Compliance Officer. Finally, we
updated our 3MEthics.com website
to reflect the rebranding and, while
doing so, created a refreshed andsimplified user interface to facilitate
the “Speak Up” process.

Global Ethics &Compliance Day
All over the world, we held Ethics &Compliance Day events to further build
employee engagement around theCode of Conduct and doing businessthe right way. For the third year in a row,
we held a compliance day at our global
headquarters. The theme was “The
Gray Area: where doing the right thing
isn’t always black and white.”104

How we work

The day featured an outside speaker
who discussed his personal experiencein making poor ethical choices and theimpact such choices had on his personal
life and professional career. Additionally,
several 3M leaders participated in
the day. All participants shared theirperspectives on the importance of doing
business the right way, the resources
available to help employees in the “grayzone,” and the potential consequencesof poor choices. The event included afair, where representatives from various
compliance functions were stationed
at booths where they held interactive
discussions with employees.

Communications to
support our employees
and supervisors
We recognize the power in storytellingto inspire and influence ethical behavior.
In 2019, the Ethics & ComplianceDepartment launched a new videoseries called “My Moment of Truth,”which leverages the personal stories of
3M employees who had the courage
to speak up and do the right thing.
The series was intentionally unpolishedand showed real employees in theirworkspaces and was filmed on cell
phones or other readily available video
equipment. The participants included
employees from all over the world
and were subtitled in English and nineother languages.
The most frequent resource employees
go to with ethical or compliancequestions is their manager. The Ethics& Compliance Department publishes
a series of toolkits containingreference materials and case studies
to help supervisors effectively address
employee questions and respond
appropriately when dealing withpotential violations of the law or the
3M Code of Conduct.

Corporate Code of Conduct

To assure global accessibility, in 2019,
these publications were translated
into the languages most frequently
requested by our global team. This
year, the supervisor toolkits covered
speaking up; conflicts of interest;
respectful workplace; and gifts,
entertainment, and meals.

Data analysis
and metrics
Through the work of a data scientist on
the Ethics & Compliance Team, we haveseen positive impacts in our reportingand metrics analysis. The cycle timeto create our compliance reporting
metrics was cut in half, allowing quicker
access to current data. We now also
provide our compliance partners andleaders with a user-friendly platform toreview and analyze their relevant data
through custom dashboards.
This year, we again implemented
an ethical culture survey for 3M
sales professionals.

The survey participation rate
improved by approximately

20%

Through analyzing the survey results, wewere able to correlate the frequency of
discussion that a manager has with theiremployees about ethics and compliancewith other measures, including thewillingness of employees to speak up.
This data finding was used in manager
training to emphasize the importance of
speaking about compliance.

Training enhancements
In 2019, we transitioned to a new
online training vendor for ethics andcompliance courses. The new vendor
offers adaptive learning technology
and will provide more data to leverage.
To drive improvement in on-time
online training course completions, we
implemented a pop-up notification that
reminds a user of their need to complete
their compliance training each timethey open certain desktop applications.
This pop-up helped on-time online
training course completions reach thehighest level ever achieved. Additionally,
we introduced a third-party code
certification in 22 languages that canbe leveraged any time there is a needto communicate or clarify our Code of
Conduct expectations.

g
n
i rd
k
o wa
o
L or
f
As 3M’s business models change over time,
ethics and compliance remain at the core ofwhat we do for our employees, customers,
communities, and shareholders. The Ethics& Compliance Department will continue to
evolve, establishing appropriate governancebodies and partner networks to assure we
continue to drive a culture of speaking up anddoing business the right way. As we do so,
we will optimize opportunities to continually
improve our program. We will support
supervisors and managers globally, so they
are prepared with necessary information
and resources.
Data analysis will remain a priority for the
Ethics & Compliance Department as weleverage it to understand our risks. We willcontinue to empower global leadership totake ownership of key performance indicatorsby providing access to tools and metrics.
In 2020, we will use our technology andreporting platforms to create tools andmeasures that identify risk and increase ourvisibility into those risks.
We will continue to evolve our acquisition
integration process, assuring effective
integration of newly acquired businesses
into our Ethics & Compliance program andplatforms. We will provide those new to
3M with a strong support network from the
Ethics & Compliance Department during
times of transition.
3M will continue to hold Ethics & Compliance
Days around the world to engage global
employees in our culture of compliance.
These events will be opportunities to create
energy and enthusiasm around compliance,with active participation from our divisions
and functions and across levels of seniority
and tenure in the company.

3M 2020 Sustainability Report#improvinglives

105

Human rights
Doing business the right way is
the only way we do business.
Ourcommitment

Guided by deeply
engrained principles
in our culture

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

Respect for human rights is deeply
engrained in our culture. Within ourown business, 3M’s approach to
managing and assuring human rights
is derived from the 3M Code of
Conduct, which recognizes the rightof employees to have a respectful
workplace. This culture extends
through our human resources policies,
programs, and management systems,
including 3M’s Leadership Behaviors.
We continue to implement ourhuman rights program through ourglobal policies, management system,
assessments, audits, training, and,ultimately, our metrics tracking.
Our audit process provides us witha global perspective over all of oursites and our supply chain.

In 2014, we became a United Nations
Global Compact (UNGC) participant,thereby committing to align ouroperations and strategies with the
UNGC principles on business andhuman rights. We support its “protect,respect, and remedy” frameworkand its principles of due diligence.
Furthermore, our Code of Conduct
and its underlying principles requirecompliance with all applicablelaws and also require respect forinternationally recognized humanrights in all global operations.
We also recognize the International
Labor Organization (ILO) Declaration
on Fundamental Principles andRights at Work. Adopted in 1998, thedeclaration commits member states
to respect and promote principles
and rights in four categories, whether
or not they have ratified the relevant
conventions: freedom of associationand elimination of discrimination in
employment and occupation; theright to collective bargaining; theelimination of forced or compulsory
labor; and the abolition of child labor.

106

How we work

Human rights
elements brought
to life
Our commitment to upholding humanand workplace rights is embodied in the
3M Human Resource (HR) Principles,
which respect the dignity and worthof all individuals, encourage theinitiative of each employee, challenge
individual capabilities, and provide
equal opportunity for development.

Human rights

A respectful workplace
Our Code of Conduct lays out what itmeans to be a 3M employee and includes
the 3M Respectful Workforce Principle:

Be Respectful:
We strive to havea work environmentthat reflects andvalues the best in
all of us, where wetreat each otherrespectfully andprofessionally, andwhere individual
differences arevalued.
3M’s Respectful Workplace Principle
states that “everyone is entitled torespectful treatment in the 3M
workplace. Being respectfulmeans being treated honestly andprofessionally, with each person’s
unique talents, background, andperspectives valued. A respectful
workplace is free from unlawful
discrimination and harassment, but
it involves more than compliancewith the law.

It is a work environment that is freeof inappropriate or unprofessional
behavior and consistent with 3M’s
ethics and values — a place where all
employees can do their best and arefree to report workplace concerns
without fear of retaliation or reprisal.”

Working hours andliving wages
3M complies with minimum wage
legislation globally, and we make every
effort to exceed the legal minimum
wage. Our competitive compensationreflects our practice of establishingcompetitive salary ranges based on
actual pay data from benchmark
peer companies in manufacturing.
3M also complies with all applicablelaws relating to overtime and breaks.
Additional information can be foundin the Compensation section.

Freedom of associationand the right tocollective bargaining
3M works diligently to create a work
culture that affords all employees theopportunity to work without fear of
intimidation, reprisal, or harassment,in an environment where employees
can have their questions and concerns
addressed in a fair and timely manner.
In all sites, the company’s relationshipwith employees, whether union or
non-union, is a key responsibility of
all company leaders, and is assisted
by human resources representatives.
Human resources professionals workwith employees to maintain positive
employee relations.

Our Human Rights Policy has a
specific subdivision on the freedomof association, which assures that we
respect “the ability of employees tochoose whether or not to join unions
and engage in collective bargaining,as permitted by applicable laws
in the countries where 3M does
business.” In the event of business
operations changes, we follow all
applicable local laws and regulations
regarding notice periods for both
union and non-union employees.

Approximately

8%of 3M’s global
workforce isunionizedwith the number rising to22%when labor
agreements areincluded.
We are aware that, in some countries,
collective bargaining rights are notprotected or recognized. Nevertheless,
3M assures employees that freedom of
association and collective bargaining
aspects of our Human Rights Policy
apply to all 3M employees worldwide.

3M 2020 Sustainability Report#improvinglives

107Modern slavery

Child labor and minimum hiring age

Forced and compulsory labor

Modern slavery, as an umbrella term,
encompasses several human rights
issues, including forced labor, bonded
labor, child labor, human trafficking,and slavery-like practices. We have arobust stance against these practices
as set out in our labor, employment,
and business conduct policies, and ourSupplier Responsibility Code. These
policies reflect our commitment toacting ethically and with integrity inall our business relationships and to
implementing effective systems andcontrols, so this practice does nottake place within our organization andsupply chains. Additional information
can be found at 3M Supplier Direct,
Transparency in Supply Chains andModern Slavery Disclosures.

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

3M complies with all applicablelaws and employment regulations
and does not engage or participate
in forced labor. We have those same
expectations for all suppliers doing
business with us. This commitment
is evident in our Human Rights Policy
and Supplier Responsibility Code.
Human trafficking
Our approach to human trafficking
is very simple: We do not tolerate it.
Our Human Rights Policy details our
prohibition of human trafficking.
We are committed to using effective
systems and controls to prevent humantrafficking from taking place anywhere
within our business or supply chains.
These prohibitions apply to 3M and its
subsidiaries as well as to our federal
contracts and subcontracts for either
commercial or non-commercial items.
Our Supplier Responsibility Codedetails expectations regarding laborand human resource practices for all of
our suppliers worldwide. 3M suppliersmust comply with all local country
labor and human resource laws andcannot use labor that is obtained
through mental or physical coercion,
physical punishment, slavery, or otheroppressive labor conditions, andcannot engage in any form of humantrafficking. Additional information canbe found in the Suppliers section.

108

How we work

Human rights

Security personnel
training and proceduresWith the alarming rise in corporate
security breaches worldwide, our
Human Resource Security Standard
provides the controls required toachieve human resource security
based on industry standards andbest practices.
Roles and responsibilities of
information security employees,
contingent workers, and suppliersmust be defined and documented
in accordance with the 3M Information
Security Management System(ISMS). Background checks verify
all suppliers, contingent workers,
and candidates for employment.
Background checks must be carriedout in accordance with relevantlaws, regulations, and ethics, andmust be appropriate for the business
requirements, classification of theinformation to be accessed, and theperceived risks. Contingent workers
and suppliers in the United States are
required to review and acknowledge
3M’s Systems Access Control Standard
and other 3M policies and standards.
Management requires employees,
contingent workers, and suppliers
to apply security practices inaccordance with established policies
and procedures. All 3M employees
and, where relevant, contingent
workers and suppliers, must receive
appropriate awareness training andregular updates in organizational
policies and procedures, as relevant
for their job function.

Raising, addressing,and resolving
workplace concerns
When concerns related to humanrights, labor practices, environmental,
or safety issues arise, our employees
and non-employees are encouraged
and trained to raise questions or reportmisconduct or potential misconduct.
We provide a variety of mechanisms
for reporting and resolving concerns:• Employee’s management and/or
human resource manager• 3M legal counsel• 3M Ethics & Compliance Department• 3MEthics.com• 3M Global Security Operations
CenterSee 3M’s Ethics & Compliance website
for more information regarding
how to report a concern. Additional
information can be found in the
Corporate Code of Conduct section.
3M prohibits retaliation against anyone
who asks a question, reports a concern
in good faith, or participates in acompany investigation. This position isreflected in the Non-Retaliation Policy
and within 3M’s Employee Obligations
and Reporting Principle.
In addition, we conduct audits of site,
workplace, and human resource
practices, and we conduct assessments
and audits of suppliers to assurecompliance with 3M’s expectations
related to labor practices. See theSuppliers section for more details.

3M 2020 Sustainability Report#improvinglives

109

Our actions
Strong support forhuman rights charters
3M continues to support several humanrights charters. Among them:• United Nations Global Compact• Universal Declaration of
Human Rights• European Convention on
Human Rights• United Nations Guiding Principles
on Business and Human Rights• International Labor Organization’s
Declaration on Fundamental
Principles and Rights at Work• OECD — Organization for
Economic Co-operation andDevelopment Guidelines forMultinational Enterprises, includingOECD Due Diligence Guidancefor Responsible Supply Chains ofMinerals from Conflict-Affected
and High-Risk Areas• Agenda 21 — United Nations
Convention against Corruption

Holistic approachto human rights
due diligence
The 3M Corporate Code of Conduct
describes the company’s businessconduct principles, or core values,
which set forth global corporate
expectations for all 3M employees andthird parties who act on 3M’s behalf.
The principles in this Code of Conduct
remain consistent with 3M’s longstanding business conduct principles,its values, and our shared ethicalstandards for conducting business with
uncompromising honesty and integrity.

110

How we work

Human rights

In our view, human rights due diligencerequires a holistic approach. We assess
our own business as well as those whoare acting on our behalf — in supply
roles, government relationships,
acquisitions, mergers, anddivestitures — to identify the salient
human rights issues applicable to ourbusiness. We have a grievancemechanism in place, 3MEthics.com,
which can be used to raise a concern
regarding any adverse human rights
impacts. We also comply with allapplicable laws and honor the
principles of internationally recognizedhuman rights when faced withconflicting requirements.

Assessing human rights
Our assessment of human rightsaligns with our corporate Human
Rights Policy, as outlined under ourcommitment, and includes these pointsof review: safe and healthy workplace,respectful workplace, workplacesecurity, work hours and wages,
freedom of association, child labor,
forced labor, human trafficking, or
recruitment fees to obtain employment.
Evaluations are integrated into
other assessment and management
processes and are based on material
issues regardless of where they’re
identified within the value chain.
Based on this assessment process, wehave determined that in our various
spheres of influence (our own businessand in others acting on 3M’s behalf),
the sphere with the greatest potential
for human rights impact is within our
supply chain.

Segment

Salient risk*

Action plan to address

3M employees

Assuring conformance withthe 3M Code of Conduct

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

Others acting
on 3M’s behalf

Unsafe working conditions,mistreatment of workers

See Workplace Environmental, Health, and Safety Principle

Suppliers

Assuring conformance with
3M Supplier Responsibility
Code expectations

See Suppliers section for details on our risk-based
supplier assessment process

Government
relationsNot adhering to all applicablelaws, rules, and regulations

See Lobbying and Political Activities Principle; Political Activities
and Issues Advocacy, and Doing Business with Government
Agencies and Contractors Principle for more information

Acquisitions,mergers, anddivestitures

Failing to recognize humanrights issues during theacquisition integration ordivestiture process

Prioritize and address human rights issues relative to risk andcompliance; see Human Rights Policy, Respectful Workplace
Principle, and Workplace Environmental, Health, and Safety
Principle for more information

Local communities
and customers

Inequitable opportunities
to succeed in science,technology, engineering, andmath (STEM); skilled trades
occupations

Assess community partnerships to assure we are providing
support to underrepresented populations, so they have equal
opportunity for success in STEM and skilled trade employment
areas; see the Communities section for additional information*Risks as per human rights (safe and healthy workplace, respectful workplace, workplace security, work hours and wages, freedom of association,
child labor, forced labor, or recruitment fees to obtain employment, and human trafficking)In our view, human rights due diligence requires a holistic
approach. We assess our own business as well as those whoare acting on our behalf.

3M 2020 Sustainability Report#improvinglives

111

Within our own businessWithin 3M, our approach to managing
and assuring human rights aligns
with the 3M Code of Conduct, which
recognizes the right of employees tohave a respectful workplace.
As stated in the Code of Conduct
Global Handbook, which is available
in 25 languages, all 3M employees
are held to the same high standards.
If the Code of Conduct sets a higher
standard than the law, we are
expected to follow the Code of
Conduct and do business the 3M Way.
3M’s success depends on each of us
doing the right thing. No matter ourjob title, we are all leaders when it
comes to ethics and integrity, and wemust meet these important
commitments:• Know and follow the guidance set
forth in our Code of Conduct• Foster a positive, inclusive work
environment and a strong cultureof ethics• Complete compliance courses
and certifications on time

3M employees, including all
supervisors, managers, and otherleaders, are responsible for knowing
and following the ethical, legal, andpolicy requirements that apply totheir jobs and for reporting any
suspected violations of law or the
Code of Conduct. Executives andmanagers are accountable for creating
an inclusive workplace environmentthat encourages asking questions andraising concerns.
For additional details on our employee
processes, see the Diversity andinclusion and Employee programs
sections.

No matter our job
title, we are allleaders when it
comes to ethics
and integrity.

• Report suspected violations of
the law or our Code of Conduct
unless prohibited to do so by
local law

• Report any known or suspected
retaliation• Cooperate with investigations

How we work

We provide training globally to assurethat all 3M employees comply withthe law, 3M’s Code of Conduct,
supporting policies, standards, andprocedures, including Human Rights.
In addition to offering online training,
the Ethics & Compliance Department —in close collaboration with 3M Legal
Affairs, local compliance partners,
Finance, and Human Resources —provides frequent, tailored, in-person
training opportunities to businesses,
subsidiaries, staff groups, and third
parties. Some of this training occurs aspart of an annual schedule, and sometraining occurs as requested or when
deemed appropriate.
Each manager and supervisor isrequired to assure that those whoreport to them complete mandatorycompliance training and Code of
Conduct certification as identified
in 3M’s Code of Conduct Global
Handbook. See the Corporate Code of
Conduct section for more information.
Employees are assigned courses
based on their job function, country
location, production/non-production
status, and supervisor/non-supervisor
and management-level status.
Email notifications are sent to theemployee’s or their supervisor’s
3M email address informing themof their course requirements and theirtimeline for completion. The new
employee courses are due within
60 days of assignment.

• Do not engage in workplace
retaliation

112

Assuring human rights
through training

Human rights

If an employee does not have a 3M
email address in the HR system, it is
the responsibility of their supervisor(or designated trainer) to inform themof their course requirements. The
email notifications include a courseannouncement and up to threereminders.
An annual training plan is establishedeach year based on an assessment ofinternal and external factors to prioritize
topics and timing of deployment. Online
courses are offered in 22 languages.
Training for 3M employees on the
Supplier Responsibility Code processes
and tools includes a self-check exercise
and final quiz to understand theeffectiveness of the training. Training
is provided when there have beensignificant changes to the Supplier
Responsibility Code, process, or tools.
Supplier Responsibility Code training
and information for suppliers resideon the 3M Supplier Direct website.
Supplier Responsibility Codeinformation is sent to suppliers prior
to conducting an assessment to assureawareness of expectations — which arealso addressed during supplier statusreview meetings.

3M 2020 Sustainability Report#improvinglives

113Others acting on
3M’s behalf
Upholding 3M’s Code of Conduct andvalues is the responsibility of everyone
acting on 3M’s behalf. Multiple
processes are in place to assure 3M’s
principles are being upheld by theseparties. Case in point: our approach tohealth and safety.
Under our Workplace Environmental,
Health, and Safety Principle, 3M’s
Code of Conduct requires 3M
employees to select and retain
suppliers, contractors, or outsourced
manufacturers and service providers
who comply with all applicablelaws and regulations and meet 3M’s
environmental, health, and safetyvalues. In addition, at 3M sites, allvisitors, suppliers, contingent workers,
and contractors are held to the same
safety and health requirements as
3M employees.
See the Health and safety section
for additional information on thisassessment process.

Our suppliers
At 3M, we recognize the choices wemake for our material and service
providers must also reflect our values.
We want our suppliers to share ourcommitment to maintaining compliant,
responsible, and sustainable operations
and practices. In addition to fullcompliance with all applicable labor andhuman resource laws, we expect our
suppliers to be committed to upholding
the human rights of workers and totreating them with dignity and respect
as understood by the international
community. This applies to all workers,
including temporary, migrant, student,
contingent, and direct employees.

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How we work

These expectations are laid out inthe 3M Supplier Responsibility
Code and support our Science for
Circular goal to drive supply chain
Sustainability through targeted
raw material traceability and supplierperformance assurance.
For details on our risk-based
supplier assessment process,see the Suppliers section.

Government relations
Under our Be Fair Principle, 3M iscommitted to being a responsible
company with uncompromising
integrity in all dealings with local, state/provincial, and national governments
and with their prime contractors andsubcontractors around the world.
In all our activities with governments,
we carefully follow all applicable laws,
rules, and regulations.
Before entering into any government
contract, or any agreement related
to a government customer, 3M
employees must consult 3M’s
Government Contract ComplianceDepartment or their businessgroup’s assigned legal counsel.
Human trafficking and forced laborrelated provisions are also includedin 3M’s government contract flowdown requirements for suppliers.
In the United States, the government
has adopted a regulation (Federal
Acquisitions Regulation 52.222‑50)
prohibiting human trafficking,including slavery, servitude, forced
and compulsory labor, and coercion
to induce a commercial sex act or
to procure the same — all of which
result in the deprivation of a person’sliberty by another in order to exploit
them for personal or commercial gain.

Human rights

3M has implemented processes toassure compliance with the U.S. Federal
Acquisitions Regulation, including a
Human Trafficking Prevention Standard.
For more information, see the Doing
Business with Government Agencies
and Contractors Principle.

Acquisitions, mergers,and divestitures
3M regularly pursues the sale andpurchase of business interests.
For each business that may be
acquired or divested, human rights
issues are prioritized and addressed
relative to risk and complianceduring the acquisition integration
or divestiture process.
Additional information can befound in our Respectful Workplace
Principle and the Environmental
management section.

Partnering withlocal communities
and customers
Under our Be Respectful Principle,
3M’s core values include treatingeach other and our stakeholders withrespect and respecting our social andphysical environment.
As part of 3M’s Vision, we work to
imagine a world where every life isimproved. The power is in partnership.
As a global corporation, we believethat we have a significant responsibility
to society in general, and especiallyto the communities in which we live
and work.

We have created a robust, stakeholderdriven approach to Sustainability
materiality that includes human rights.
Our materiality assessments andstakeholder engagements are vital
components of our company’s
strategy and reporting. Details of ourmateriality assessment can be foundin the 3M Value Model section.
Our Sustainability goals and Strategic
Sustainability Framework weredeveloped from the materiality
assessment.
For additional information on our
stakeholder engagements, see the3M Value Model section.

As a global
corporation, we
believe that wehave a significant
responsibility tosociety in general,and especially tothe communities
in which welive and work.

g
n
i rd
k
o wa
o
L or
f
In 2020 and beyond, we are looking
at ways to recognize business
opportunities that help the company
grow while addressing societal
issues. We cut across industries andinterests to collaborate with suppliers,
customers, and communities byworking together to build a more
resilient world. We have a unique
opportunity to apply our passion andcollaboration abilities to help the worldprosper. This includes collaborating
to continuously improve our duediligence management system, identify
and address salient human rights issues
within our sphere of influence, andstay aligned with internationallyaccepted frameworks, such as theUnited Nations Guiding Principles.

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115

Compensation
Equitable pay for everyone,
everywhere.
Ourcommitment
3M provides competitive marketbased pay and comprehensive benefits.
In addition to a professional work
environment that promotes innovation
and rewards performance, 3M’s totalcompensation for employees includes
a variety of components that support
sustainable employment and the ability
to build a strong financial future.

We pay for performance
3M is a pay-for-performancecompany. In addition to earning abase salary, eligible employees arecompensated for their contributions
to the company’s growth, profitability,
and other goals. This compensation
falls into one of two categories: shortterm cash incentives and long-term
equity incentives in the form of annual
restricted stock units (RSUs), stock
options, and/or performance-based
awards. In certain circumstances (e.g.,
for purposes of hiring or retaining key
talent), we offer grants of restricted
stock units.
As detailed in the 3M Board of
Directors’ Compensation Committee
Charter, all incentive compensation
and all aspects of executive
compensation are reviewed regularly
by the Compensation Committee,
which is comprised solely of
independent non-employee directors.

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How we work

The committee, along with its
independent compensation
consultant, assesses the design ofand risks associated with incentive
compensation, recommending
changes when appropriate. Any
recommendations related tocompensation for 3M’s CEO are
subject to ratification by all of the
independent members of theBoard of Directors.
The Compensation Committee
reviews stakeholder proposals relating
to executive compensation mattersand recommends to the Board thecompany’s response to such proposals.
3M executives are also eligible toparticipate in deferred-compensationplans that enable them to save forretirement or for other reasons, andthey receive certain other benefits,
such as financial planning services.

Approximately

100

executives were
eligible for thesebenefits in 2019
including all of the named
executive officers.

Director compensation
philosophy and elements
The Nominating and GovernanceCommittee annually receives
reports on the status of the Board’s
compensation in relation to other large
U.S. companies and is responsible
for recommending to the Boardchanges in compensation for nonemployee directors. In developing its
recommendations, the committee isguided by the following goals:• Compensation should fairly pay
directors for work required in acompany of 3M’s size and scope• A significant portion of the totalcompensation should be paid in
stock to align directors’ interests
with the long-term interests ofstockholders

Everyone is a leader
Compensation for 3M employees istied to their job descriptions as well
as how they perform in their jobs.
This holds true for general leadership
responsibilities as well as performance
related to Sustainability issues.
3M Leadership Behaviors establish
expectations and ways everyone
can demonstrate and meet those
expectations through their actions
and interactions.
The six behaviors of effective leaders
at 3M include the following:

Play to win

To foster 3M’s culture of innovation,
we expect our leaders to create
an environment that allows andchallenges all employees to seek out
new ideas and process improvementsthat drive success. Our “Innovate”
Leadership Behavior includes
an expectation to support 3M’s
Sustainability goals.
Ratings of achievement against
measurable targets impact the award
values for those employees who are
eligible for incentive compensation.
For those employees eligible to receive
long-term incentive compensation,
ratings of Leadership Behaviors impact
their long-term incentive grant values.

Earn up to yourtrue potential
All employees have the opportunity
to grow through challenging workand be rewarded for their efforts.
Our employee performance review
process directly connects to anindividual’s compensation. The intent
of the process is to align individual
goals and performance with businessobjectives and outcomes, creating a
win-win situation for the employee andthe company. In addition, the process
helps identify and develop leaders
to meet 3M’s ongoing talent needs.
Additional information on 3M’s
employee development andcompensation can be found in the
Employee programs section andat 3M.com.

Foster collaborationand teamwork

Innovate• The structure of the compensation
should be simple and transparent
Annually, at the request of theNominating and Governance Committee,
Frederic W. Cook & Co., Inc. conducts
a survey of director compensation atother large U.S. companies andprovides expert advisory support tothe committee on the compensationof non-employee directors.

Prioritize and execute

Develop others
and self

Act with integrity
and transparency

3M’s 2020 Notice of Annual Meeting
and Proxy Statement provides
additional details on the named
executive officers’ compensation.

Compensation

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117

Our actions

Pay based on role,
responsibilities, skills,
and performance

Delivering on thepromise of fair andequitable pay
3M’s industry-leading formula forcompensation helps provide equitable
pay for all employees. We factor
in performance accelerators basedon an annual performance review,and the Leadership Behaviors
discussed in our commitment.
At 3M, the proportion of total rewards
aligned with variable (incentive) pay
increases with job level and reflects
the job level’s influence on both shortand long-term results. Eligibility for
3M’s Annual Incentive Plan (AIP) andLong-Term Incentive Plan (LTIP) isbased on job level, considering boththe job level’s ability to influence the
incentive period being measured andmarket competitiveness for thesetypes of compensation.
In late 2018, the Board of Directors
updated the company’s clawback
policy that covers both cash and equity
compensation for executives. The
updates address situations involving
significant financial or reputationalharm as well as risk management
failures. The Board of Directors
continues to monitor regulatory
developments relating to recoupmentof incentive-based compensation.
Additional information on 3M Total
Rewards can be found in the Employee
programs section.

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How we work

We maintain our focus on our global
compensation principles to provide
market-competitive, fair, and equitablepay. We continue our journey toassure we appropriately benchmark
compensation within our many sites
globally and use consistent methods
to analyze our compensation position
against the market. Efforts continued
in 2019 to standardize and simplify our
methodology around market pricing,utilizing data sources from multiple
vendors. As we move forward, we willcontinue to look for ways to handle
this process in an increasingly efficientand consistent manner.
Our Global Market Pricing Processassures market-competitivecompensation for employees anddrives consistency and transparency
in compensation practices acrossall regions. Using common job
descriptions and grades throughout
the world, this process uses datafrom three global surveys tobenchmark pay levels and map job
grades, which helps drive our pay
principles for fair and equitablepay. In 2019, the Compensation
Committee formally added to its listof responsibilities a review of mattersrelating to internal pay equity.

g
n
i rd
k
o wa
o
L or
f
3M has the same annual incentive
plan design for all eligible employees,
including our executive officers —the same payout curves,
thresholds, maximums, metrics,
and metric weightings.
This year, we will consolidate
incentive plans to align with ourglobal business model. 3M willcontinue to conduct assessments
for the purpose of identifying andmitigating significant economic andreputational risks in the design of our
incentive compensation programs.
In 2019, 3M announced new
business segments and leadership
appointments. This new structure will
increase our customer focus, agility,and productivity in 2020.

In 2019, approximately 95% of
the shareholder votes cast on our
say-on-pay proposal approved
the compensation of our Named
Executive Officers as disclosed
in 2018’s Proxy Statement. The
Committee will consider the resultsof this year’s say-on-pay proposal,
as well as feedback from ourstockholders, when making future
executive compensation decisions.

Compensation

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119Employee
programs

Investing in our people

Building a meaningful culture.
Ourcommitment
At 3M, we lead with culture. We want
our employees to focus on making
an impact on the world and feelempowered to bring innovation into
their work.
We know that engaged employees
are more satisfied with their work,
tend to stay longer, and are moreproductive and committed. We fosterand reinforce behaviors that support
engagement on many levels, including
networking, collaboration, diversity,and inclusion. We focus on thequality and the impact of professional
development and career growth.
3M is the place to be for employeesinterested in development
opportunities. Our company touches
nearly every industry in every market
globally. If you work at 3M, you havea range of development opportunities
few other companies can offer. Our
people can live in different countries,
learn about different cultures, anddevelop a variety of skills acrossdifferent industries.

120

How we work

It’s possible for someone to go from alab, to marketing, to sales, to businessdevelopment, and all the way up to
the C-suite. 3M is so diverse thatpeople can reinvent themselves andtheir careers all within one company —and so inclusive that they’ll be able
to collaborate with other curious,
creative minds wherever they go. For
more information, see the Employee
diversity and inclusion section.

orfce nity
n
ie u
Sc mm
Co
Goal: 100% participationin employee development
programs to advanceindividual and organizational
capabilities by 2025.
We encourage our employees topursue areas of interest, and we
support the development of career
paths and opportunities alignedwith those interests. Development
programs may consist of formal
training, on-the-job development,
mentoring, and more.

Employee programs

Our actions
Our most valuable resource is ourpeople, and we invest in their success.
We offer a wide range of benefits anddiscounts designed to help them live
their best lives. We also provide tools,
opportunities, and support for people
who want to grow their careers.

A learning-focused
cultureOur 96,000 employees do workthat matters, applying 3M science inways that make a positive impact on
people’s lives. In today’s fast-moving
business environment, it’s more
important than ever to anticipate andexceed the needs of our customers,
shareholders, and employees. Creatinga high-performance culture built on
continual learning helps 3M achievebusiness growth for the company andprofessional growth for employees.

The professional growth of our people
is essential to the growth of ourbusiness. In 2019, we provided over

25+

hours of training
and development
for full-time equivalent(FTE) employees.
We leverage a 70-20-10 development
model which indicates that, over thecourse of a career,70%of learning is doneon the job

20%

comes throughother employees

10%of meaningful
development
is reached throughformal training.

Our learning orientation andphilosophy focus on experiential
learning and skill building rather
than classroom-style training.
The number of training hours andthe training cost per employee are
not our leading indicators of humancapital performance. Instead, we focus
on indicators that align employees’
results to the company’s success whenassessing our development programs.
Leadership and employee engagement,
employee retention rates, brandrecognition, acquisition integration
milestones, and Lean Six Sigma (LSS)
project value are a few examples ofindicators that contribute to 3M’s
recognition as an industry and global
business leader.
3M has prioritized learning andcareer development opportunities
not only for leaders but for all
employees. Further, 3M has separate
processes for employee performanceand career development. This
gives employees the freedom tocreate meaningful development
plans without performance orcompensation implications.

Employee development
Effective employee development
programs are crucial in order toreach our goal of 100% of employees
engaging in development activities.
With our global online employee
learning platform, Develop U,
employees are easily able to accessdevelopment resources to support
their career aspirations and advancetheir strategic capabilities within
3M. Develop U provides employeeswith a personalized experience byrecommending relevant content basedon their role within the organization.

Additionally, content is organized
and aligned to directly support ourorganizational priorities, including
the 3M Leadership Behaviors,
company-defined functional
competencies, LSS, Sustainability,
and supervisory content. Develop U
provides access to tens of thousandsof unique, just-in-time learning
resources in over 15 languages,
allowing 3M’s global workforce toengage in employee development.
Given this breadth, we’ve seen69%

of our global
workforce engage
in self-directed training
via online platforms.
Considering job-specific training aswell as self-directed, over 1.5 million
training classes were completed.
In 2019, we launched 10 data scienceand eight digitization functional
learning paths, leading to over
3,800 completions. These and otherlive events pushed our live event
completions total to over 102,000
and reached both production andnon-production employees globally.
Employees create or update
development plans that include
activities meant to improve individual
skills and further career development.
Employees can use additional skillmapping tools in collaboration with
their supervisors to identify long-term
desired goals and define actions
needed to help reach those goals.

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121

A key part of career development isunderstanding the available career
paths and resources. Employees
can access functional competencymodels that clarify expectations
regarding the knowledge, skills, andabilities to be developed over a career
within a specific function. Based onshared expectations, career paths
are aligned with relevant training
and development resources. Eachfunction follows a competencymodel that leverages 3M’s learning
platform and directs employees torelevant training opportunities.
Functions also provide development
suggestions that can growcompetencies through on-the-job
activities or social learning activities,
such as meeting with a coach or
mentor. Currently, the competencybased resources cover approximately
93% of the non-production
professional employee population.
At 3M, wisdom is shared. Just
as we share and combine ourtechnologies, we also share andcombine our knowledge throughmentorship, storytelling, and ourinternal social networking website.
We define mentoring as a uniquerelationship in which a mentor (a moreexperienced person) helps a mentee(a less experienced person) with theirdevelopment in a particular area.
Further information can be foundat Mentorship at 3M. At 3M’s internalsocial networking website, employees
can start new topic groups, joingroups, and engage with others
on specific topics to help themcollaborate and learn.

122

How we work

Setting new employees
up for success3M invests in onboarding anddeveloping new employees sothat they have access to the tools,
resources, and networks they needto succeed. Our onboarding process
begins at the time a candidate
accepts a job offer and continues
through the first year of employment.
A consistent, comprehensive
onboarding platform provides pre-start
information delivery and engagement
for new employees on the front end
and clear metrics, reporting, andtracking for 3M on the back end. This
investment sets up new employees
to succeed and make meaningful
contributions from the start.

Nurturing the leader
in everyone
Leadership development is a competitive
advantage at 3M. To maintain thisadvantage, we are continually leveraging
new technologies and delivery methods,
thereby assuring impact, consistency,
and global inclusivity.
Many development opportunities andprograms are available throughout
the various stages of a leader’s career
journey, spanning every geographic
region and 3M business. Programs
include a range of online and selfpaced offerings, from personal
effectiveness to financial acumen, thatcover core skill development aligned
to the 3M Leadership Behaviors. These
programs also focus on the future
by embedding inclusive leadershipstrategies, promoting development
through corporate social responsibility,
and offering mentoring opportunities.

Employee programs

Global executive andleadership development
The 3M Leadership Way is a suite ofhigh-potential leadership development
journeys within 3M Learning &Development, bringing one consistent
approach to how 3M develops leadersacross all geographic areas, businessgroups, and functions. Each programis an integration of customer-focused,
results-driven, and experience-basedlearning that takes leaders outside theclassroom walls to sharpen their skills
with leadership challenges for ourcustomers and in our global communities.
Development for people leadersWith a focus on the critical skills
that leaders need to be successful
in leading others, the Essentials for
People Leaders program emerged
as a multi-module program with theflexibility to be delivered as faceto-face classroom training or as
online, virtual training. This flexible
delivery format is key to providing aconsistent development experience
for all leaders of 3M while stillallowing for needed localization.
All-employee development
All our people globally, at every level ofthe 3M organization, are provided with
opportunities to develop themselves
as leaders. These leadershipdevelopment offerings target areasof strategic importance, including thedevelopment of a growth mindset,
agility, innovation, and customer focus.
Delivery of content is available face
to face in experiential workshops,
through virtual instructor-led training,and via self-paced e-modules.

Coaching
3M has invested in external leadershipcoaches to support and accelerate thedevelopment of 3M leaders aroundthe world. These coaches work in avariety of ways with 3M leaders. We
offer one-on-one time with a coach tohelp employees apply new learning or
on-demand coaching to work througha change. We also work with teams
to help them stay close to changing
stakeholder expectations.

Leadershipdevelopment is
a competitive
advantage at 3M.
To maintain thisadvantage, weare continuallyleveraging newtechnologies
and delivery
methods, thereby
assuring impact,
consistency, andglobal inclusivity.

3M 2020 Sustainability Report#improvinglives123Be rewarded foryour efforts
To drive 3M’s successes, we incentivize
our employees to excel. Our processincludes two components: measurable
targets agreed upon by employees
and their supervisor, and Leadership
Behaviors ratings, which reflect
the extent to which the employee isengaged in core behaviors that allow
3M to execute our strategies andmeet our objectives.
The performance assessment process
helps hold each of our employees
accountable for his or her contribution
and everyday behaviors. The processaligns personal goals with organizational
goals — we strive to achieve our goals
in ways that support and strengthen our
culture and achieve sustainable growth.

3M has long prioritized taking awell-rounded view of an individual’s
performance, assuring that
employees are treated in a fairand consistent manner:• Performance goals, linked to higherlevel organizational goals, are set
jointly between the individual andhis or her leader• Tools provided to leaders facilitate
conversations between leadersand employees to assure mutual
understanding of expectations anddesired behaviors• Feedback on progress toward thesegoals is provided formally, twicea year, and supervisors are taught
and encouraged to provide routine
feedback to help employees adjust
performance and meet or exceed goals• Management Team Reviews function
not only to provide comprehensive
information about an employee, butalso to further the goal that rating
considerations will be consistent for
employees within an organization
Each year, all 3M non-production
employees identify their contributions
in meeting their specified goals
through an employee performance
process. 3M strives to have 100% of
non-production employees complete
the entire performance review
process. In 2019, all eligible employees
were rated through calibration
meetings, and these employees andtheir supervisors received tasks tocomplete the year-end process in theperformance system.

Learning from listening
For more than 50 years, 3M has been
conducting surveys to solicit employee
observations, attitudes, and opinions.
Our Standard Opinion Survey program
covers the entire globe and provides
specific and relevant feedback tomajor units within the company(e.g., divisions, sites, and countries).
All employees have the opportunity
to complete the 3M Standard Opinion
Survey, and our average response
rates are typically about 85%.
The Standard Opinion Survey program
enables us to regularly assess thestate of employee engagement andother workplace factors critical to highperformance and providing a greatplace to work. In 2019, we launched a
new survey platform to provide leadersof the business groups surveyed withan in-depth dashboard of survey
results. This is a cycle of continuous
improvement for us, year after year.

Each unit or business group thatsurveys must review their results,
present them to their employees, andexecute an action plan to address
the issues that arise from the results.
We built supports into our processthat make it easier to bring about
successful change through action
planning — such as accountability
checks and specific tools to act on the
results. We identified key drivers of
employee engagement and developed
and deployed learning opportunities
for leaders (e.g., multiple on-demand
instructional videos on engagement).
We continually assess survey content
and update it as needed to assurealignment with company strategy andmajor initiatives. Thus, our surveys
support strategy and businessobjectives directed at supporting
sustainable corporate success throughour employees’ behavior on the job.

Long may yourcuriosity flourish here
Our global voluntary turnoverrate continues to be under6%,

a source of great pridefor our company.
We calculate voluntary turnoverseparately from retirements, companyinitiated turnover, and reductions
in workforce. Voluntary employee
turnover is defined as turnover due
to employee-initiated reasons (e.g.,
returning to school or going to anotherjob in a different company).

124

How we work

Employee programs

Total turnover includes voluntary
turnover and all other forms ofturnover (e.g., termination as a resultof restructuring, termination forpoor performance, and retirements).
Our total employee turnover rate
is an annualized rate that measuresterminated or retired 3M employees
during the calendar year, excluding
foreign service employees and
3M temporary employees.
Temporary employees are 3M
employees hired temporarily withintent to be employed short-term.
They do not include contingent workers.
3M follows all applicable local
laws and regulations regarding notice
periods in the event of business
operations changes.
3M’s Human Resources (HR)Department is unique in that wehave one global system to track
HR information. At every 3M sitearound the globe, we have instantaccess to this information throughour global reporting tool.

Workforce experience,services, and rewards
The more an employee contributes
to 3M’s success, the more successthey create for themselves. We offer
a competitive base pay, anddepending on position, variable
incentive pay linked to company andindividual performance. We alsooffer a wide range of benefits anddiscounts designed to help employees
live their best.

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125

U.S. parental leave retention rate

88.0% 98.4%*

in 2018

in 2019*2019 numbers may include those that left on leave in 2018 and came back in 2019.
Some employees on leave in 2019 may return in 2020.

Rewarding employees
for their efforts

U.S. employee parental leave
Usage of parental leave
In 2018:

In 2019:

1,159

1,119

354 female employees

322 female employees

805 male employees

797 male employees

total employees

total employees

Parental leave retention
In 2018:

In 2019*:

1,020

1,101

288 female employees

330 female employees

732 male employees

771 male employees

total employees

total employees

Medical, dental, and vision plan
options; savings and retirement plans;a 3M employee stock purchaseplan; and many other resources
can enhance a 3M employee’s
life, both physically and financially.
All regular full-time employees in
the United States are eligible forthese benefits — regular part-time
employees who work at least 20 hours
a week are also eligible. Some programsand benefits may differ internationally
due to local laws and regulations.
As of January 1, 2019, where applicable,
benefit eligibility also extends todomestic partners and their children.
Our parental leave policy helps
employees be their best selves athome and at work. All U.S. salaried
mothers and fathers of newborn or
newly adopted children are entitled to
up to 20 weeks (10 weeks paid and
10 weeks unpaid) of parental leave.
This policy was instituted in late 2016.
In 2019, 1,119 U.S. eligible employees
participated, including 322 femalesand — we’re proud to say — 797 males.

In 2019, our overall United States workand retention rate, those returning
after leave, was 98.4%.
Further information on 3M’s wide rangeof benefits, healthy living program
resources, and discounts designed tohelp employees live their best can befound at Working at 3M: Benefits.

Highly competitive pay
We offer a competitive base pay,
and, depending on position, variable
incentive pay linked to company andindividual performance. For moredetails, see the Compensation section
and Working at 3M: Pay.

When and where to
do the best work
Based on their job function, employees
and their supervisors can makeindividual arrangements for a flexible
work practice that maximizes
professional and personal productivity.
FlexAbility puts into practice a new
way of thinking: that work life andpersonal life can coexist. A FlexAbility
plan can put the power in theemployee’s hands to make choices that
benefit them, their work, their team,their friends and family, and 3M. For
more details, visit FlexAbility at 3M.

*2019 numbers may include those that left on leave in 2018 and came backin 2019. Some employees on leave in 2019 may return in 2020.

126

How we work

Employee programs

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127

Our footprint

3M global employees
by region

3M regional and global employee
hires age distribution

3M global contingent employees
by region

Data related to employee metrics has
been derived from our human capitalmanagement system. For the datain the charts provided to the right,
100% has been calculated with noassumptions. Additional information
on data management can be foundin the About report section.

Full and part-time, total

2019 percentage

Permanent and temporary employment total

The employee metrics in the charts arereflective of employee headcount asof December 31, 2019 (total number of
3M full-time and part-time employees),
not 3M full-time equivalent (FTE)
employees. Due to acquisition
integration schedules factored into
3M’s human capital management
system, detailed employee information
below may differ from employee totals
in 3M financial reports.

100,000

100

90,00090

80,00080

70,00070

60,00060

50,00050

40,00040

30,00030

20,00020

10,000

10

0

2015

2016

Global2017

2018

Asia PacificCanadaLatin America

United States

2019

0

Europe,Middle East,
Africa12,00010,000

8,000

6,000

4,000

2,000

Asia
Pacific

CanadaGeneration Z(>1994)

Europe,MiddleEast,
AfricaLatin
America

Generation Y(1981-1994)

UnitedStatesGlobal0

2016
GlobalGeneration X(1961-1981)

Baby Boomers(1943-1960)

2017

2018

Asia PacificCanadaLatin America

United States

2019
Europe,Middle East,
AfricaContingent hourly or daily workers only, see GRI 102-8 andemployee contract.

3M regional and global employee
age distribution

3M global new employee hiresby region

3M global female employees
by region

Full and part-time, percentage of total

Total

Percentage of total employees

100

50

16,00090

14,00080

40

12,00070
60

10,000

50

8,000

40

30

20

6,000

30
4,000

20
10
0

Asia
Pacific

CanadaGeneration Z(>1994)128

How we work

Employee programs

10

2,000
Europe,MiddleEast,
AfricaGeneration Y(1981-1994)

Latin
America

UnitedStatesGlobal0

2015
GlobalGeneration X(1961-1981)

Baby Boomers(1943-1960)

2016

2017

2018

Asia PacificCanadaLatin America

United States

2019
Europe,Middle East,
Africa0

2015
Global

2016

2017

2018

Asia PacificCanadaLatin America

United States

3M 2020 Sustainability Report

2019
Europe,Middle East,
Africa#improvinglives

129

3M global female hires by region

3M global female employees

Percentage of total hires

Full and part-time

60

In 2019, we published our first-ever2018 Year in Review of People andCulture magazine. The magazine
features stories from a few of the
96,000 employees who represent
what culture looks like at 3M. Everyone
has their own journey: how they arrived
at 3M; how they focus their time
professionally at 3M and externally;
how they learn, innovate, and partner
at 3M; and how they contribute to
one global 3M culture.

40,00035,00050

30,00040

25,00030

20,00015,00020

10,000

10

0

5,000

2015
Global

2016

2017

2018

Asia PacificCanadaLatin America

United States

2019
Europe,Middle East,
Africa3M global females in management
Percentage of total
35

0

2015
Part-time

2016
Full-time

People and culture

2017

2018

2019

Leading throughchange

g
n
i rd
k
o wa
o
L or
f
In 2020, we will continue to work
toward our 2025 Sustainability
Goal for employee participation indevelopment by strengthening our“development for all” philosophy.
As we build 3M for the future,strengthening our culture is a toppriority. At its core, culture is how we
do things at 3M, and it belongs to all ofus equally. As change occurs, we areengaging our employees by continuallybroadening our listening strategies.

In 2019, we focused on creatingchange leaders. With our backgroundin growth mindset training, we focusedon change leadership to guide us
through organizational changes
that will strengthen our company.
Leading change is about helping
people move from unaware to fullcommitment to the change. We
created a Leading Through Change
intranet website and provide tools
and resources for leaders and others
through each phase of the change.

30

20

10

0

2015

2016

2017

2018

2019

Values represent the percentage of management positions held
by women

130

How we work

Employee programs

3M 2020 Sustainability Report#improvinglives

131

Health andsafetyProtecting our people at home
and work.
Ourcommitment
3M is at the forefront of the global
effort to bring science and innovation
to workplace safety. At the sametime, as an enterprise with 96,000
employees working around the world,
we are always taking steps to further
advance the safety, health, and wellbeing of our employees.
3M is committed to helping improve
the safety and health of people
worldwide, so we can all focus on whatmatters most to us.

Employee safety
and health
The 3M Safety and Health Policy
applies to 3M operations everywhere,
including new acquisitions. Hazards
in 3M’s workplaces must be wellunderstood and effectively managed
to protect 3M employees, visitors,
sites, and surrounding communities.
In addition, we continue to evaluate
opportunities to raise our safety andhealth standards. We visit sites to
identify and manage environmental,
health, and safety (EHS) risks;
evaluate compliance with regulatory
requirements and conformance
to 3M policies and standards;

132

How we work

identify opportunities for continuous
improvement; and share exemplary
practices among 3M auditable entities.
Additional details on these efforts
can be found in the Environmental
management section.
To assure consistent reporting andmetrics globally, 3M, like many
multinational companies, follows the
U.S. Occupational Safety and HealthAdministration (OSHA) recordkeeping
rules and formulas to record andmeasure injury and illness rates
worldwide. At all sites within 3M’soperational control, 3M employees
and contingent employees arecovered by our injury and illness
recordkeeping rules.

3M medical programs
and services
3M is committed to promoting aculture of health by identifying andcontrolling potential stressors in
the workplace that impact healthand well-being. Employees areencouraged to take advantage of
3M’s health and well-being programs
that promote disease prevention andhealth improvement. People are themost important part of our company.
3M aims to support healthy lifestyles
and create a psychologically safe
work environment that empowers
employees to be their best both atwork and at home.

Health and safety

Our programs are designed toprevent health-related issues. Clinicalservices for illnesses and injuries
are offered at 3M sites worldwide.
Some of our preventive programs
include hypertension management,
cardiovascular risk reduction, stressmanagement, physical activity
programs, smoking cessation, nutrition
consultation, and cancer prevention
in partnership with the 3M Healthy
Living program.
3M’s Medical Record Standard
defines the rules that must be
followed to protect workers’ medical
information. The standard covers
access, collection, storage, security,transfer of records, record retention,and record destruction. This standard
assures that 3M medical informationis handled in a manner consistent withthe 3M Data Privacy Principle andall applicable legal requirements.
On-site occupational health services
are available at specific 3M sitesaround the world, based on the risk
factors at each site. 3M supports
volunteer first responder teams
by providing CPR/AutomatedExternal Defibrillator (AED) training
to employees. All manufacturing
sites in the United States aresupplied with AEDs and staffedwith AED-trained personnel.

International
travel healthContractor and visitor
safety and health

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

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

Healthy living
Health, wealth, wellness, andresilience create a framework for acollection of programs, resources, andservices designed to help employees
and their families achieve their wellbeing goals. Programs and services
vary globally, examples include free
flu shots, health-conscious options in
the cafeterias, on-site fitness centersand medical care, telehealth, adoption
and foster care support, and theFlexAbility approach, which provides
employees with help optimizing theirwork and personal life through one-onone planning with their supervisor.
Additional information can be foundin the Employee programs section ofthis report.

Each 3M site has a contractor
coordinator who is the main 3M
contact for working with contractors
on safety issues. The contractor
coordinator is empowered toparticipate in pre-bid meetings andpre-qualifications for contractors.
The contractor coordinator and/ora trained designated representativeis on-site and therefore available
for contractor meetings and safety
reviews whenever necessary andappropriate.

People are themost important partof our company.

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

3M 2020 Sustainability Report#improvinglives

133Workplace security
3M secures and monitors its sites toprotect 3M’s property, assets, people,
and operations. 3M sites are accessible
with badge access. Uniformed
security personnel support and assist
workers and visitors in both emergency
and nonemergency situations, suchas accidents, incidents, loss or theft,
suspicious items or behaviors, andlock-outs. Risk mitigation andinvestigation managers provide
security expertise and guidance tobusinesses and sites. 3M’s Global
Security Operations Center (GSOC)
monitors risks and intelligencesources worldwide and supports local
operations in severe situations.
The GSOC also manages travel
safety and provides emergency
care and support to workers.

Incident and crisis
management
3M has plans and processes in place tohelp prevent and prepare for, respondto, and recover from serious, severe,and crisis situations throughout its
sites. Notification and communication
processes managed through the
GSOC inform and engage response
teams, leadership, and subject matter
experts. When a safety or security
threat arises, a message informs
workers and provides a response
mechanism to confirm their safety
after a severe or catastrophic event.
3M’s Corporate Crisis Action Team(CCAT) provides global leadership,
coordination, and direction in crisis
situations. For more information,
visit the Enterprise risk section.

134

How we work

Health and safety

Process hazard
management
3M is committed to rigorously
managing the risks associated withhazardous processes, such as
those with the potential to result incatastrophic fires, explosions, andsudden release of toxic materials.
We use a Hazardous Process Evaluation
Tool (HazPET) to categorize hazardous
processes. Process Hazard Analyses(PHAs) are used to assess theeffectiveness of existing safeguards.
Layers of Protection Analysis (LOPA)
is also used in some instances toevaluate safety-critical devices andsystems, providing more attention to
independent protection layers. Facility
siting assessments help us identify
and mitigate “maximum credible event”
scenarios that could impact workers
at some sites, and is a global initiativethat builds on 3M’s existing guidance toour sites around effectively managing
potential combustible dust hazards.
Another way we manage hazardous
processes is through mechanicalintegrity programs. These programs
help our manufacturing sites manage
critical process equipment to assure
they are operated and maintainedin the most effective and safe manner.
In 2019, we focused on increased
training and guidance to support
mechanical integrity programs at our
manufacturing sites.

Our actions

EHS Cultural
Excellence initiative

3M uses a variety of tools to manage
risks related to hazards in theworkplace. We have successfully used
specialized tools for several years in
the areas of life safety, process safety,
industrial hygiene, and ergonomics.
Each of these disciplines uses a risk
management approach to categorize
hazard levels and define appropriate
levels of control.

In 2019, our EHS Cultural
Excellence initiative launchedglobally. The goal of this new
program is to continuallyenhance 3M’s EHS culture
at all sites worldwide, with akey metric of enhancing EHS
culture through leadershipengagement with site employees.

Environmental, health,and safety (EHS)
management system
In 2019, our Global Safety and HealthPlan (GSHP) Self-Assessment andGlobal Environmental Management
Self-Assessment (GEMSA) werecombined to create 3M’s EHS
Management System Self-Assessment,
which is the basis for our selfassessment and audit protocols.
This system defines EHS requirementsthat apply to manufacturing, supply
chain, and R&D operations.

Each manufacturing anddistribution site completed an
EHS employee perception survey
to gain a baseline measurement.
Based on survey results, sitespecific action plans direct thesite’s leadership team on future
steps to improve EHS culture,such as:• Leadership and employee
engagement• Recognition of exemplary work
• Risk identification and follow-up

As part of this system, allmanufacturing sites and newacquisitions must complete the EHS
Management System Self-Assessment
at least annually. This assessment iscategorized into multiple elementsthat address various areas andstandards related to safety and health.

3M 2020 Sustainability Report#improvinglives

135Significant injury/illness
and fatality (SIF) andsignificant injuries andevents (SIE) rates
At the end of 2019, over 110,000
risk assessments resulted in theidentification and reduction of risk
associated with more than 30,000
activities, including 8,300 associatedwith activities that have greater
potential to result in a SIF.
From 2012 to 2018, there has been a
net reduction in the number of SIFs
of 42.1%. In 2019, we refined andexpanded our internal SIF classification
criteria. Previously, our SIF definition
included specific types of injury forinclusion. SIE is more broadly definedby impairment, disability, and otherconsiderations. It also includes noninjury and illness events, such as fires,
spills, and communicable disease
outbreaks. In 2019, we established a
new baseline for the SIE rate.

Ergonomics risk
management
3M’s Ergonomics Risk Reduction
Process (ERRP) is a global,
comprehensive program that integrates
ergonomic job analysis and engineering
design criteria to reduce exposure tocommonly identified musculoskeletal
disorder (MSD) risk factors. To
accomplish this, we apply ergonomics
risk assessment tools globally toidentify and assess ergonomic riskin the industrial environment.
In 2019, all manufacturing sites wererequired to complete an ergonomic
footprint assessment.

136

How we work

Online ergonomic training is alsoavailable 24/7 to any employee whowants to learn more and has access to
3M’s intranet. These efforts have paidoff, resulting in reduced numbers ofergonomic recordable injury cases. See
the 3M regional and global recordable
incident rate chart for details.

Industrial exposurerisk management
To accurately assess exposure
management programs and activities,
3M uses the comprehensive approach
outlined by the American Industrial
Hygiene Association (AIHA). In thepast decade, over 95% of all chemical
agents and noise baseline exposure risk
assessments have been completed forall jobs. As prescribed by our Global
Safety and Health Plan, we have also
conducted proactive assessmentsof dermal exposure, engineered
nanoparticles, hazard communication,
personal protective equipment,
respirator protection, and ventilation.
These assessments help us determine
whether any changes in exposure
management programs are warranted.

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

Health and safety

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

Radiation protection
3M’s Corporate Radiation Protection
and Compliance group (CRPC) provides
hazard evaluations and develops andprovides training for both radiation
source users as well as site radiation
safety officers to help protect 3M
employees, our customers, and the
public. This includes the use of radiationin both manufacturing and R&D —ionizing radiation sources such asradioactive materials and x-ray emitting
devices; and nonionizing radiation
sources such as lasers, microwave andradiofrequency radiation, magnetic
fields, and ultraviolet, infrared, andvisible light. Periodic program audits
evaluate site performance in managing
hazards during routine use andmaintenance of radiation sources,
security of radiation sources, training of
personnel, and regulatory compliance.

While many ofthese programs
are mandated
by government
requirements,
others are
established
to meet 3M’s
more protective
standards.

3M 2020 Sustainability Report#improvinglives

137Global EHS Team
3M’s global EHS Team has continued
to evolve. We believe our current
operational state sets us apart fromour peers. Comprised of business-level
EHS committee members, regional
EHS managers, and corporate subjectmatter experts, this committee will
work with EHS site staff to address
and replicate best practices, solve
problems, and drive worthy EHS
initiatives to the operational level.
The global EHS Team also supports
the professional development of EHS
site staff by holding topic-specificmeetings, global conferences, andproviding scholarships for professional
certification training courses.

3M regional and global recordable
incident rate

3M regional and global lost time
incident rate

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

Per 100 3M employees (200,000 work hours)
0.8

2.50

0.6
0.5

1.50

0.4
1.00

0.3
0.2

0.50

0.1

In 2019,

100%

2015
Global

2016

2017

2018

Asia PacificCanadaLatin America

United States

2019
Europe,Middle East,
Africa3M global recordable incident
rate categoryof 3M manufacturing
sites worldwide
had active employee safety
and health committees.

In the coming year, 3M will be working
to advance the 3M Value Model, withsafe and sustainable progress at the
top of the list. 3M’s EHS Management
System Self-Assessment will set a new
baseline for EHS performance and amore in-depth auditing process.

0.7
2.00

00.0

g
n
i
d
k
r
o wa
o
L or
f

0.0

2015
Global

2016

2017

2018

Asia PacificCanadaLatin America

United States

2019
Europe,Middle East,
AfricaIn 2020, we are expanding the numberof global EHS audits and are working
to bring multidisciplinary teams to help
sites achieve risk reduction and EHS
goals. We will be implementing a new
global site EHS management of changesystem and a new Environmental
Hazard Assessment (EHA) process
tool; developing standard work forevent investigations; and exploring
real-time data systems to track EHS
compliance, risk reduction, andcultural excellence.

Per 100 3M employees (200,000 work hours)
0.5

0.4

Safe and sustainableproject investments

0.3

In 2019, 3M introduced the safe andsustainable centrally coordinatedinvestment fund to mitigate risk andfacilitate technologies of the future.
Examples of projects funded in 2019
include fixed fire protection upgrades,
noise reduction, machine guarding,and dust collection systems.

138

How we work

Health and safety

0.2

0.1

0.0

2015

2016

Contact with
object, equipment
Ergonomics
Exposure,
biological agent

2017
Exposure,chemicalMiscellaneous
Noise exposure

2018

2019
Physical agent
exposureSlip, trip, fall
Transportation
accident

3M 2020 Sustainability Report#improvinglives

139Environmental
management
Responsible stewardship.
Ourcommitment
In 1975, 3M’s Board of Directors
adopted the 3M Environmental
Policy, formalizing its commitment
to environmental stewardship. This
policy established the framework
for environmental management
and conservation of resources,
emphasizing prevention of pollution
at the source.
Since then, our environmental
management programs have continued
to evolve. We work to identify
potential risks to the environment, thehealth and safety of our employees,
and communities, and we take steps
to modify processes, product design,and standards to address theserisks. We leverage information andtechnology to assess the risks anddrive compliance through data systems
and technical analysis.
3M’s strategies for sustainable
development encompass the pursuit ofcustomer satisfaction and commercial
success within a framework ofenvironmental, social, and economic
values. We are committed tocomplying with all applicable
environmental requirements worldwide.

140

How we work

Environmental management

Beyond compliance, the company
continues to make significant
investments to reduce theenvironmental impact of our operations
and our products. We incorporate
sustainable attributes into our products
to help customers reduce theirenvironmental impact and help meettheir Sustainability goals. 3M believes
environmental policies and regulations
should always be guided by sciencebased decision-making.

Our actions
Developing and implementing global
environmental policies, management
systems, and key performance metrics
enables 3M to continually integrate
and drive continuous improvement into
each of the company’s four businessgroups globally, assuring consistency
and innovative environmental thinking.

Management
3M’s Environmental Management
System (EMS) framework provides
structure and consistency for
implementing our programs and puts
the company in a proactive rather
than a reactive mode regarding
our environmental focus. We haveextensive global systems in place toidentify, track, and manage relevant
information on corporate-wide
environmental management andperformance. This includes covering
a full range of environmental
compliance and operational
performance metrics relevant to
3M operations, some of which areprovided in this report.

Quarterly scorecards report dataat the site, division, business group,and corporate levels. Scorecards arereviewed by executive management
for performance on selected indicators,
enabling 3M to monitor and identify
successes, risks, and opportunities
for performance improvements andfootprint reductions worldwide.

Environmental, health,and safety (EHS)
incident management
Since 2010, all 3M sites globally are
required to internally report actualand potential incidents (i.e., identify
risks) including, but not limited to,
injury or illness, fire or explosion,
environmental exceedances, spills,
agency notices, and fines throughone dedicated system, which wecall EHS 360.
EHS 360 has led to continuous
improvement relating to awarenessof responsibilities, understandingof the holistic system, and moreconsistent reporting requirementsfor 3M’s global operations.

Environmental
investments
In 2019, 3M
expendedapproximately$59M

for capital projects
related to protecting
the environment.

This amount excludes expenditures for
remediation actions relating to existing
matters caused by past operations
that do not contribute to current or
future revenues, which are expensed.
Capital expenditures for environmental
purposes have included pollution
control devices — such as wastewater
treatment plant improvements,
scrubbers, containment structures,
solvent recovery units, and thermaloxidizers — at new and existing
facilities, constructed or upgraded in
the normal course of business.
The company places consistentemphasis on environmental
responsibility. Capital expenditures(other than for remediation projects)
for known projects are presently
expected to be about $150 million to$220 million over the next two years,
for new or expanded programs to build
facilities or modify manufacturing
processes to minimize waste andreduce emissions.

In 2019, 3M
introduced thesafe and sustainable
centrally coordinatedinvestment fundto mitigate risk
and facilitate
implementationof sustainable
technologies to alignwith our Strategic
Sustainability
Framework.
For more information, visit the Healthand safety section.

3M 2020 Sustainability Report#improvinglives

141

Environmental
management
implementation

comprehensive and mandatory tomaintain compliance with legal orother internal requirements. Data fromthe assessments is validated throughaudits, site visits by subject-matter
experts, and other data systems.

We continue to advance our EMS
throughout the world.
Our approach calls for each site toestablish, implement, and maintaindocumented environmental objectives
and targets. When establishing an
EMS plan, each 3M site must address
financial, technological, operational,
and business considerations. The
objectives and targets should bemeasurable and consistent with ourenvironmental policy, including ourcommitments to prevent pollution, andcomply with applicable regulations
and other requirements.
3M’s multifaceted strategy for
implementing EMS and global auditingof environmental compliance for ouroperations is key to understanding
any potential gaps and quickly gaining
resolution. In 2019, we combined
our Global Safety and Health Plan
(GSHP) self-assessment and Global
Environmental Management SelfAssessment (GEMSA) to create 3M’s
EHS Management System SelfAssessment, which is the basis for our
self-assessment and audit protocols.
The EHS management system defines
EHS requirements that apply to all 3M
sites globally and has been designed
to bring more consistency to EHS
assessments at 3M manufacturing,
supply chain, and R&D sites worldwide.
All manufacturing sites, and newacquisitions based on their integration
progress, must complete the EHS
Management System Self-Assessment
at least annually. The environmental
elements reflect procedures,
systems, and processes that are142

How we work

Environmental site
assessments andenhancements
Outside of 3M’s EMS, 3M has
completed environmental site
assessments at most sites, withthe goal of identifying potential
historical liabilities. Because of theseassessments, we can identify sensitive
biodiverse areas. Where applicable,
3M conducts searches of public
databases, which includes a wetland
database. Site visits also identify areas
such as rivers, creeks, and potential
wetlands that are on or near the
manufacturing sites.
Sites throughout the world practice
good land stewardship. For example,
Menomonie, Wisconsin, focuseson the removal of invasive species
and has an active bluebird
management program on its 500acre property. Since 2015, 3M
headquarters in St. Paul, Minnesota,
has provided a certified and registered
Monarch Waystation to provide
milkweeds, nectar sources, andshelter to sustain monarch butterflies
as they migrate through North
America. 3M headquarters, as wellas the 3M Global Service Center in
Wroclaw, Poland, maintain beehives.
In 2019, Wroclaw’s Service Centerorganized beekeeping workshops,
educating employees on bee
behaviors, protection, and treatment.

Environmental management

Applying ISO 14001
The ISO 14001 Environment
Management System (EMS) standard
is an internationally recognizedapproach for managing the immediateand long-term environmental impactsof an organization’s products, services,and processes. In 2018, 3M recertified
all relevant sites to the current ISO
14001 standard.
To help sites comply with the current
ISO 14001 standard, 3M provides
ISO 14001 training modules in our
Global Learning System. Web-based
courses are offered, with topics on
general awareness, internal auditors,
leadership management, and more.
Learning coordinators can assign these
web-based trainings to groups of
employees, process certifications, andrun reports. Supervisors can then view
their direct report’s learning activities.

Altogether, our ISO
14001-certified sites
account for approximately

80.3%
of 3M’s total
product output.

Third-party assuranceof Sustainability
metric reporting
APEX Companies, LLC provided
independent third-party verificationof 3M’s 2019 environmental data
(volatile organic compoundemissions, water, waste, environmental
compliance metrics, energy
consumption, and greenhouse gas
emissions), included in this 2020
Sustainability Report. For additional
information on our third-party
assurance, see the APEX Companies,
LLC Assurance Statement.

Site self-assessments
and auditing
3M verifies regulatory complianceand alignment with prioritized
sections of the EHS Management
System Self-Assessment, conducting
environmental-related audits on astandardized schedule based on sitespecific EHS complexities. In 2019,
our EHS site audits covered sites that
manufactured 34.8% of sales valueof production (SVOP).

Comprised in theauditing process:• The frequency of environmental
compliance audits on manufacturing,
distribution, and laboratory
operations is based on the site’s
EHS complexity rating along withmanagement input• At least annually, all global
manufacturing, supply chain, andR&D sites are assessed with respect
to the standard audit frequencies
to establish a prioritized list of sites
for compliance auditing• 3M uses a variety of tools andresources for compliance auditing,including:
○

○
○

○

Key objectives of audits:○

Managing Global Risk
and Compliance

Maintaincompliance

Developenvironmental
professionals

Manage risk○○

Share bestpractices

Identify
commonareas forimprovement

Build common
understandingof requirements○

Internally developed complianceprotocols created by subjectmatter experts in regulatory
programs and 3M processes
3M’s EHS management system
Externally purchased complianceprotocols, especially for operations
outside the United States, to assure
local compliance obligations areunderstood and met
Internal environmental complianceexperts from around the company
External environmental
consultants, as needed, to provide
additional expertise and thirdparty verification of our auditing
protocolsComplete and robust
documentation of audits
Findings, with assignments of
responsibility, due dates for closure,and tracking to completion
Detailed reviews of findings
to assure corrective actions
are complete

3M 2020 Sustainability Report#improvinglives

143

3M’s EHS auditing program is audited
periodically by 3M’s Corporate
Auditing Department, resulting inrecent improvements to the scope of
the audit program, fully addressing all
in-scope sites and the verification of
EHS audit findings.
All EHS auditors, except for 3M EHS
professionals who are guest auditors,
are required to take a certification
test covering the important aspects of
the 3M EHS Auditor Guidelines. 3M
EHS professionals are assigned to anaudit team or lead auditor to provide
support on the auditing process and/or
a specific subject during the audit.

Compliance analysis,
documentation,and verification
In an effort to create more consistency
in auditing of manufacturing sites,
3M has refined its Compliance andAuditing Management and Metric
Systems (CAMMS).

Primarily focused in the United States
and Canada, CAMMS is a system for
maintaining environmental compliancerequirements and determinations.
It allows us to conduct internal
compliance audits in the context ofapplicable regulatory requirements
and company policies and standards
through the use of CAMMS dynamic
audit checklists. In addition, CAMMS
utilizes a risk assessment tool forprioritizing resources to implement
corrective actions.

EHS professional
training
As part of our ongoing training efforts,
3M conducted monthly webinars in2019 for environmental, health, andsafety employees on topics that draw
global interest. The webinars wererecorded and placed on a website thatallows convenient access for those who
couldn’t attend the live events. A wide
range of topics were covered, withspecific focus on the new elements ofthe EHS management system.

3M EHS audit locations, 2014-2019

144

How we work

Environmental management

In addition, 3M holds EHS global
conferences in the St. Paul/
Minneapolis region as well as halfday to multi-day on-site workshops
around the globe. 3M also offers
scholarships for professional
certification training courses
and covers fees for professional
certification exams as well as
recertification dues.

Commitment to
PFAS stewardship
Per- and polyfluoroalkyl substances(PFAS) are a broad class of chemicalcompounds containing two essential
elements – carbon and fluorine.
The carbon-fluorine bond is strong
and stable even at high temperatures.
This property lends itself to many
useful applications of industrial andsocial significance, including healthcare, advanced electronics, andreplacement of materials with highglobal warming potential.
3M is constantly and proactively
examining the environmental impactof our products. As the scienceof PFAS progressed, we learned
that some of these materials were
becoming widespread and had thepotential to build up over time.
As part of our commitment toenvironmental stewardship, in May
of 2000, 3M made the decision
to phase-out PFOS and PFOA.
We chose to stop production aheadof any regulatory requirement to doso, and we shared our learnings with
the United States Environmental
Protection Agency (EPA) and therest of the industry.

3M is committed to responsible
environmental stewardship andprotecting natural resources.
We work with federal, state,
and local authorities regarding
environmental aspects of ouroperations and are dedicatedto acting responsibly andtransparently in the way we treat
our customers and the way wetreat the environments in which
we operate.
Globally, 3M has invested millions
on research, technology, andcleanup efforts related to PFAS.
For example, more than $50M has
gone toward installing water
filtration systems, and more than
$100M has been invested in testingwater sources to better understandthe quality of both groundwaterand drinking water in communities.
To learn more, see “3M’s Commitment
to PFAS Stewardship.”

g
n
i rd
k
o wa
o
L or
f
We will continue to drive
environmental management programs
across all our global manufacturing
sites. With the supporting technology
developed in 2019, we will update
our global EHS management system,
including site self-assessments, internal
audits, and a new EHS Management
Standard. Our work to reduce thelikelihood of significant events willcontinue into 2020, keeping our focus
on environmental, health, and safetycompliance in our operations.
In 2020, we are expanding the numberof global EHS audits and are working
to bring multi-disciplinary teams tohelp sites achieve risk reduction andEHS goals. We will be implementing
a new global site EHS Managementof Change system, developing a new
Environmental Hazard Assessment(EHA) process tool, creating standard
work for event investigations, andexploring real-time data systems to
track EHS compliance.
We are committed to being part ofenvironmental solutions, guided by theprinciples of sound science, corporate
responsibility, and transparency.

3M 2020 Sustainability Report#improvinglives

145Circularmaterials

Water stewardship

Design solutions that do morewith less material, advancing
a global circular economy.
Ourcommitment
Our current global economy’s linear
business model of “take, make, andwaste” is depleting natural resources
faster than they can be replenishedand is straining our ecosystems.
Imagine repurposing a piece of plastic
at the end of its use, giving it anotherlife as something else. Its use is, in fact
circular, and the end of use doesn’tmean the end of life.
A circular economy does more withless, keeps products and materials inuse, designs out waste and pollution,and regenerates natural systems. At
the core is an opportunity to develop
technologies and business models thatare restorative and regenerative by
design. We see the circular economy
as an opportunity to inspire leadership,
innovation, and disruptive change, alldriving impact for a sustainable future.
At 3M, Science for Circular is oneof three pillars of our Strategic
Sustainability Framework and focuses
on designing solutions that do morewith less material, advancing a global
circular economy.

146

How we work

Renewable and recycled materials,
water, packaging, and waste arematerials with critical performanceindicators for circularity. We believe it
is our responsibility to carefully assess
these materials as we focus on Science
for Circular. It is also our responsibility
to be strategic, planful, and to mitigate
risks related to these materials along
the way.
We believe that risk management isan essential component of strategicplanning — with broad risk oversightby the 3M Board of Directors and its
committees and with committee-levelrisk analyses reported to the full Boardand executive-level Internal Auditor
and Chief Ethics & Compliance Officer
appointed by, and reporting directly to,
the Audit Committee.
The highest level of Sustainability risk
governance is the responsibility of our
Science, Technology & Sustainability
Committee of the Board of Directors.
The committee oversees the twin
demands of developing products tomeet the ever-changing needs of ourcustomers while assuring that those
products cause no harm to people or
to our planet.

Circular materials

The committee’s roles andresponsibilities include reviewing
the company’s Sustainability policies
and programs; and identifying andanalyzing significant Sustainability,
materials vulnerability, and geopoliticalissues that may impact our overallbusiness strategy, global business
continuity, and financial results.
For more information on risk, see theEnterprise risk section.

Water is an important raw material
supporting our product manufacturing
processes. We respect our ecologicaland ethical responsibility and havea vested interest in preserving andimproving the quality and availabilityof water in the communities we serveand beyond. 3M’s Water StewardshipStandard outlines our commitment
to water resources that securesocial equity, economic growth, andenvironmental protection. Water
resources include water intake,effluent water discharge, and rainwater.
The threat of water scarcity is realand is already occurring in someareas of the world. We are continually
evaluating risks and opportunities
related to water scarcity. To define
our high-risk sites, 3M uses the World
Resource Institute (WRI) Aqueduct™
Tool to screen the company’s various
sites and their water use with validated

Each 3M site located in a waterstressed area is required to understandits water use and associated businessrisks and impacts and must work withlocal water resources to understandpotential impacts on the surroundingarea. Those sites are also asked to dowater conservation planning, outlining
current and future water conservation
efforts. Annual stress-level screening
evaluations are conducted for global
operations using available updates
from the water tool, an analysis ofsite operations, and water usage andlocal conditions.

Reusable, renewable,
and recycled materials
3M continually looks for ways torecover, reuse, and recycle byproducts and other surplus material,
and we include renewable andrecycled materials in our products
whenever possible. Increasing usageof renewable and recycled raw
materials through product designand operational considerations helps
assure our products support thecircular economy.

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

United States (nine)
Mexico (three)

or
f
ce
n
r
ie
Sc rculaCi

WRI water availability information,
both on a country and watershed basis.
In 2019, 18 sites with annual water use
equal to or greater than 1,000 cubic
meters were in water-stressed areas asdefined by the extremely high baselinewater stress value, according to the
WRI Aqueduct Tool.

Goal: Reduce global water
use by an additional 10%,indexed to sales by 2025.
3M operations must manage theirwater resources through alignment
with regulatory requirements,
conservation, and reuse, as well as
by reporting water usage internally.

or
f
ce
n
r
ie
Sc rcula
Ci
Goal: Engage 100% ofwater-stressed/scarcecommunities where
3M manufactures,on community-wide
approaches to water
management by 2025.
3M will partner with local communities
to advance water recycling andconservation. Ultimately, we aim to
help these communities build andmanage their own clean water efforts
into the future.

Peru (one)India (two)Singapore (two)Japan (one)

3M 2020 Sustainability Report#improvinglives

147

Packaging
3M’s product diversity, markets, andglobal multi-channel distribution
systems create a complex situationthat does not lend itself to a “onesolution fits all” approach. Our
packaging Sustainability roadmap
takes into consideration therequirements and needs that arequickly evolving around the world.
Our roadmap’s top priorities include:• Product protection: Design every
package to optimally protect the
product from point of manufacture
to point of use• Efficient packaging: Minimize theamount of material used. Optimize
cube utilization at all pack levels.
Eliminate all unnecessary packaging• Circular packaging: Design
packaging to be reusable, recyclable,
and/or made with renewable
resources. Maximize recycledcontent of packaging materials

Per the standard, each 3M site has awaste management coordinator who is
responsible for assuring conformanceto the standard, including organizing
appropriate waste training for all
personnel. Compliance with all 3M andother regulated waste requirements
is evaluated through the internal
environmental auditing program.
Our Disposal of Chemical Waste
Standard calls for appropriate
management and disposal of chemical
waste to manage risks and protect
the environment. This includes efforts
to reduce the amount and hazards ofwaste materials generated, to recycleor reuse those materials wheneverpractical, and to control waste disposal
through final disposition.

or
f
ce
n
e
i lar
c
S rcu
Ci

Waste management
We reduce, recover, reuse, and recycle
byproducts and other surplus material
in our operations whenever feasible.
When not feasible, we responsibly
dispose of waste materials.
The 3M Waste Management Standard
applies to all 3M sites and provides
a framework for managing all waste
types from the time of generation until
reused, recycled, treated, or disposed.
The standard sets a baseline for several
core waste program elements andencourages waste minimization andrecycling whenever possible.

148

How we work

Circular materials

Goal: Reduce manufacturing
waste by an additional 10%,indexed to sales by 2025.
We’ll continue to drive “zero waste”
thinking with our product designs
and process technologies and willcontinue material reduction workwithin our manufacturing operations.
Our definition of manufacturing waste
for this goal includes materials sent
to incineration and landfill.

or
f
ce
n
r
ie
Sc rcula
Ci
Goal: Achieve zero landfill
status at more than 30% of
manufacturing sites by 2025.
In addition to our waste reduction goal,
we plan to increase the repurposing,reusing, and recycling of potential wastematerials to divert them from landfill
disposal. The intention of our zero landfill
goal is to drive our sites to increase
product and process optimization, on-siteand offsite recycling, and composting.

Zero landfill
Our goal resonates with our local
communities as well as our suppliers andcustomers. However, zero landfill has
various definitions for different people
and sites. We’ve spent a great dealof time during our goal development
process benchmarking peer companies
that span relevant business sectors
and industries. Based on our research,
we’ve chosen a holistic definition:
At 3M, zero landfill means no byproductis sent directly to a landfill from a 3M
manufacturing site in a calendar year.
A site will continue to be a zero landfillsite as long as no manufacturing
operations waste is sent to a landfill.
Waste, as defined here, does not include
ash generated from 3M material sent toa waste-to-energy or incineration site
controlled by a third party.

Our actions
Circularity in ouroperations
Reusable, renewable,
and recyclable materials
in our operations
While reducing waste is the first choicein the hierarchy of waste management
options, other possibilities, such as
reusing, recycling, and composting, canalso fuel the circular economy by getting
more out of our materials and allowing
them to continue into their next life.

Each site reports its waste data in a
corporate database each quarter. Thisdata is third-party validated at selectsites and at the corporate level. We also
require sites seeking zero landfill status
to complete an internal assessment toassure accurate reporting.

By the end of 2019,35.4%

of 3M sites had
attained zero
landfill status.

As we monitor progress toward this goal,sites listed will change due to operations(e.g., site closures, acquisitions, and sites
missing zero landfill by one day of the year).
Read how one site reached zero landfill
status in the 3M Columbia site spotlight.

Global waste diversion by type
Metric tons
350,000

300,000

250,000

200,000

150,000

100,000

50,000As sites identify opportunities to divertmaterial streams, we protect 3M’s
reputation by managing byproducts
and setting up contracts with ourhaulers, recyclers, and waste-toenergy companies to confirm that ourmaterial is handled appropriately.

0

2015

2016

2017

2018

Waste-to-energy

Offsite recycle

Offsite reuse*

Onsite recycle + reuse*

2019*Does not include on-site recycling & reuse and offsite reuse from
3M’s industrial mineral product (IMP) division

3M 2020 Sustainability Report#improvinglives

149Water conservationin our operations
We are continually evaluating ourwater use with a consistent, companywide focus on reuse, reduction,and internal recycling, as well as
collaboration with our own technicalcommunity, channel partners, andcivic and conservation leaders incommunities where 3M operates.
3M’s total water usage includes
sanitary, process, heating, cooling,
remediation, and miscellaneous
sources. Water usage data is tracked
and reported annually on a global basis
for manufacturing sites that produce
greater than 4.54 metric tons
(10,000 pounds) of product per year.
The reported data accounts for 99%
of sales value of production (SVOP).

A majority of our water-intense
manufacturing operations are located in
the United States and Europe, in areasthat are not water-stressed or waterscarce. However, they also contributesignificantly to our conservation efforts.
As the company continues to growglobally, thoughtful consideration isplaced on the type of operations andavailability of water sources.

Global water
withdrawal
Globalwater withdrawal
2019
percentage
2019
percentage

Groundwater

49.4%

Other sources

10.7%

between 2005 and 2019,

Public municipal

19.7%

indexed to corporate-wide net sales.
Results also indicate that the largest
share of 3M water use in operations
is for processing products in
manufacturing and heating or coolingof those processes and associatedoperations. We continue to improve
our data accuracy through monitoringand measurement.

Surface20.2%

Our water conservation successes
have been achieved throughrecycling, reuse, product redesigns,
and improvements to our buildings
and manufacturing processes.

150

How we work

In 2019, we continued to expand
global project tracking with our
new pollution prevention system.
3M employees can place water
reduction ideas into this system andlist any barriers to implementation.
Engineers, developers, and managers
can see opportunities across our vast
Technology Platforms.

Circular materials

Packaging in ouroperations
To support our circularity efforts, wework internally and with suppliers sothat we can reduce, reuse, or recycle
packaging of raw materials we receive.
For example, we continued optimizing
packaging used for inter-company,
international shipping, aiming to shift
from single-use wood crate and core
to a reusable steel rack and core.
This change promoted reuse whileamounting to more than 169 metrictons of solid waste reduction in 2019in sites across Brazil, India, Poland,and Mexico.

Total water
consumption
decreased

43.3%

This visibility provides a deeper
understanding of water use reduction
opportunities across the company.
We use this system to create, identify,
and share best management practices
related to water conservation. As wehave for decades, we are continuing
our efforts to implement water
reduction projects at targeted sites.

For more information on our
supplier circularity efforts, see
the Suppliers section.

Waste reduction in
our operations
Within each region, business, anddivision, results are reviewed quarterly
and annually against goals andtracking metrics. Specialized teams
work on a variety of projects andprograms, ranging from basic officerecycling to more complex projects,
such as developing and capturing
intrinsic waste materials generated
by a manufacturing line. Throughan evaluation process, all aspects ofmaterial reduction benefits or risks
are reviewed.

Global water usage

Global water usage

Million cubic meters

Million cubic meters per MM $USD net sales

50

0.0025400.002030

0.0015200.001010

0.0005

0

2005

2010

2015

2016

2017

3M Corporate Environmental
Operations measures progress
toward raw material usage and waste
reduction goals for sites within our
global manufacturing footprint.
The results and raw data are used
to identify, quantify, and prioritize
projects to improve, utilizing Lean
Six Sigma (LSS) methodology.
Raw material utilization is ameasurement of overall productand process yield throughout our
manufacturing processes and isa key metric for 3M. This internal
metric is tracked at all manufacturing
sites and is indicative of operational
excellence in our product design
and manufacturing processes.
Our raw material utilization includes
the product, the process, and all
byproducts. The first step in waste
management is reduction of waste,
which also increases raw material
utilization. Next are examples of
how we continue to reduce waste
in our operations.

2018

2019

0.00002005

Pollution Prevention Pays (3P)
An industry first, 3M’s 3P program,developed in 1975, is based on the
belief that a prevention approach
to pollution is more environmentallyeffective, more socially acceptable,
and more economical than treatment.
In the last 45 years, the program has
prevented more than 2.66 million shorttons of pollutants and saved over
$2.30 billion based on aggregated datafrom the first year of each 3P project.

2010

2015

2016

2017

2018

2019

We use this system to create, identify,
and share best management practices
related to waste reduction.
Communication on the addedfunctionality of the 3P system wasshared throughout 2019 to various
stakeholders, including sites,
engineering, and 3M Tech Forum.

In 2019, we continued to expand
global project tracking with our
new pollution prevention system.
3M employees can place waste
reduction ideas into this system andlist any barriers to implementation.
Engineers, developers, and managers
can see opportunities across our vast
Technology Platforms. This visibility
provides a deeper understanding ofwaste reduction opportunities acrossthe company.

3M 2020 Sustainability Report#improvinglives

151

Using kaizen events to improve theflow of process stream
Kaizen is the Japanese word for“continuous improvement.” In 2019,in a continuation of previous efforts,
the 3M Environmental, Health, andSafety Department conducted several
kaizen events, including site walkthroughs, waste-by-cause analyses,
and identification of circular uses forsurplus materials. Findings from these
events can feed into the 3P system.
Part of the identification and solution
process requires utilizing LSS within asite to segregate and manage material
flow for material streams and analyze
the availability of internal and external
by-product handling alternatives.
Our waste reduction results
Between 2015 and 2019, 3M has

reduced the amount ofmaterial sent for landfill
and incineration byindexed to net sales.
We have decreased our waste, indexed
to net sales, by 32.9% since 2005.
3M’s waste metrics include 3M
manufacturing sites with total output
greater than 4.54 metric tons per year
(10,000 pounds), which represents 99%
of sales value of production (SVOP).
Composting materials from ourmanufacturing sites is an extremely
small component of our manufacturing
operations. 3M does not have any
waste streams that are managed bydeep well injection.

How we work

Circularity in our products
In 2019, we required 100% of
products entering our new productcommercialization process to havea Sustainability Value Commitment(SVC) to contribute to ouraspirations laid out in our Strategic
Sustainability Framework.
Examples of commitment considerations
include reusability; recyclability;and energy, waste, and water savings
appropriate to the specific productthroughout its life cycle. For more
information, see the Innovation
management section.

Global waste

For more examples, see the Our
products section and our feature story“Collaborating for a circular economy.”
Water conservation and quality
designed into our products
Through our SVC efforts, wedevelop water-saving opportunities
for our customers. One example is
3M™ Petriﬁlm™ Plates which use

79%

less water

when compared withtraditional agar test methods.
For more examples, see the Our
products section and our feature story,“Collaborating for a circular economy.”

Global waste by disposal type

Metric tons per MM $USD net sales

Metric tons

7.0

180,000
160,000

6.0

140,000

5.0
120,000

4.0

100,000

3.0

80,00060,0002.0

40,0001.0
020,000

2005

2010

2015

2016

2017

2018

2019

0

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

Through our SVC efforts, we develop
reusable products and create products
using renewable or recycled materials
for our customers. Examples include
supporting refurbishment of old productswith our Post-it® Flex Write Surface
that can cover existing whiteboards andchalkboards and can be wiped clean withwater even when permanent marker isapplied; using renewable resources withplant-based adhesives in our Post-it®
Super Sticky Notes and our 100%plant‑based Scotch-Brite® Greener
Clean Non-Scratch Scrub Sponges;
and making products with recycledmaterials such as 3M™ Thinsulate™
100% Recycled Featherless Insulationand Scotch-Brite® Heavy Duty and
Non‑Scratch Scrub Sponges.

Circular materials

2015

2016

2017

Treatment, incineration

2018

2019

Landfilled

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

3P global pollution prevention
achievements: 1975-2019

Reusable, renewable, and recyclable
materials in our products

12.6%

152

3M is also dedicated to operating inaccordance with all regulations andmanaging waste materials safely andresponsibly. All 3M sites are required to
manage all returned, recycled, and wastematerials from the time of generation until
reused, recycled, treated, or disposed.

First year total pollution prevention cumulative totals,
short tons
3,000,000

2,500,000

2,000,000

1,500,000

1,000,000

500,000

0

1975

1980

1985

1990

1995

Total airpollution
prevented

3M 2020 Sustainability Report

2000

2005

Total waste
pollution
prevented

2015

2016

2017

2018

2019

Total waterpollution
prevented �#improvinglives

153

Circularity in
our packaging

Packaging for our products

3M continues to convert plastic
blister packaging from polyvinyl
chloride (PVC) to recycled
polyethylene terephthalate (PET),
including our Command™ and
Post‑it® product lines. This not
only increases the recycled content
of our plastic packaging, but it also
increases the recyclability potential
since PET is much more readily
accepted at recycling facilities
than PVC.

Because of this change
in 2019, a total of

metric tons.

more metric tons
in North America had
the potential of being
recycled, rather thanending up in a landfill.
Packaging for a line of hearing
protection was moved from a plastic
clamshell to a paperboard carton,
resulting in nine metric tons of plastic
being removed from the global waste
stream. The carton is made fromrenewable resources and is readily
accepted for recycling at material
recovery facilities.
For more examples, see our feature
story, “Collaborating for a circular
economy.”How we work

Efforts this year
yielded a reductionof packaging
weight by more than

1,300

41

154

In 2019, we continued our longstanding commitment to efficient
packaging design by optimizing
product protection with the least
amount of materials. We did thisby removing and light-weighting
material and maximizing productto-package ratios (removing as much
empty air space as possible fromthe package).

To support our circularity efforts,
we work to prioritize materials on
the front end so that they can berecovered after use rather than being
discarded on land or in waterways.
We continue to increase recycledcontent, make our packaging easierto recycle, encourage reusable
packaging where appropriate, andincrease the use of renewablematerials.
Waste reduction designed
into our products
We develop waste-saving
opportunities for our customers.
Examples include metal-freeFiltrete™ Basic and Clean Living Air
Filters; abrasives that cut faster andlast longer, increasing efficiency
with less waste; and aircraft paintpreparation that reduces paint andsolvent usage.

Circular materials

To learn how we partnered with
one customer to understand, inpart, how to reduce waste and to
gain insight into a product’s journey
through a health care system,
see the Our customers section.
For more examples, see the Our
products section and our feature story,“Collaborating for a circular economy.”

Circularity in ourcommunities

One business’s surplus
material may be
another business’s
raw material. When
we expand outside of
our own value chain,
the opportunities canbe endless.

Reusable, renewable, andrecyclable materials in ourcommunities
One business’s surplus material may
be another business’s raw material.
When we expand outside of our own
value chain, the opportunities can beendless. In 2019, we continued withour company-wide strategy on reuse,
reduction, and internal recycling, as
well as collaboration with our own
technical community, channel partners,
and civic and conservation leaders
in communities where 3M operates.
Ellen MacArthur CE100
In 2019, 3M joined the Ellen
MacArthur Foundation Circular
Economy 100 (CE100) Network toaccelerate the movement toward using
recycled and renewable raw materials
in our product and package design.
To help propel the initiative within
3M, eight internal cross-functional
circular economy working groups
have been formed in different areas,
including polymers, chemicals,
packaging, cloths/fibers, and otherkey materials.

Minnesota Sustainable
Growth Coalition
As a founding member, 3M supports
the newly developed Materials Visionof the Minnesota Sustainable Growth
Coalition, which was finalized at the
Coalition’s quarterly meeting held at
the 3M Innovation Center in St. Paul,
Minnesota in October 2019. The goal
is to eliminate the concept of waste
and thus create a circular materials
economy. The Materials Vision lays thegroundwork for future systems-focused
projects. To start, the Coalition will
identify one key project to advance asa collective group and create project
teams with specialists from acrossmember companies to further define
and execute the prioritized project.

3M 2020 Sustainability Report#improvinglives

155

The Recycling Partnership

Minnesota Multifamily Recycling

The Recycling Partnership wants tobuild the bridge to circularity by“putting the new plastics economy
into practice in the United States.”
One of the keys to making the circular
economy work is curbside recycling —and although it might feel like accessto recycling is everywhere, only halfof all U.S. households have access to it
at home. As a result, only about half of
all recyclable materials are captured.1
That reality inspired 3M, along with
40 other major U.S. brands, to becomea supporting member of The Recycling
Partnership, a national nonprofit
organization that is working to bringcurbside recycling to towns acrossAmerica. Since 2015, The Recycling
Partnership has leveraged morethan $55 million in funding for new
infrastructure, impacted 60 million
households, and

The Recycling Partnership, withsupport from 3M and the Washington/
Ramsey County Recycling and Energy
Control Board, will engage with selectmultifamily properties and residents
in Ramsey and Washington counties
in Minnesota to improve recycling
collection. Results from the work will
be used to create best practices for
waste management, collection, andhauling organizations that can be
replicated in other cities and states.

provided

600k

curbside recycling carts tomore than 1,300 communities.
With support from 3M and 40 othermajor U.S. brands, The Recycling
Partnership is also partnering with the
Sustainable Packaging Coalition® on
ASTRX: Applying Systems Thinking to
Recycling, an initiative to build a stronger
recycling industry through product andpackaging design that reflects the idealsof the circular economy.

Closed Loop Partners
3M initiated our partnership with
Closed Loop Partners in 2014 througha $5 million commitment to invest in
the collaborative social impact fundthat gives cities access to the capitalneeded to build comprehensive
recycling programs and to build
access to recycled materials foruse in packaging.

For Phase 2 of this work, the Closed Loop
Foundation and its sister organizations
require external support to lead specificproject workstreams. The Foundation
requested and was granted $50,000
from 3M to bring on one NGO advisor
who will serve as a key thought leader on
the project and assess the environmental
impacts and tradeoffs of the chemical
recycling technologies under evaluation.

Water conservation andquality in our communities

Packaging in ourcommunities

The Nature Conservancy (TNC)

Sustainable Packaging Coalition®

3M granted a total of $250,000 in2019 to TNC for projects that TNC
has implemented to improve river
systems health in California, Alabama
and the Mississippi River Basin throughefforts such as development of natural
infrastructure to absorb and filter rain
and urban runoff, tree planting, andrestoration efforts.

The Sustainable Packaging Coalition(SPC) is a membership-based
collaborative led by an independent
nonprofit organization that believesin the power of industry to makepackaging more sustainable. 3M’s
commitment to the SPC mission
includes representation on theexecutive committee. The executive
committee provides perspective andexpertise on industry trends, acts
as ambassadors for the SPC, andprovides strategic guidance on issues
related to SPC goals and activities.

3M granted a total of$250k

to The Nature
Conservancy
for projects TNC
has implemented
to improve river
systems health.

In 2019, 3M also sponsored Closed
Loop Partners’ Accelerate Circular
Supply Chain Initiative. The overarchinggoal of this initiative is to evaluate
and scale technologies that canmeaningfully shift plastics supply
chains toward more circular material
flows. In 2018, Phase 1 of the initiative
launched, defining the scope andlandscape of technologies that could
transform post-consumer plastics
into building blocks for new materials
and countless end uses. The results
indicate that there is a role for thesetechnologies, but significant challenges
remain before these solutions canbecome commercially viable.

The Recycling Partnership https://
recyclingpartnership.org/circularity/

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Circular materials

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Advocacy

Collaboration
has many forms,
and one of theforms is advocacy.

Collaboration has many forms, andone of the forms is advocacy. Our
packaging team is committed tosharing its knowledge with the external
community to create a collaborative
network that will accelerate packaging
circularity. This is demonstrated byengaging and participating in industry
panels as well as guest lectures atuniversities and colleges.

Waste reduction in
our communities
3M Impact
3M Impact is a skills-based service
program where employees lend
their business skills, experience, andenergy to make a difference in global
communities, while also developing
leadership, problem-solving, andinterpersonal communication skills.

One 3M Impact project was with
ANCON — an environmental
non-governmental organization in
Panama. Waste management is in
its early stages in Panama. ANCON
recently began implementing a
project called “Integrated Waste
Management Project for the Taboga
Island.” The essential objective of theassignment is to design a roadmap
for a waste management system on
Taboga Island. The island did nothave a strong environmental focus
but recent investments from Taboga’s
government in tourism have madethem more aware of the need toparticipate in ANCON’s project tokeep the island clean for tourists.
Tourists that visit the island aremainly backpackers or Panamanians
with limited resources who spend
the day on the island and consume
large numbers of plastic bottles
and aluminum cans. If this projectis successfully managed, it will help
Taboga become a more sustainable
tourist destination, supporting oneof the few economic activities of
the island. It will also help prevent
inhabitants from having to migrate
to Panama City, as well as set a
standard to be replicated in similarareas of Panama.
To learn more about 3M Impact,
see the Communities section.

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We will continue applying our scientificexpertise to improve the lives of ouremployees, our customers, and everyone
on the planet. Our Strategic Sustainability
Framework directs our efforts to areas
where we can make the biggest impact.
Within the Science for Circular pillarof this framework, we will continue tofocus on initiatives that will create a morecircular economy, driving solutions in
our operations, in our products, and incommunities around the world.
In our operations, 3M will continue
to mitigate waste to landfill throughreduction, reuse, and recycling of oursurplus materials; actively manage andwork toward reducing our water usage;
and work with suppliers to reduce orreuse surplus materials from packagingof our raw materials.
For our customers, we will develop andlaunch products to help them reach their
Sustainability goals by increasing ouruse of recycled raw materials; creating
reusable, renewable, and/or recyclable
products and packaging; and we will
reduce both their water usage andwaste through the use of our products.
We will also be updating our packaging
Sustainability roadmap to include acontinued focus on plastics.
Within our communities, we will continue
to focus on advocacy, support, andpartnerships in our efforts to fuel a global
circular economy.
Get updates and learn more about
our ongoing work aligning to the 3M
Strategic Sustainability Framework.

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Climateand energy
Science-based innovation
for decarbonization.
Ourcommitment
Through the years, 3M has led industry
in addressing both the challenges
and opportunities presented by climatechange and energy conservation.
Our proactive leadership is best definedby five areas of action:• Executive-level commitment to theseimportant topics and our related
principles, commitments, and riskmitigation planning efforts• Industry-leading efforts to measure
and reduce our own greenhouse gas(GHG) emissions• Extensive public policy engagement
on both climate change and energy
conservation• A decades-long track record of
improving energy efficiency at
our sites• Serving our customers througha wide range of innovative
products that help them improveenergy efficiency and reduce theirgreenhouse gas emissions

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How we work

Executive-levelcommitment
We are committed to innovate todecarbonize industry, accelerate
climate solutions and improve
our environmental footprint. This
commitment is part of the Science
for Climate pillar of our Strategic
Sustainability Framework. In 2019,
3M CEO Mike Roman announced
a new commitment to renewableelectricity by joining RE100.
As a science-based company, 3M
uses the World Resources Institute(WRI)/World Business Council for
Sustainable Development (WBCSD)
GHG Protocol Corporate Accounting
and Reporting Standard to set GHG
emission reduction targets.

For this reason, we are incorporating
the findings of the Special Report on
Global Warming of 1.5°C, publishedby the Intergovernmental Panel on
Climate Change (IPCC), in setting
our goals and actions.1 This report,
prepared by 91 authors from 40
countries and based on over 6,000
scientific references, finds that limiting
global warming to 1.5°C (2.7°F) above
pre-industrial temperatures would
require “deep emissions reductions” and“rapid, far-reaching and unprecedentedchanges in all aspects of society.”
Achieving this goal also would “reduce
challenging impacts on ecosystems,
human health and well-being.”
Special Report on Global Warming of
1.5ºC (Report). Incheon, South Korea:
Intergovernmental Panel on Climate
Change (IPCC). 7 October 2018.

1

Through the years, 3M has led industry
in addressing both challenges
and opportunities presented by climatechange and energy conservation.

Climate and energy

Public policy
engagement
3M is in alignment with the Task
Force on Climate-related Financial
Disclosures’ (TCFD) recommendations
for helping businesses disclose climaterelated financial information. We
understand the need for increased
focus and transparency of financial
risks related to climate change. Our
climate risk process, as describedin the proceeding section, includes
disclosures recommended by TCFD.
3M endorses voluntary approaches
to GHG emissions management. Any
mandatory GHG emission reductions
should be developed throughinternational negotiations and follow
these policy principles:• Apply broadly to countries or groups ofcountries and GHG emission sources• Be guided by science-based
decision-making• Utilize a consistent, market-based
approach• Encourage investment and protect
intellectual property to facilitate
technology breakthroughs• Include provisions for carbon
emissions trading and/or alternative
investment and compliance programs• Provide full credit for early reductionsin GHG emissions• Balance multiple country-level
priorities, including energy reliability
and independence, national security,and economic growth and employment• Include provisions that promote
the efficient allocation of emissions
reductions and assure all sectors
contribute to reduction targets,with the effect of allowing faircompetition and avoiding market
distortions within industrial sectors
or across national boundaries
3M is actively engaged in public
policy development to address
climate change concerns. In addition,
we’ve been involved with theIntergovernmental Panel on Climate
Change (IPCC) since 2005.

Risk-mitigation planning
Severe weather and long-term
trends could aﬀect 3M’s operations
and supply chain. To address theseand other risks, 3M maintains aformal Enterprise Risk Management
Analysis to review enterprise-levelrisk. Additionally, 3M has a BusinessContinuity and Planning Process aswell as a Crisis Management Program
to coordinate the eﬀorts of local crisis
management teams maintained at each
3M site and international subsidiary.
Corporate and local plans consider
the risk of natural disasters, infectious
disease, employee safety, protectionof assets, customer service, and otherbusiness continuity requirements. See
3M’s Annual Report on Form 10-K,
Item 1A for risk factors applicable tothe company. Additional details on our
climate risk process can be found in
the following table:

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Climate risk process

Governance

Climate risk process

The highest level of climate risk governance is the responsibility of the 3M Science, Technology &Sustainability Committee of the Board of Directors, formed in 2019 as one of four committees of theBoard of Directors. The committee will oversee the twin demands of developing products to meetthe ever-changing needs of our customers while doing so in an environmentally responsible way.
One of the committee’s roles and responsibilities is to review the company’s policies and programson Sustainability, identifying and analyzing significant Sustainability, materials vulnerability, andgeopolitical issues that may impact our overall business strategy, global business continuity, andfinancial results.
Specific to enterprise risk, the 3M Audit Committee of the Board of Directors has responsibility
to discuss policies and procedures with respect to risk assessment and risk management, thecompany’s major risk exposures, and the steps management has taken to monitor and mitigate
such exposures. For the purposes of discussing climate-related risks, “substantive financial impact”
means an event or circumstance that would individually or in the aggregate have a material adverse
effect on the consolidated financial condition or operations of 3M and its subsidiaries and affiliatestaken as a whole.

Integration into
enterprise risk

Additional details on our enterprise risk assessments can be found in the Enterprise risk section ofthis report and in our Annual Report on Form 10-K, Item 1A.
Timeframes

Short-term, 0-1 years

Board oversight

3M’s Science, Technology & Sustainability Committee of the Board of Directors assesses andadvances strategic growth areas, long-term investments, and inspired innovation opportunities.

Medium-term, 1-5 years

As of November 2019, 3M’s Science, Technology & Sustainability Committee of the Board of
Directors will meet with the frequency, and at intervals, it determines necessary to carry out its
duties and responsibilities, but in any case, not less than three times a year.
The Audit Committee will meet with the frequency, and at intervals, it determines necessary to
carry out its duties and responsibilities, but in any case, not less than four times a year.

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How we work

Frequencyof monitoring

In addition to the members of 3M’s Science, Technology & Sustainability Committee of theBoard of Directors, the 3M CEO has the highest level of direct responsibility for assessing andmanaging climate-related issues. The CEO will carry on the company’s history of proactive
leadership in addressing both the challenges and the opportunities presented by climate change
and energy conservation.

Climate and energy

3M continually evaluates aspects of risk. The General Auditor, consulting with the company’s senior
management, annually assesses the major risks facing the company and works with those executives
responsible for managing each specific risk. The General Auditor periodically reviews with the Audit
Committee the major risks facing the company and the steps management has taken to monitor andmitigate those risks. The Audit Committee meets not less than four times a year.
3M will assess climate-related risks as a part of our analysis of physical risk to our manufacturing
as climate modeling advances and as acquisitions or divestitures require. 3M’s business continuity
planning process and our Corporate Crisis Management Program review help manage risks facing
the Company’s physical operations and supply chains. Programs are reviewed at least annually.
In addition, the 3M Science, Technology & Sustainability Committee of the Board of Directors willmeet not less than three times a year.
In addition to our Board of Directors’ Committees, climate risk is reviewed throughout the year within
our executive-level Innovation Steering Committee and our Science for Climate Leadership Team.

Risk factors

Regulatory

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

Technology

3M’s four business groups bring together common or related 3M technologies,
enhancing the development of innovative products and services and providing
for efficient sharing of business resources. We have operations in over
70 countries, bringing together a combination of our 51 unique Technology
Platforms to produce over 55,000 products in nearly every country. Any risks
from technology would be identified and mitigated through our New Technology
Introduction (NTI) process, New Product Introduction (NPI) process, andcontinuous improvement program.

Long-term, 5+ years

The 3M Audit Committee of the Board of Directors discusses policies and procedures with respect
to risk assessment and risk management, the company’s major risk exposures, and the steps
management has taken to monitor and mitigate such exposures.

Corporate
officer’s oversightManaging risk requires integrating a multidisciplinary, company-wide risk identification, assessment,
and management process. The Vice President and General Auditor, Corporate Auditing, whose
appointment and performance is reviewed and evaluated by the Audit Committee, is responsible forleading the formal risk assessment and management process within the company.
Climate-related risk is also assessed as part of our analysis of physical risk to our manufacturing
sites. For example, our analysis of physical risk to our manufacturing sites from sea level rise is basedon modeling for 1.5o, 2o, and 4oC temperature increases. Based on our analysis of physical risks toindividual 3M manufacturing sites, none are deemed to create overall enterprise risk due in part tothe diversity of 3M’s global capabilities and our robust business continuity plan.

3M operates in more than 70 countries and derives approximately 60% of its revenues from outside
the United States. Our company results are impacted by the effects of, and changes in, worldwide
economic, political, regulatory, capital markets, and other external conditions.
In addition, natural occurrences and human activities are increasingly releasing greenhouse gases
into the atmosphere, contributing to changes in the earth’s climate. Climate change, as well as
related environmental and social regulations, may negatively impact 3M or its customers andsuppliers, in terms of availability and cost of natural resources, sources and supply of energy,
product demand and manufacturing, and the health and well-being of individuals and communities
in which we operate.

Frequency on
Board’s agenda

Identification
and assessment

This product diversity enables 3M to identify unique solutions to help solve
our customers’ challenges. In 2019, 3M invested $1.91 billion in researchand development to build upon our existing technologies to find innovative
solutions to our customers’ challenges. This unique combination of diversity
and investment enables 3M to remain on the cutting edge of science while
supporting our customers’ future needs as the climate changes. In 2019, we
introduced the requirement for each product entering our NPI process tohave a Sustainability Value Commitment demonstrating how it drives impact
for the greater good.

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Climate risk process

Risk factors (cont.)

Climate risk process

Legal

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

MarketResults are impacted by the effects of, and changes in, worldwide economic,
political, and capital markets conditions. 3M operates in more than 70 countries
and derives approximately 60% of its revenues from outside the United States.
The company’s business is subject to global competition and geopolitical risks
and may be adversely affected by factors that are beyond our control, such as
slower economic growth, disruptions in financial markets, economic downturns,
inflation, elevated unemployment levels, sluggish or uneven recovery,
government deficit reduction, natural disasters, and other factors in specificcountries or regions, or in the various industries in which 3M operates.

Reputation

Physical (acuteand chronic)

UpstreamAround the world, customers rely on 3M to provide innovative solutions toadvance companies, enhance homes, and improve lives. We are defined by morethan just what we make — we are defined by how we do business: the 3M Way,
always striving to make the right choices for our company and our customers andprotecting our reputation in all we do.
Every year, local crisis management teams at every 3M site and international
subsidiary must review and update their Business Resilience Plan to reflectcurrent conditions. They also perform a tabletop or actual crisis response
exercise. 3M Corporate Auditing and Corporate Security monitor site
compliance with the Corporate Crisis Management Program. For more
information, see the Enterprise risk section.
3M depends on various components, compounds, raw materials, and energy(including oil and natural gas and their derivatives) supplied by others for the
manufacturing of its products. It is possible that any of its supplier relationships
could be interrupted due to natural and other disasters and other events or
be terminated in the future. Risks from upstream suppliers are identified at
the product level through the New Product Introduction (NPI) and continuous
improvement processes at 3M. An on-site assessment may be conducted by
3M or a third party, and any deficiencies are ultimately corrected through an
SRC Corrective Action Preventive Action (CAPA) process.

Financial risks

At 3M, we continually evaluate our approach to opportunity and risk. We believe the whole conceptof risk appetite and tolerance is an essential component of strategic planning. This includes broadrisk oversight by the Board and its committees, with committee-level risk analyses reported to
the full Board and executive-level internal General Auditor and Chief Ethics & Compliance Officer
appointed by and reporting directly to the Audit Committee.
3M has operations in over 70 countries, with regionalized supply chains that enable more localized
and diversified production of our products. This helps reduce our risk from local climate impacts
on our operations. 3M’s four business groups bring together common or related 3M technologies,
enhancing the development of innovative products and services and providing for efficient sharingof business resources. Our operations bring together a combination of our 51 unique Technology
Platforms to produce over 55,000 products, which are sold in nearly every country.
We believe this governance of risks by Board committees, who share information with the full Board,is appropriate for a diversified technology and manufacturing company like 3M. 3M’s Annual Reporton Form 10-K, Item 1A outlines risk factors applicable to the company.

Financial
opportunities

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

Metrics

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

Principles

Science for Climate goals
Relevance

Clearly define boundaries

Completeness

Strive to calculate and report data coverage to 99% of inventory for Scope 1 andScope 2 GHG emissions. We will continue to develop and support advances in
Scope 3 calculation methodology

Consistency

Base our data on approved methodology

Accuracy

Develop corporate systems and auditing procedures

Transparency

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

3M mitigates supply chain risks through a variety of management practices,
including multisourcing raw materials, prequalifying potential outsource
manufacturers, and maintaining appropriate stocks of raw materials andcontingency plans with key suppliers to assure allocation to 3M in the eventof supply disruption.
Downstream

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How we work

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

Climate and energy

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Sc imat
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Goal: Improve energy
efficiency, indexed to net
sales, by 30% by 2025.

Goal: Increase renewableenergy to 50% of total
electricity use by 2025.

Energy-efficiency improvements help
reduce energy use, energy-associatedcosts, and GHG emissions. 3M energy
management goes beyond energyefficiency efforts in factories andbuildings. It is a team effort guided by
the global 3M Corporate Energy Policy
and coordinated by the Corporate
Energy Management Team, withoversight by 3M’s Corporate Energy
Leader and Engineering Director, andactive support from the CEO.

In 2019, we raised the bar as part ofour strategic focus on empowering
Science for Climate. We increased
our interim target from 25% to 50%
renewable electricity by 2025, toward
our ultimate goal of 100% renewableelectricity by 2050.

Goal: Ensure GHG emissionsat least 50% below our 2002
baseline, while growing ourbusiness, by 2025.

3M has taken a broad approach to
managing our energy footprint, which
includes evaluating the impact of our
products, manufacturing processes,
equipment, and sites as well as
by reducing the energy footprintof our existing manufacturing andadministrative sites. In addition, we
actively share information about
our energy management programwith external stakeholders, suchas suppliers, customers, and otherinterested organizations.

or
f
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Sc imatCl

3M is in a leadership position due toour early actions to reduce our GHG
emissions, which started in 2000.
We are committed to continuingthat leadership even as we grow thecompany in order to help our customers
address the issue of climate change.

Joining RE100 witha commitment to100% renewableenergy by 2050
In 2019, we joined RE100. RE100 is a
global renewable electricity leadershipinitiative, led by The Climate Group
in partnership with CDP (formerly
the Carbon Disclosure Project),that brings together influential
businesses committed to sourcing
100% renewable electricity for theirworldwide operations by 2050.
For more information on this effort,
see our feature story “Flipping theswitch on renewable energy.”

Clean Air Asia
In 2019, during Climate Week andthe United Nations Climate Action
Summit, we announced a newpartnership with Clean Air Asia. 3M
will collaborate with the international
non-governmental organization onscience-based air quality solutions for
New Delhi, India, and Metro Manila,
Philippines. To achieve this goal, we
will spend the next five years assisting
Clean Air Asia in its efforts to assess
baseline air quality conditions, design
capacity-building programs for air
quality management, implementawareness and education campaigns,
develop clean air action plans withselected city and district governments,and measure the resulting impact on
air pollution levels.

According to the World HealthOrganization (WHO), air pollution
causes seven million premature deaths
each year. The health impact of poor
air quality is particularly notable in theSouth-East Asia Region, where people
in 99% of cities are exposed to pollution
levels that exceed WHO guidelines.1
This partnership aims to create healthier,more livable cities in Asia.
World Health Organization. https://www.who.
int/health-topics/air-pollution#tab=tab_1

1

By improving energy efficiency andprocesses, reformulating products,
switching to renewable electricity, andprioritizing opportunities, 3M has beenable to achieve industry-leading GHG
emission reductions. Other companies
are setting goals to move closer to theachievements we have already realized.

Goal: Help our customers
reduce their GHGs by
250 million tons of CO2
equivalent emissions
through the use of 3M
products by 2025.
While 3M has made significant GHG
emission reductions across our global
operations, we realize we can make far
greater contributions by helping ourcustomers reduce their GHG emissions
through the use of our products.

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How we work

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Our actions
Energy management,
inside and out
3M reviews its Strategic Energy
Management Plan annually to prioritize
programs and meet global goals. The
plan uses input from stakeholders,
including manufacturing directors, sitemanagers, operations employees, andexecutive management. Goals of theplan include continuously improving
results, leveraging engineeringexpertise and advances, driving
site-level efficiency improvements,
maintaining top management support,
and protecting 3M’s reputation.
Public speaking engagements andpartnerships are integral elements ofthe plan. In 2019, 3M experts spoke atseveral energy industry conferences,including the Association of Energy
Engineers (AEE), the U.S. Departmentof Energy (DOE), Industrial Energy
Technology Conference (IETC),
National Association for EHS &Sustainability Management (NAEM),
World Energy Engineering Congress(WEEC), Western Electricity
Coordinating Council (WECC), and theBetter Buildings Summit. We are also
one of 30 businesses and organizations
that have formed the Minnesota
Sustainable Growth Coalition — which
has formulated a clean energy vision
for Minnesota.
In 2019, 3M introduced the safe
and sustainable centrally coordinatedinvestment fund to mitigate risk
and facilitate energy efficiency via
engineering to align with our Strategic
Sustainability Framework. For
more information, visit the Healthand safety section.

A focus on energy
from naturally
replenishable sources
In early 2019, 3M transitioned to100%

renewable electricity
at our headquartersin St. Paul, Minnesota,

which helped raise our total global
renewable electricity usage to over 30%
for the year. 3M became the largest
company in Xcel Energy, Inc.’s service
area across eight Western and Midwesternstates to make a comparable achievement.
3M’s headquarters is a 409-acre campus
with about 12,000 employees across
30 buildings and research labs.
In 2018, 3M’s 2025 goal of 25%
renewable electricity was surpassed,
and starting in 2019, a new interim
goal of 50% was set.

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How we work

Climate and energy

The internationally recognized ISO
50001 standard and the DOE’s
Superior Energy Performance (SEP™)
certification program help 3M sites
become attuned to recognizing andseizing opportunities to increaseenergy efficiency in site operations
and move from delivering energy
projects in a loosely organized fashion
to a structured system of management.
By integrating the systemic ISO-based
framework of “plan-do-check-act” forthe management of energy in on-site
operations, our sites have seen savingsin energy costs and consumption,
expansion of employee engagement,
and increased visibility to the trackingof site energy performance. 3M has
been busy increasing its ISO 50001
and SEP-certified profile, with 31
sites certified globally and 10 working
toward certification under thesetwo programs.

While 3M takes actions to help convert
its operations to renewable electricity
sources, the company continues tosupport the global renewable energy
sector by producing solutions forcustomers that help improve thereliability and efficiency of renewableelectricity, including solar and wind.

Global energy use

Indexed global energy use

MMBtu

MMBtu per MM $USD net sales
1,400

30,000,000

1,200
1,000
20,000,000

800
600
10,000,000

400
200
0

Photo credit: Avangrid Renewables

ISO 50001 and
SEP™ certification

Our renewable efforts don’t stop at ourheadquarters in St. Paul, Minnesota.
Our sites actively seek alternative
energy sources, including active
combined heat and power, solar, wind,and other projects, such as utilized
excess steam. For example, in 2019,the 3M IMPD site in California installeda new solar farm that provides 20%of the site’s total electricity, and 3M
Canada’s headquarters in London,
Ontario, installed a 10-kilowatt solar
panel system on their rooftop. Read
more about 3M’s commitment toRE100 in our feature story, “Flipping
the switch on renewable energy.”

2005

2010

2015

2016

2017

2018

2019

0

2005

2010

2015

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2017

2018

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2019

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Identifying ways
to save energy

2019 Site Energy Award

Throughout the year, employees
conducted energy walk-throughs, heldenergy Treasure Hunts, collaborated
with the Corporate team or external
partners, and integrated employee
ideas at sites to find conservation
opportunities. Globally, 3M sites
identified approximately $7.6 million
in opportunities over the next year anddelivered $11.8 million in energy savingsin 2019. Building, maintaining, andexecuting our energy project hoppers
continues to be a priority at 3M.

At the conclusion of each year, theCorporate Energy Management
Team recognizes the top sites in our
program for their results in achieving
energy metrics. To qualify, these sites
must demonstrate an active cultureof energy management practices onsite, as evidenced by their delivered
project savings, their energy teamassessment score, and the resulting
improved efficiency in energy intensity
on-site. Nine platinum awards, fourgold awards, and seven silver awards
were presented to sites with the mostimpressive results.

Energy ExcellenceAwards2019 Energy Recognition

The Energy Excellence Awards
honor individuals and teams thatincorporate the goals of the Corporate
Energy Program in engineering
projects. The nominated projects
and individuals actively demonstrate
their commitment to include energy
efficiency in the design of projects,
in equipment selection, or in the use ofalternative energy supplies. The award
is one of global recognition within
the 3M engineering community. In
2019, out of a total of 29 projects, four
awards were given to individuals from
3M Tuas, Singapore; 3M Alexandria,
United States; 3M Woodlands,
Singapore; and 3M Naju, Korea.

• 3M received the Award of Excellencein Energy Management, and
3M Canada received the Energy
Management Insight Award from the
Clean Energy Ministerial• 3M received the 2019 Corporate
Energy Management Award from the
Association of Energy Engineers®
• 3M Energy Engineer Prasath
Vinayagamoorthy was selected toreceive the Association of Energy
Engineers® Canada Region Energy
Engineer of the Year Award for2019 in recognition of outstanding
work in energy• 3M Corporate Energy Manager
Andrew Hejnar was honored to
become a fellow member of the
Association of Energy Engineers®
in recognition for making significant
contributions to the energy
management and alternative
energy industry• The 3M Singapore Tuas site won
the Best Practices (Honorable
Mention) in the prestigious Energy
Efficiency National Partnership (EENP)
Award 2019 for their outstanding
commitment and achievements inenergy savings

Direct (Scope 1) andindirect (Scope 2)
greenhouse gas emissions
Since 2002, 3M has

reduced Scope 1
GHG emissions by

75.9%

providing a direct and immediate
reduction of our carbon emissions.
During this same timeframe, we haveachieved a 68.1% reduction in absolute
Scope 1 and 2 location-based GHG
emissions.

Since 2002, the 3M EHS Laboratory
has calculated 3M’s GHG inventory inaccordance with the World Resources
Institute (WRI) / World BusinessCouncil for Sustainable Development(WBCSD) GHG Protocol Corporate
Accounting and Reporting Standard.
The 3M EHS Laboratory maintains an
accreditation to ANSI/ISO/IEC 17025
through A2LA — a signatory to theInternational Laboratory Accreditation
Cooperation Mutual Recognition
Arrangement (ILAC MRA).

Although it is not possible to put
3M’s GHG inventory methodology
on the lab’s scope of accreditation,
our calculation methodology has
been improved by incorporating
several quality system elements fromthe ANSI/ISO/IEC 17025 Standard,
including:• Defined responsibilities andinterrelationships of all key staff• Documentation of key personnel
qualifications• Control over quality system
documents and procedures• Control of records• Corrective and preventive
action system• Internal audit program

Every year, 3M calculates our GHG
inventory according to approved
internal procedures that are updated
as needed to agree with current
calculation methodologies. However,whenever a methodology change
is implemented, 3M will, wherever
possible, recalculate prior year’s
GHG inventories to assure that pastand current-year GHG inventories
are comparable. Where this is notpossible, 3M will either call thisout or assure that the difference is
not material. These quality systemelements and procedures, coupledwith a robust internal and third-party
review of our emissions, help assurethat 3M’s GHG inventory is alignedwith the core principles of relevance,completeness, consistency, accuracy,
and transparency.

• Documented and approved
calculation proceduresGreenhouse gas emissions,
Scope 1 and Scope 2

Indexed greenhouse gas emissions,
Scope 1 and Scope 2

Million metric tons CO2 equivalents, absolute

Million metric tons CO2 equivalents per MM $USD net sales

20

1200

18
1000

16
14

800

12
10

600

8
400

6
4

200

2
0

2002

2015

2016

Scope 1 GHG emissions

2017

2018

2019

Scope 2 location-based
GHG emissions

For methodology, please refer to the About report section: base year
and other adjustments, and greenhouse gas metric table.

170

How we work

Climate and energy

GHG emission reductions are achieved
through a variety of methods: improving
process and equipment efficiency,
upgrading equipment, reducing ourdemand for energy use, increasing
our use of renewable electricity, andimplementing and maintaining pollution
control technologies. These methods,
and more, are integral to the company’s
overall success and assist us with thechallenge of helping to address global
climate change concerns.

0

2002

2015

Indexed Scope 1
GHG emissions

2016

2017

2018

2019

Indexed Scope 2
location-based GHG emissions

For methodology, please refer to the About report section: base year
and other adjustments, and greenhouse gas metric table.

3M 2020 Sustainability Report#improvinglives

171

GHG emissions
attributable toour suppliers andcustomers (Scope 3)

Evaluating customer
GHG emissions
reductions

3M has been developing our
Scope 3 GHG emissions inventory
since publication of the WRI/WBCSD
GHG Protocol Corporate Value Chain(Scope 3) Accounting and ReportingStandard in September 2011. We
place a high value on decision-making
based on sound science. When thecomplexity of the supply chain does
not allow for direct calculation,
an input/output model calculation
method is used.
Due to our diverse manufacturing
operation, 3M was not required to
calculate Scope 3 categories 9–12.
The methodology did not exist. However,we were determined to understandour complete Scope 3 profile. In 2019,
we developed methodologies around
Scope 3, categories 9 (downstream
transportation and distribution), 10(processing of sold products), 11 (useof sold products), and 12 (end-of-life
treatment of sold products). Dueto the new extensive calculations,
quality assurance processes are being
developed in 2020. From these efforts,
we can better understand opportunities
to reduce our downstream GHG
emissions and to consider theestablishment of new goals. Calculating
Scope 3 categories 9-12 is a challenging
task and will complete our map of Scope
3 relevant categories. Our 55,000-plus
products are heavily diversified acrossa large variety of use cases. We lookforward to reporting these values in the2021 Sustainability Report.
For more information, see our feature
story, “Taking inventory of greenhousegas emissions.”

172

How we work

To track progress toward our 2025
GHG customer goal, 3M has a process
in place to develop reasonableestimates for avoided emissions
associated with use of select 3M
products. This estimation procedure
is based on the ISO 14064-2 standard
for determining GHG emissions
reductions. It provides a framework
for the estimation of emissions fromthe 3M product scenario (referred
to as the “project scenario”) in relation
to a baseline scenario.
We start by defining the boundary of
the 3M product scenario as extraction
from nature through the end of the
product use phase (product end-of-life
or disposal is included where reliable
information is available). The GHG
emissions for this scenario are thenestimated using high-level estimatesand average data. For example,
manufacturing emissions may be
determined based on the averageenergy use per pound of all products
produced at a manufacturing site,rather than by determining theemissions through detailed calculations
using product-specific information.
The same boundary is then used forthe estimation of GHG emissions forthe baseline scenario. Because thedata sources may be different thanthe 3M product scenario, we apply
conservative assumptions as needed,
where conservative is defined as a
choice that results in the minimum
GHG emissions for the baseline
scenario. For example, if emissions
data is not available for the productionof a material included in the baseline
scenario, we assume the emissions
for this material to be zero.

Climate and energy

In some cases, there is no equivalent
to the 3M product. In these cases, thebaseline scenario is the absence ofthe 3M product entirely. The result
is a comparison that conservatively
estimates the potential impact of the
3M product.
Due to the estimated nature of thedata used, the uncertainty for thesestudies is plus or minus 50%, whichapproximates data of fair to goodquality as defined in the WRI/WBCSD
Product Life Cycle Accounting andReporting Standard Quantitative
Inventory Uncertainty Guide.
According to our calculations,in 2019 alone,

our customers avoided
emitting nearly17

millionmetric tons
CO2 equivalents
through use of select 3M productplatforms as calculated in accordancewith ISO 14064-2 and 3M developed
procedures.

We place a highvalue on decisionmaking based on
sound science.

Since 2015, this has resulted in an

avoidance of over58

millionmetric tons of CO2
equivalent emissions

through use of select 3M productplatforms. This avoidance represents
only a portion of our product portfolio.
Various films and food safety products
are examples of the select products
included in this evaluation. In the
future, the list will likely expand as aresult of the new Sustainability Value
Commitment.

Air quality management
An important component of 3M’s
Sustainability strategy is ourcommitment to improving air
quality globally.
As a company that uses many
solvent-based materials, 3M
inherently releases volatile organic
compounds (VOCs) from many of ourmanufacturing processes. Becauseof this, many of our sites require
permits with rigorous VOC tracking
requirements. Even where tracking
is not required from a regulatory
perspective, 3M voluntarily tracks
VOC usage and emissions frommajor sources of emissions in order
to identify further opportunities
for reduction. 3M has developed
internal programs to minimize its
VOC emissions. We track and reportemissions based on raw material
usage, engineering estimates, andstack test data.

3M 2020 Sustainability Report#improvinglives

173

For many 3M manufacturing
processes, nitrogen oxides (NOx),sulfur dioxide (SO2), carbon monoxide(CO), hazardous air pollutants (HAPs),persistent organic pollutants (POPs),
and particulate matter (PM) areemitted as products of combustion.
These pollutants, which are listed
on many environmental permits for
specific site operations, are tracked
and reported externally, whererequired by federal, state, or local
regulations for individual sites. 3M
internally tracks all fuel usage andcalculates the combustion emission
rates using accepted emission factors.
Main VOC by source type
• 3M’s VOC emissions are primarily
attributed to coating lines• Reactors and mixing are alsosignificant sources of VOC emissions

Implementing
and maintaining
pollution control
3M has made significant progress in
reducing air emissions — at the sourceand by improving process efficiencies.
Where emissions cannot be reduced
within the process, 3M installs
and maintains air emission control
equipment as required by federal, state,
and local regulations. We evaluate
all equipment options, select thosethat are the most environmentallyeffective and cost-efficient, and strive
to properly operate emission control
equipment. Technologies include
thermal oxidization, solvent recovery,
carbon adsorption, biofiltration,
electrostatic precipitators, baghouses,
scrubbers, and cyclones.

VOC by sites• 90% of our sites emit less than 100
tons per year VOC• 34% of our sites emit less than 1 ton
per year VOC

Ozone depleting
substances
The Montreal Protocol is the firstworldwide agreement designed
to protect human health and theenvironment against the adverse
effects of the depletion of thestratospheric ozone layer. The
agreement identifies the list ofozone depleting substances (ODS)
that are targeted for control
practices, reductions, or total
phaseouts and provides a phaseoutschedule. In addition, some countries
have established regulations
regarding the management ofrefrigeration appliances.

g
n
i rd
k
o wa
o
L or
f

3M has set forth requirements inorder to provide a framework for
how 3M operations are to manage
their refrigeration appliances
containing ODS in the context ofapplicable international protocols,
local regulations, and current andfuture economic impacts. These
requirements include conformance tothe Montreal Protocol when applicable.

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

An importantcomponent of
3M’s Sustainability
strategy is ourcommitment toimproving air
quality globally.

174

How we work

Climate and energy

0.00

2005

2010

2015

2016

2017

2018

2019

We believe that climate change is oneof the greatest challenges we face asa society and now is the time to leadand take action — for our climate
and our communities. Our Strategic
Sustainability Framework directs ourefforts to areas where we can makethe biggest impact.
Within the Science for Climate pillar of
this framework, we will continue to focus
on innovating to decarbonize industry,
accelerating global climate solutions,and improving our environmental
footprint. We’ll continue to drive climate
solutions in our operations, in our
products, and in communities aroundthe world.
In our operations, we will continue
to advance toward 100% renewableelectricity at all global sites. Specifically,
we will continue to evaluate what will
improve additional aspects of energy
efficiency, what organizations can help
us move to a total renewable electricity
portfolio, and what partnerships withutility companies can help us reach ourultimate destination.
For our customers, we will develop andlaunch products to help them reach
their Sustainability goals by improving
energy efficiency, increasing renewableelectricity, reducing emissions, and more.
For our communities, we will continue
to partner with others to help drive
climate solutions globally.
Get updates and learn more about
our ongoing work aligning to the 3M
Strategic Sustainability Framework.

3M 2020 Sustainability Report#improvinglives

175Suppliers

Our supply chain is an extension of
our commitment to Sustainability.
Ourcommitment
Each step in the supply chain includes
benefits (like employment andcommunity-building) as well as thepotential for negative impacts (suchas pollution or unsafe or unfair labor
practices). Our commitment, from top
leadership down, is to maximize thepositives and mitigate the potential
negatives by aligning our supplierexpectations with our own corporate
values. We expect our suppliers to betransparent about their environmental
and social practices, provide
improvement ideas, and work with us
to transform our shared value chain.
At 3M, we set a high bar for ourcompany regarding environmental andsocial governance, and we expect thesame from our suppliers. 3M follows
the Organization for Economic Cooperation and Development (OECD)
Due Diligence framework for all of our
responsible sourcing activities. The
3M Supplier Responsibility Code (SRC)
is based on 3M’s corporate values forsustainable and responsible operations
and aligns with the 10 Principles of theUnited Nations Global Compact, ofwhich 3M is a participant. The SRC
is also consistent with the Code of
Conduct of the Responsible Business
Alliance (RBA).
Our Due Diligence Management
System consists of the following
elements, which inform our continuous
improvement efforts.

176

How we work

Strong policies alignedwith our values
The SRC outlines 3M’s foundationalsocial and environmental expectationsin the following areas:• Labor: Requirements align with the
3M Human Rights Policy and include
important concepts like freely chosen
employment (no forced, bonded,or trafficked labor), restrictions on
working age (no child labor), andappropriate working hours andwages. Setting these expectations
helps assure our suppliers’ actions
will reflect 3M’s values on humanrights as well as the values underlying
the International Labour Organization(ILO) and laws, such as the California
Transparency in Supply Chains Act,
the United Kingdom Modern Slavery
Act 2015, and the U.S. Federal
Acquisition Regulation (FAR) on
forced labor and human trafficking.
To learn more about these topics, see
the Human rights section• Environment, health, and safety(EHS): We expect our suppliers tocare as much about the health andsafety of their workers and theircommunities as 3M does and to
implement proper procedures andcontrols to protect them as well as
the environment in which we live
• Ethics: Expectations align to the
3M Code of Conduct and hold our
suppliers to the same high standardsof honesty and integrity. Suppliersmust prohibit any form of bribery
and corruption and prevent conflictsof interest• Management systems: We expect
our suppliers to establish processes
to systematically conform to the 3M
SRC as well as all legal requirements
and to commit to continuous
improvement

3M supply chain Due Diligence Management System
ValuesTransparency

Transformation

Verification

ReportEstablish
strongpolicies andmanagement
systems

Identify andassess risks
in the supply
chain

Design andimplement a
strategy torespond to
identified risks

Audit supply
chain duediligence

Reporton supply
chain duediligence
activities

Suppliers

The SRC establishes 3M’s expectations
for new and existing suppliers anywherein the world and for any suppliedmaterial or service. Our supplier vetting
process includes a review of the SRC
expectations and reinforcement that
supplier programs and practices, aswell as those of their subcontractors
supplying products and/or services,
conform to standards consistent with
the SRC. Our global supplier contract
agreements have incorporated SRC
expectations.

The SRC is currently
available in15

languages.
We expect our suppliers to establish andimplement their own relevant policies
and programs in alignment with this SRC
and to enforce these expectations with
their own suppliers, thereby promoting
our high Sustainability standards up our
supply chains.
3M’s Vice President of Strategic
Sourcing and Packaging Solutions(SS&PS) is accountable for 3M’s
Responsible Sourcing program.
The leader of our global responsible
sourcing activities reports to the Vice
President of SS&PS. Executive leaders
including EHS, Ethics & Compliance,
Corporate Auditing, Strategic Sourcing,
Legal, Sustainability, and Human
Resources are provided program
updates at least twice a year, andStrategic Sourcing leadership is
updated quarterly on the program’s
status. Both groups have theopportunity to provide input on thevarious program activities. In 2019,
3M formed the Science, Technology& Sustainability (STS) Committee of
the Board of Directors.

This committee reviews company
Sustainability and EHS policies andprograms for compliance with allapplicable laws and regulations.

Supplier risk assessment
and supply chaintransparency
As stated in our supplier contracts,
in addition to full compliance withall applicable environmental laws,
we expect our suppliers to integrate
environmental responsibility into theiroperations. Suppliers should work
to minimize adverse effects on thecommunity, environment, and natural
resources while safeguarding thehealth and safety of workers and the
public. Additional information can befound at 3M Supplier Direct.
Our general supplier performanceverification process begins with aself-assessment questionnaire (SAQ).
The SAQ helps 3M understandsupplier programs and determine
whether they conform to 3M
expectations. An on-site assessment
may be conducted by 3M or a third
party to assess the supplier’s level ofconformance with 3M’s expectations.
If deficiencies are identified, they
will be addressed through an SRC
Corrective Action Preventive Action(CAPA) process. Follow-up on the
CAPA may include announced orunannounced assessments.

This assures appropriate resolution andconformance with 3M’s requirements.
If a supplier is unwilling to work with
3M on the identified gaps or is unable
to close the issues within a reasonable
timeframe, alternative actions are
determined with a cross-functional
business team to elevate and resolve
the situation.
The SRC outlines supplier expectations
relating to grievance mechanisms.
Anyone who has a concern involving
3M can use the 3MEthics.com site as
an alternative way to report a concern.

Additional expectations
for higher-riskvalue chains
In addition to the global SRC
expectations for all suppliers, certain
areas warrant additional and specificformal expectations to drive moresustainable, responsible practices.
This includes our use of certain
minerals with the potential to besourced from conflict-affected andhigh-risk areas, our use of timberbased products and other plantmaterials (pulp and paper), and all
new suppliers in higher-risk countries,
in areas such as Asia Pacific, Latin
America, or parts of the Europe,
Middle East, and Africa regions.
See more on our risk identification in
Responding to risks and transforming
our supply chains.

If the assessment identifies gaps or
findings, and if a supplier is not ableor willing to resolve them, the CAPA
would escalate to a corporate Supplier
Corrective Action Request (SCAR)
that would involve sourcing, area
manufacturing, and supply chainor business personnel engagement.

3M 2020 Sustainability Report#improvinglives

177

Focus: responsible
minerals sourcing“As a key business
partner to 3M, we areproud to say that wehave modeled our own
Social Responsibility,
Code of Conduct,
and Paper Sourcing
Policies to ensurethat the key concepts
regarding humanrights, labor, ethics,
and environmental
risks outlined in 3M’s
Supplier Responsibility
Code and Pulp & Paper
Policy are part of ourown core standard
beliefs and behaviors.

A prioritized area in our raw material
supply network is the responsible
sourcing of minerals. 3M deplores
the violence and inhumane treatmentthat has occurred in the Democratic
Republic of Congo, adjoining countries,
and other conflict-affected andhigh-risk regions as defined by
global regulatory bodies and iscommitted to supporting responsible
sourcing of minerals that contain,
but are not limited to, tin, tantalum,
tungsten, gold, and cobalt, from all
such regions. Additional information
can be found in our Responsible
Mineral Sourcing Policy and in Supplier
Direct, Supplier Requirements.

Focus: pulp and paper
3M has prioritized pulp and paper
products as an area that warrants
additional formal expectations
because of potential environmental
risks, such as deforestation and habitat
loss; potential human rights issues,
such as infringement of indigenous
peoples’ rights; and potential unsafe
labor practices. As a global paper
purchaser and Sustainability leader,
3M is well-positioned to positively
influence practices throughout theforest products supply chain. We
adopted our Pulp and Paper Sourcing
Policy in 2015 to set standards of
excellence for our suppliers throughall tiers of supply from the forest.
Our Pulp and Paper Sourcing Policy
and guidance document is available
in seven languages. Additional
information can be found on the
3M Sustainable Forestry website.

3M was instrumental in
positively challenging
Loparex to make sure
our policies had all therequisite elements.
Today, we have policies
in place that we areproud to hold ourselves
and our suppliers
accountable to, and thiswould not have beenpossible without
the help of 3M.”
- Loparex

178

How we work

Suppliers

Supplier diversity
3M is committed to diversity andinclusion, and we strongly encourage
using diverse suppliers across oursourcing organization. This includes
working with small businesses. We
back up our commitment throughinitiatives that directly seek out diverse
companies to support 3M’s businessneeds. Equally important, we recognizethat diversity is a core value that helps
strengthen our competitiveness andprovides opportunities for new ideas
and fresh perspectives.
3M has a long-standing commitment
to sustainable business practices andto supporting the economic successof our communities, including working
with both diverse and small‑businesssuppliers. 3M considers a diverse
supplier to be any supplier who
qualifies for one or more of thefollowing classifications: Minorityowned business, Women-owned
business, and Small Business(including Small Disadvantaged,
HUBZone, Woman, Veteran, orService-Disabled Veteran).
3M proactively reaches out to variousorganizations, including the National
Minority Supplier Development
Council (NMSDC), Women’s BusinessEnterprise National Council (WBENC),
Metropolitan Economic Development
Association (MEDA), Small Business
Administration (SBA), and others. We
also have a supplier portal that allows
businesses to provide a portfolio of
their capabilities, which is distributed
to 3M’s sourcing organization.

3M establishes goals and regularly
tracks the dollar value of goods
and services purchased from small
businesses and diverse suppliers inconcert with goals set annually with
the U.S. federal government as partof our subcontracting plan for federal
government contracting.
To achieve our goals, 3M has
implemented a four-part strategy
that aims to:• Increase our spending with current
diverse suppliers by reviewing
our existing diverse suppliers by
diversity category• Identify additional diverse suppliersin our existing supply base byreviewing our top non-diverse
suppliers by spending category

Our progress is routinely
communicated to leadership
across the organization.
We remain committed to supporting
small businesses and diverse suppliers
by continuing to reassess elementsof our approach, working acrossthe industry to assure best practices.
More on our supplier diversity
program can be found on the
Supplier Diversity website.

or
f
ce
n
ie larc
S rcu
Ci

3M is committed
to diversity andinclusion, and westrongly encourage
using diverse
suppliers acrossour sourcing
organization.

• Find “new-to-3M” diverse suppliers• Further disrupt the status quo byworking to move some of our Tier 2spending to Tier 1 and focusing on
diverse suppliers in our request for
proposal (RFP) activity

In 2019, 3M
spending withsmall businesses
represented

26.7%
6.71%
of which

Goal: Drive supply chain
Sustainability through targeted
raw material traceability
and supplier performanceassurance by 2025.
We understand that our Sustainability
impacts extend beyond our own
operations. By purchasing raw
materials and services from small andlarge companies all over the world, weparticipate in a global, complex supply
chain. And it doesn’t stop there. Our
suppliers have their own suppliers,
extending back to the original sourceof each material we use.

went to diverse
suppliers.

3M 2020 Sustainability Report#improvinglives

179

Our actions

550

3M works with a broad, complex
supply chain, consisting of over 63,900
suppliers in over 270 subcategories in109

assessments
which included the comprehensive
RBA framework and expanded from18 to 31 countries, covering every
region of the world.

countries aroundthe world.
In 2019, the SRC Steering Team
provided refresher training for morethan 300 assessors and sourcing
professionals globally to assurea detailed understanding of 3M’s
SRC expectations, processes, andsupporting tools.
Employees received access to online
training materials that covered eachof the elements of the SRC, including
labor and human rights, EHS, ethics,
and management systems requirements.
3M’s business partners website
also provided training materials for
suppliers to expand their knowledge
on topics such as global bribery andcorruption awareness, eliminating
forced labor, slavery, and humantrafficking from the global supply
chain, and preventing corruption
and mitigating compliance risk for
distributors and business partners.

Forced labor andhuman trafficking

Responding to risks
and transforming our
supply chains
We are constantly managing changes
in supply markets, both where there
is an opportunity to extract value,and defensively, where necessary to
mitigate risk and secure supply. As
described earlier, we focus efforts on
the salient issues in categories where
human rights and environmental risks
are the greatest. More broadly, we
conduct robust risk prioritization todetermine other suppliers we will
engage via an assessment against
our SRC, which includes policy andcontract conformance.
3M uses industry indices to identify
higher-risk supply chains in conjunction
with Lean Six Sigma (LSS) tools
to optimize and strengthen its risk
management processes. The criteria
matrix helps rank global suppliers
using multiple factors such as
geographic, category, and businesscritical elements to determine whereassessments should be performed.

180

How we work

Suppliers

Supplier spend by region

In 2019, 3M
completed over

Supplier locations

Beyond risk, we aim to utilize our supply
chains in our overarching goals for
Sustainability. 3M recognizes that manyof the world’s greatest challenges canbe solved through collaboration. We
are currently exploring supply chain
integration opportunities with some ofour key suppliers in effort to advancecircularity. And, in 2019, we asked
suppliers to partner with us to help
advance our aspirational Sustainability
goals in 3M’s Circular Economy
Supplier Letter.

Verifying our supplierperformance
Although applicable to all suppliers, oursupply chain risk assessment process
focuses on prioritized suppliers, eachof which must complete an SAQ and/or be subject to an on-site assessment
as specified in our SRC. In the past nine
years, we have conducted over 6,900
self-assessments or on-site auditsof suppliers in prioritized countries.
Along the way, our assessment
process has become more evolved
and more comprehensive.

3M’s efforts to eradicate forcedlabor and human trafficking from its
direct supply chains are discussed
in more detail in our transparency insupply chains and modern slavery
disclosures. These disclosurescommunicate our commitment
to legal and ethical practices as
exhibited by our membership in the
United Nations Global Compact,
the implementation of 3M’s Codeof Conduct, and cooperative efforts
working with others to abolish humanrights atrocities, especially in regard
to human trafficking, forced labor,
modern slavery, and other related
crimes. 3M is committed to doing ourpart to eradicate human trafficking inany form from the global supply chain.
We have robust policies and systems inplace to control these practices in ourown operations and with our suppliers.
3M sets a high bar for our company
regarding labor and employment, andwe expect the same from our suppliers
as articulated in the SRC.

2019 percentage
55
50
45
40
35
30
25
20
15
10
5
0

2015

2016

2017

Asia PacificCanadaLatin America

United States

2018

2019

Europe,Middle East,
AfricaCumulative supplier assessments,
since 2008
Total number
7,000
6,000
5,000
4,000
3,000
2,000
1,000
0

2015

2016

2017

2018

2019

In 2018, we updated our assessment progress and increased the scopeof each assessment

3M 2020 Sustainability Report#improvinglives

181Responsible
minerals actions

In October 2019, 3M attended the
RMI Annual Conference to discuss
strategies and best practices regarding
the expansion of a market-driven
responsible sourcing supply chain.

Forging ahead with continuous
improvement

In addition, 3M is an active memberof the Responsible Minerals Initiative(RMI), which develops tools andprovides guidance for companies
regarding conflict minerals. Our
membership in RMI and various
sub‑teams, such as the Smelter
Engagement Team (SET), Due Diligence
Practice Team, and Plenary Team,
enable 3M to be involved in activities
supporting RMI’s Code of Conduct
and due-diligence practices. The
teams provide useful venues for 3M tooffer their ideas and learn from othermember companies as we all work
together on this important journey oftransforming our supply chains.

182

How we work

2019
percentage
2019
percentage

With the evolution of conflictminerals programs, 3M partneredwith a third party to manage our2019 program outreach and datacollection. The third-party platform
automates the collection, validation,and centralization of data to support
3M’s Responsible Minerals Sourcing
program. Suppliers entering the portal
are linked to training resources withaccess to topics and webinars suchas “Smelter Validation in 2019: Hot
Topics,” “The Evolving Regulatory
Landscape: Top 10 Trends for
2020,” and “Responsible Minerals
Compliance: Leveraging the OECD
Due Diligence Guidance.”

Suppliers

Additional information can be foundin the 3M Conflict Minerals Securities
and Exchange Commission filings
found on 3M Supplier Direct, SupplierRequirements, Responsible Minerals.

Pulp and paper actions
Pulp and paper policy
implementation on the ground
Throughout our policy implementation,
we have seen several examples ofmarked improvements in responsible
pulp and paper sourcing practices as aresult of our engagement with suppliers.
These include:

3M’s membership in RMI provides
insights into emerging risk andassessments in raw materials supply
chains utilizing the Risk Readiness
Assessment (RRA) tool. RRA is thebasis for corporate assessments ofmaterial risks in 3TG (tantalum, tin,tungsten, and gold) supply chains,
specifically related to social andenvironmental risks.

3M’s Responsible Minerals Sourcing
program, now in its seventh year,
has gone through continuous
improvements, based on insightsfrom past campaigns as well as
external benchmarking that provided
ways to optimize and increase theeffectiveness of program activities.
In 2019, as part of our responsible
sourcing expectations, 3M expanded
its responsible minerals sourcing toinclude how cobalt is sourced in orderto support industry expectations and3M’s Values and Human Rights policies.
3M expects our suppliers to adopt
a similar policy and due-diligence
management system, and we require
the same of their suppliers in orderto proliferate responsible sourcing
practices throughout the supply chain.

Conflict
Conflictmineralmineral supply
supplychain
traceability
chain traceability• Meeting with suppliers’ senior
corporate executives about theimportance of assuring responsible
and sustainable supply chains, andagreeing to collaborate on that goal
RMAP conformant

78.4%• Suppliers establishing new positions
within their companies

RMAP active

1.7%• Significant increases in supply chain
traceability and transparency

RMAP not enrolled

17.5%

Based on Responsible Minerals
Assurance Process (RMAP)• Increased engagement by our
suppliers with their upstream
supply chain

We aim to workwith suppliers andpeer companies
to document asmuch of our global
paper supply chain
as possible,
amplify our efforts
to mitigate risks,
improve efficiencies,and drive sustainable
practices throughout
the supply chain.

Pulp
Pulpand
andpaperpapersupply
supplychain
traceability
chain traceability
2019
percentage
2019
percentage• Suppliers adopting pulp and paper
policies for the first time

Traceable to forest source 56%
or 100% recycled
Traceable to pulp mill

22%

Traceable to paper mill

8%

Not yet engaged or
traceable

14%• Suppliers enhancing existing policies tomeet the requirements of 3M’s policies• Supplier invitation to sourcing area
for our pulp and paper products
to understand challenges aroundresponsible sourcing and to createa path forward (see November 2019
3M Pulp and Paper Sourcing Policy
Progress Report for more informationon this topic)
Through an online survey, 3M
suppliers can provide complete supply
chain information all the way to theforest sources, or they can easily
forward parts of the online survey totheir suppliers (paper or pulp mills, forexample) for completion.

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Pulp and paper field assessments

Completed

We partner with a third-party provider,
Earthworm Foundation (EF), to help us
review the information we obtain fromour supplier surveys and combine thatwith geography and industry-specificknowledge to conduct “desktop” risk
assessments of our supply chains. We
use these assessments to prioritize
further engagement and to learn
more about our suppliers’ responsible
sourcing and sustainable forestry
practices. This deeper engagement
could take the form of a series of web
conferences, in-person meetings, orfield assessments at the mill and/or forest level. We do not limit thisengagement to our direct suppliers.
In fact, as appropriate, we will work
directly with indirect (Tier 2 andTier 3) suppliers on policy conformanceverification work, with a goal of
involving our direct (Tier 1) supplier(s) inthese activities whenever possible.

With the help of EF, we have so
far conducted

14

field assessments
across all regions
covering more than
16 million hectares.
Some of those assessments reviewed
Tier 2 pulp mills and were also attended
by a Tier 1 supplier. 3M’s participationin supplier field assessments with EF
helps us to understand firsthand thechallenges faced by pulp and paper
companies and forest managers aroundthe world. This, in turn, enables us
to participate actively in developing
solutions and advancing conversations
about responsible sourcing andsustainable forestry.

We have seen many suppliers makesignificant progress in their own programs.

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How we work

Suppliers

Each assessment results in acomprehensive report detailing the
supplier’s performance comparedto our policy requirements andprovides action items to address any
performance gaps. We expect eachsupplier to develop corrective actionplans with reasonable timelines andconcurrently continue to collaborate
with 3M on the resolution of identified
opportunities. More informationon these assessments and othercollaborative efforts can be found in
our Pulp and Paper Sourcing Policy
Progress Reports, including:• Training in Brazil: In April 2019, EF,
3M, and other EF members brought
together six major Brazilian forestry
companies for an intensive training
course, “Free, Prior, and Informed
Consent (FPIC): From Theory toPractice.” FPIC is a specific rightthat pertains to indigenous
peoples — it allows them to give or
withhold consent to a project that
may affect them or their territories.
With a better understanding of thetheory behind FPIC, as well as theformal FPIC protocols, companies
can greatly improve how they
engage with communities to prevent
and/or resolve social conflicts• Great Northern Boreal Forest:
3M and EF are committed toworking with suppliers to promote
the protection of high conservation
values in the Great Northern
Forest (the northernmost forestsof the globe) and the ability of theforests to provide wildlife habitat,
ecosystem services, and natural
beauty for generations to comeWorking on overall
policy conformancefor suppliers
In 2016, 3M and EF created a Policy
Conformance Self-Assessment Tool
with the purpose of having the 3M
Tier 1 suppliers assess themselves
against all aspects of the 3M Pulp
and Paper Sourcing Policy. Since thecreation of this tool, we have been
partnering with our Tier 1 suppliers
to have them complete this selfassessment. In addition to the selfassessment, we have created andimplemented a Pulp and Paper
Sourcing Policy Scorecard, which
will allow 3M to evaluate a supplieragainst all aspects of the 3M policy.
We began rolling out this scorecard
with prioritized suppliers in 2019,
completing evaluations of suppliersin each region. The results of theevaluation provide 3M further insight
into each suppliers’ conformance status
while also highlighting opportunities
and areas to focus improvement. The
goal is that the evaluation results createa path to work together to further
advance the Sustainability of the
global pulp and paper supply chain.
Through this partnership andengagement with our suppliers, wehave seen many suppliers makesignificant progress in their own
programs, ranging from enhancing
their own policy(s) and due diligence
management systems to creating
policies that did not previously exist.

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185

g
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Conservation in
the Carolinas

Collaboration for change

In May 2017, 3M helped launch
the Carolinas Working Forest
Conservation Collaborative (CWFCC)
along with the American Forest
Foundation (AFF), International Paper,and Procter & Gamble. The biggest
accomplishment to date has been theability to assemble and mobilize theright local partners who have a keensense of the challenges family forest
owners are facing and the expertise toreach and motivate them to take forest
stewardship actions to enhance habitat.
Find more details on AFF’s website.

Family Forest
Carbon Program

3M Brazil is a signatory to the National
Pact to Eradicate Slave Labor andjoined InPACTO — the Institute for the
National Pact — a trade association
focused exclusively on collaborative
efforts among members, including
3M, and committed to the goals of the
National Pact.

Supplier recognition
Our supplier recognition program
seeks to recognize those outstanding
suppliers that help us succeed inaccomplishing our Vision of 3M
Technology Advancing Every Company,
3M Products Enhancing Every Home,and 3M Innovation Improving
Every Life.

In 2019, 3M became a proud partnerof the Family Forest Carbon Program(FFCP), a new approach to climatechange mitigation developed by theAmerican Forest Foundation and The
Nature Conservancy. The FFCP aims toincrease the carbon storage of familyowned forestland while creating a
new market and source of income forthe families that dedicate time andeffort to their forest management. Our
support will expedite family forest
owner outreach and enable family
forest owners to take action on theirland, providing measurable carbon
benefits as well as important cobenefits that improve wildlife habitat,water quality, wildfire risk reduction,and more.

Each year, 3M sourcing professionals
nominate exemplary suppliers
to be recognized for world-classperformance based on strategic
support, contract compliance, actions
taken to improve 3M’s competitiveness,and overall supplier performance.

In 2019, 3M formallyrecognized26

suppliers among
thousands

in its global supply base for worldclass performance in providing
products and/or services.
Learn more about the Supplier of theYear Award.

186

How we work

Suppliers

We recognize the supply chains of many
materials involve both risks and opportunities.
By collaborating with strategic partners, weare continuing to improve our supply chain
management systems:• 3M is conducting a LSS project to expand theuse of our third-party resources to conduct
more assessments. The project is global in scope
and will positively impact the methodology,
resources, and results of our efforts• We will increase efforts with providers of
pulp and paper to improve and evaluate theirunderstanding and conformance with 3M’s
environmental and social expectations, which
may include field visits. We are investing intransformation projects that will enhance theglobal pulp and paper supply chain• 3M is committed to expanding our due-diligence
efforts for higher-risk materials to further
mitigate risk to our business and advanceresponsible supply chains• 3M will continue to streamline and improve
its supplier diversity program• We look forward to continuing 3M’s
new partnership with the Family Forest
Carbon Program• In October 2020, 3M will host a sustainablesupplier expo, featuring dozens of supplier
Sustainability solutions that will help accelerate
our Sustainability Value Commitment
In 2021, the EU Conflict Minerals Regulation willtake effect and will expect companies to takea wider view of their sourcing practices. 3M’s
Conflict Minerals program will expand to focus
explicitly on regions beyond the Democratic
Republic of the Congo. 3M’s SRC covers
foundational expectations for our suppliers bytaking a holistic approach to supply chain due
diligence in areas of labor, environmental healthand safety, ethics, and management. Members of
our European Government Affairs Team have beenclosely aligned with industry and government tounderstand the scope, impacts, and timing of the
new European regulation. The team has proactively
assessed potential applicability, so 3M will be best
prepared to implement the new rule.

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187

What
we create

188

What we create

Introduction

Introduction

190

Our customers

192

Innovation management

198

Our products

208

3M 2020 Sustainability Report#improvinglives

189

Our customers’
challenges are
our challenges.

Using our 51
Technology Platforms
and collaborative
culture, our people
apply their talent
to combine ourtechnologies acrossbusinesses, creating
unique solutions forour customers andsociety, all in supportof the greater good.

We have established aggressive
goals, ranging from requiring

100%of new products
to obtain a
Sustainability Value
Commitment
to energy efficiency, to communitywide approaches to water management
and to helping our customers reduce
their greenhouse gas emissions.
We have also set Sustainability goals
around building a diverse workforce
and educating individuals on worker
and patient safety in health care andindustrial settings.

We are committed
to connecting
our fundamental
strengths to ourcustomers.

190

What we create

Introduction

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191

Our customers
Partnering with customers
to innovate and grow.

Ourcommitment
Whether it’s technology,
manufacturing, global capabilities,
or our brand, we are committed toconnecting our fundamental strengths
to our customers. We engage themand delve into their processes, theirproblems, and their promises to theircustomers. We bring our technology
to them, along with a deep domainof expertise, and we deepen it further
by working side by side with themas partners.
Throughout the process, we not only
meet their expressed needs — weare often able to identify and address
unarticulated needs. In both cases,
we create solutions for them and,at the same time, innovative growth
platforms for 3M.
Additional details can be found in the
Innovation management section.

Creating competitive
advantages forcustomers and for 3M
At 3M, many of our products are either
specified (designed for the customer)
or regulated (meeting specificperformance and other requirements).
Working in both categories carries us
through multiple commerce channels,
distribution models, direct models,retail models, and, increasingly,
e-commerce. In every channel, we
maintain a customer-first focus,
making sure we’re in a position todeliver value when, where, and how
they want it.

Building Sustainability
into all new products
In 2019, we strengthened our2025 goal (invest to develop moresustainable materials and products
to help our customers reach theirenvironmental goals) by requiringthat 100% of our products entering
the new product commercialization
process include a Sustainability
Value Commitment (SVC) that
demonstrates how it drives impact
for the greater good.
By embedding Sustainability into
our R&D process, our brands, andthe mindset of our customers andsuppliers, we’re able to move 3M’s
growth to new levels and advanceour commitment to improving ourbusiness, our planet, and every life.
For that reason, we are combining thereporting of our 2025 goal with our
new Science for Circular Sustainability
Value Commitment goal.
Additional details can be found in the
Innovation management section.

192

What we create

Our customersorfce nity
n
ie u
Sc mm
Co
Goal: Provide training tofive million people globallyon worker and patient
safety by 2025.
We will continue to support
empowerment and enrichment for
global health and safety issues throughour commitment to improve the healthand safety of people worldwide. To
measure progress against this goal,
we will track the number of training
experiences delivered by our HealthCare and Personal Safety Academies.

Our actions
Four strategic priorities deliver
value for our customers: portfolio
management, transformation,
innovation, and people and culture.
In all, we work to understand ourcustomers’ business models, what
they have promised their customers,
what our role is in the value chain, andhow we can help them deliver on theirpromises. It is our Vision, as we aspire
to advance every company, enhance
every home, and improve every life.

Portfolio management

This new structure supports andadvances our four strategic priorities.
We are strengthening our ability to meetthe fast-moving needs of our customers.
Our new alignment will leverage ourbusiness transformation progress,
accelerate growth, and deliver greater
operational efficiencies.
Portfolio management continues tobe a key to the way we are prioritizing
businesses to emphasize the greatest
value creators in our portfolio and how
we’re looking at potential acquisitions,divestitures, and partnerships.

Transformation: continuinga critical journey
In 2019, we made great progress on
our transformation journey, whichleverages our strengths in technology,
manufacturing, global capabilities, andbrand to provide a more positive overall
experience for our customers. Specificaccomplishments include:• Successfully deployed ERP(enterprise resource planning) systems
in Europe and the United States• Simplified, standardized, andredesigned business processes• Advanced streamlined, end-to-end
engagement with customers• Created value through newservice models
Moving forward, we will work to enhancecustomer service, increase value creation,leverage ERP capabilities, streamline
deployments, and expand the utilizationof data and analytics.

To enable our company to better serve
global markets and customers, 3M
realigned from five to four businessgroups in April 2019.

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Global Capabilities#improvinglives
193

Customer-inspired
innovation

Collaborating andcreating locallyTechnology itself is not sufficient tocreate differentiated products andsolutions. Our innovation truly comesfrom the confluence of customer
and market insights, technology,
and a culture of collaboration andentrepreneurship. We strive to invent
products that are not only new but
useful. That is why 3M scientists work
directly with customers to solve theirunique challenges. We take the time to
get to know them, learn how they live
and work, and understand what we cando to improve their lives. Collaboratingwith customers assures us we are in tune
with their needs. Our most successful
products are infused with strategic
customer insights throughout theentire product development process.

When collaboration results inmeaningful innovation — solving real
problems — it can be awe-inspiring.
To get there, we believe it’s essential
to be close to our customers.

Customer insights
Customer-inspired innovation

That’s why 3M has 56 customer
technical centers across the globe,
where our customers can experience
firsthand the breadth of 3M
technologies and how they can benefit
from them. We also have laboratories
and application engineering
capabilities in 50 countries where
our scientists work closely with ourcustomers to develop solutions fortheir specific problems.

Some of the problems addressed in
our technical centers and labs areconnected to regional and local issues.
Globally, for example, rapid population
growth in urban areas is creating
challenges related to energy efficiency,clean water, and environmental
protection. Our local scientists leverage
3M technologies to develop relevant
solutions that are unique to their region,
often collaborating with local customers.
See how 3M India addressed a local
public safety issue in our feature story,“Cooler trains.”
3M Design Centers are located in
the United States (at 3M’s headquartersin St. Paul, Minnesota), Italy, Japan,
India, and, new in 2019, China.
The centers provide 3M employeeswith new ways to incorporate design
thinking into graphic and industrial
design, user experience, and design
research. Bolstered by a global designorganization with

140

Customer
Needs

designers aroundthe globe,

3M’s Design Centers help spark new
ways to enhance the brand experience,advance innovation, and createcustomer-driven solutions that positively
impact the world.

Insights
DomainExpertise

194

What we create

Technology

Our customers

We find that collaborating withcustomers in their own spaces canbe extremely beneficial. For example,
in 2019, 3M partnered with a major
academic health system based in the
Midwest on a project designed todrive insights for service and solutions.
Together, we tracked a high-volume
medical product through every stageof the supply chain to understand theirneeds related to Sustainability.
The immersive three-day research
activity involved a multidisciplinary
team representing Sustainability,
Packaging, Engineering, Tech Service,
Front End Innovation, Industrial Design,
Supply Chain Management, healthcare providers, and facility operations.
The team followed the journey of a
3M medical product from theinventory center to the supply rooms
within the hospitals to the recycling
and disposal centers. At each step,
the team observed the flow ofmaterials, had conversations with thestakeholders in each department,
and conducted in-depth interviews.

“We focus so muchon the doctor,
nurse, and patient— but everyone
from the dockworker to thewaste handler
interacts in some
way with our
products.”— Heather Webb
Innovation Strategy Manager
3M Medical Solutions Division

One notable finding was that while
those in Purchasing at the hospital areaware of a product’s Sustainability
benefits, the health care providers
who use the products are not. A key
recommendation was to incorporate
relevant Sustainability information into
product training — a helpful insight for
both the customer and 3M.
Understanding the full life cycle ofmedical products within a healthcare system, the touchpoints along
the journey, and the different waste
streams they enter has brought valuable
learnings back to 3M, helping us
make continuous improvements to thesolutions we deliver to our customers.

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195Education that raises
everyone’s bar
Proper use of health and safety
products is critical for infection
prevention, personal safety, andoverall health. Building on our existingcustomer education programs, 3M
has created training libraries thatare accessible to customers anytime
and anywhere, including on-demand
education, live webinars, in-person
events, and education resources.
We deliver educational content tohealth care professionals at hospitals
and clinics, professional conferences,and via online webinars — all aroundthe world, through 3MSM HealthCare Academy. This not only helps
customers get the most out of our
products; it is part of our commitment
to help professionals improve outcomes
for their patients and customers.

196

What we create

Continuing education is available
in areas including medical, dental,
orthodontics, health information
systems, food safety, health care
Sustainability, drug delivery systems,
and consumer health and wellness.
Many professionals utilize our training
courses to accrue continuing educationcredits toward their professional
certification. This online training is aconvenient option for busy healthcare professionals.
Our purpose is the same for our Personal
Safety Division. In a rapidly evolving
business and occupational health andsafety environment, our education andtraining programs can instruct workers
on workplace safety hazards and healthrisks, personal protection equipment (asregulated by the Occupational Safety
and Health Administration, or OSHA),
and the proper use and maintenance of
3M products.

Our customers

Our health and safety training takes
place on the road, on the manufacturing
floor, and online.
In several parts of the world, we use
mobile vehicles to bring training andeducation directly to companies andworkers at their job sites. This enables
us to reach more people and provide
more training instances. The 3M
Safety Roadshow is a fully-equipped
mobile training center that showcases
3M’s industrial safety expertise andpersonal protective equipment. It
travels to multiple locations eachyear and provides in-person safety
training, education, and demonstrations.
Supported by 3M’s highly credentialed
technical service staff, the Safety
Roadshow partners with industrial
facilities across the United Statesand India to promote safety and build
confidence.

Our Roadshow can’t reach everyone,
so in China, we launched a series ofcartoon game-based trainings to help
workers increase their understandingof health and safety concepts related
to personal protective equipment.
Workers scan a QR code to access thetraining where they can view content
and complete a training quiz from theirmobile phones.

In 2019, the total
number of training
instances was

589,000.
This includes our e-learning platforms
and in-classroom events.

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As a large and diverse global science
company with customers spanningmany industries and global markets,
we have the opportunity to make aneven greater impact in Sustainability.
As part of our strategic focus onempowering Science for Circular,
Science for Climate, and Science forCommunity, we will work to design
a world where 10 billion people canthrive by applying boundaryless,collaborative science to reinvent the
products, processes, and systems
that improve every life.
We will continue to leverage ourdiversified technology portfolio tocreate innovative solutions for ourcustomers and markets. Our Technology
Platforms continue to evolve —addressing the changing and anticipatedneeds of high-growth markets.

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197

Innovation
management
Applying science to create
Sustainability solutions.
Ourcommitment

They are managed by the company
and can be leveraged by any of thebusinesses to serve their respective
customers or markets.

At 3M, we apply scienceto improve lives.

All of our businesses are connectedby our fundamental strengths —technology, manufacturing, global
capabilities, and brand — which allows
us to invent, build, and sell products
across our vast global network.

But just as society’s challenges
continue to evolve, so does ourscience. We are relentlessly evolving
and adapting our technologies in orderto help solve the problems of today andtomorrow. We created our 3M Periodic
Table of Technology Platforms 13 years
ago, and in 2019, we updated it toassure it accurately reflected our focus
and investment in technologies for the
future. The new 3M Periodic Table
has a total of 51 Technology Platforms.
Most of our Technology Platforms
are unchanged. We added nine new
Technology Platforms, changed eight,
and two were divested. The result is
51 Technology Platforms aligned with
our future growth opportunities.
Our 51 Technology Platforms areshared and combined acrossbusinesses and regions to invent
unique products for a variety ofindustries. No single business owns
any of these platforms.

198

What we create

R&D is ourheartbeat.
We continue to invest in scientificresearch and product development
in close partnership with ourcustomers and the marketplace. R&D
fosters a constant stream of uniqueand cutting-edge products that driveorganic growth.

In fact, in 2019,
we invested$1.91Bor nearly 5.9% of oursales back into R&D.

Innovation management

Our 15% Culture — instituted six
decades ago — inspires creativity,
risk-taking, and collaboration. It gives
employees the freedom to take risks
and learn from mistakes. That freedom
is essential to scientific discovery.
Employees can spend 15% of their timeon projects that interest them. These
projects and ideas might eventually
become successful new 3M products.

All of ourbusinesses areconnected by
our fundamental
strengths —technology,
manufacturing,
global capabilities,
and brand.

3M has earned more than 120,000
patents over the years, a testament tothe strength of our innovation engine.

Every item we sell must meet rigorous
quality standards and must be safe for
its intended use.

Over the past
5 years, 3M hasearned an average ofAs detailed in our Product Safety,
Quality, and Stewardship Principle,
located under 3M’s Code of Conduct –Be Fair, product safety, quality, andstewardship must always be primaryconsiderations during the design,
manufacturing, marketing, and saleof 3M products. 3M employees
must know and follow all applicablelaws, regulations, and 3M policies,
standards, and procedures for productsafety, quality, and stewardship andmust diligently report and respondto concerns. 3M management is
responsible for addressing reported
concerns and assuring that 3M
employees are properly trainedin applicable laws and regulations
as well as 3M policies, standards,
and procedures.

Each 3M business must maintainprocesses for the effective global
review of product safety, compliance,and stewardship requirements. This
includes consideration of EHS
aspects relevant throughout the life
cycle of a product, including raw
material selection, product design,
formulation, manufacturing, marketing,sale, intended and anticipated use or
misuse, recycling, reuse, repurpose,and disposal. The process must meetand maintain continuous compliancewith applicable national, regional,
and local regulations, as well as
3M expectations. These businessprocesses must be incorporated
into New Product Introduction (NPI)
and product Change Management
Process (CMP) procedures. Productsafety, compliance, and stewardshiprequirements must be integrated into
the development, commercialization,and sale of 3M products.

Further, we take it as our responsibility
to produce products with superior
environmental performance acrosstheir entire life cycle, including productreuse and repurpose, and to work with
our suppliers and business partners
so that their operations support thesesame objectives.

In addition, we have established
an internal standard to assure
uniform compliance globally for the
manufacturing, sale, testing, andpromotion of medical devices, food or
drink, food or drink supplements, foodor drink additives, drugs, and cosmetics
for use in or with humans or animals.

3,780
patents per year.

The policies and standards that guidethe design, manufacturing, marketing,and sale of 3M products share acommon foundation: the 3M Code of
Conduct. The Code of Conduct is an
overarching guide to the appropriate
decisions and actions of 3M individuals
and teams as they go about theirwork. It defines our values and the
responsibilities that 3M employees and3M suppliers must meet.
Under this broad umbrella of values
are principles, policies, standards,
and guidelines that more specificallyoutline what 3M believes is the
ethical approach to various work
situations, including situations thatinvolve innovation management of
3M products.

Product Safety, Quality,
and Stewardship
Principle
Our customers depend on 3M’s
products to advance, enhance, andimprove their companies, homes, andlives — and we have a responsibility
to live up to those expectations. For
this reason, we must strive to produce
only the highest-quality products.

Product Safety,
Compliance, andStewardship Policy
3M’s Product Safety, Compliance,
and Stewardship Policy underscores
our commitment to commercializing
and selling products that are safe for
their intended uses; compliant withall applicable environmental, health,and safety (EHS) regulations and 3M
expectations; and developed witha goal to continuously improve theEHS performance of products andcorresponding manufacturing processes.

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199

Chemicals
Management Policy
3M is a science-based company
committed to applying our scientificexpertise to improving lives. Helping
people live safe and productive lives isimportant to 3M — for our employees,
our customers, and everyone livingon the planet. Chemicals are essential
for producing 3M’s broad range of
products, and part of 3M’s role inhelping people live safely is effective
and responsible chemical management.
3M’s Chemicals Management Policy
reflects the evolving values of 3M
and our stakeholders. Under thispolicy, to continuously improve theenvironmental, health, and safety
attributes of our products, 3M has
identified specific chemicals whose
use in products and manufacturing
processes is subject to restrictionsor specific management actions.

Advertising and ProductRepresentation Principle
3M’s reputation as a responsible
company extends to the products
and services we offer and how
we represent them. 3M must
communicate honestly and accurately
about 3M’s products and services.
Learn more by visiting our Advertisingand Product Representation Principle.
It’s our policy to represent our
products truthfully, fairly, andaccurately in all sales, advertising,packaging, and promotional efforts.
All product claims must be
substantiated and technically accurate,
as specified by the Advertising and
Product Representation Policy.

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What we create

Innovation management

As with our other policies, eachbusiness must maintain processes
that assure the appropriate review
of any advertising or claims about
its products. This includes
substantiation of claims throughtesting based on sound statisticaland scientific principles.

Hazard communication
Communicating the potential hazards
of 3M materials supports 3M’s
core values and is an integral partof keeping stakeholders informed
about 3M materials. The vehicles
for communicating these hazards
and product chemical components
include safety data sheets (SDS),
product labels, product literature,
instructions for use, transportation
classification documentation, andother communications tools, including
a newly launched IngredientCommunication website on 3M.com.
Each business must use corporate
processes that evaluate the potential
hazards of 3M materials andtransmit, in local country language(s),information about the hazards
to employees, contractors, andcustomers; it must meet all regulatory
requirements and 3M standards
and guidelines; and it must promote
informed decisions about thematerials’ proper and safe handling,use, and disposal.

Helping people
live safe andproductive lives isimportant to 3M.

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Alternatives toanimal testing
3M is a major advocate for the use,
wherever practicable, of alternative
test methods (non-animal) to help
develop safe products. 3M is a strong
contributor in this area and is currently
utilizing many of these alternative
methods, such as computational
toxicology and in vitro testing using
isolated tissues or cells. We are also
investing in the internal and external
development of new methodologies
that replace animal testing, and we
actively engage with governments,
lobbying groups, and industry
partners to help further the science
for the appropriate use of non-animal
methods. Where animal testingis required, we follow our Animal
Welfare in Testing and Research Policy.

Human Subject
Research Policy
Our Human Subject Research Policy
protects the rights, safety, and welfareof human subjects who participate
in 3M-supported research. All
supported research involving humansubjects must be conducted inaccordance with all applicable national,
regional, and local ethical and legal
rules and regulations and must be
conducted in accordance with threeprinciples, as described in the Belmont
Report: respect for person, justice,and beneficence.

Goal: Every 3M productentering the new productcommercialization process
will include a Sustainability
Value Commitment (SVC) that
demonstrates how it drives
impact for the greater good.
In 2019, we strengthened our 2025
goal (invest to develop moresustainable materials and products
to help our customers reach theirenvironmental goals) by requiring that
100% of our products entering thenew product commercialization processinclude an SVC. Many companies
view the topic of Sustainability inproduct development as a challenge, but
at 3M, we welcome it and have taken
an aggressive approach — working
to identify and understand future
Sustainability needs, and expanding ourportfolio of products, filling them with
Sustainability advantages.
By embedding Sustainability into
our R&D process, our brands, andthe mindset of our customers andsuppliers, we’re able to move 3M’s
growth to new levels and advanceour commitment to improving ourbusiness, our planet, and every life.

3M 2020 Sustainability Report#improvinglives

201

Our actions
The challenges we must tackle for asustainable future can seem nebulous,
but we see them clearly. They arebroad. They are interrelated. They aresolvable — with the help of science.
We at 3M have the unique opportunity
to apply our passion for scienceand collaborate enterprise-wide tofind solutions.

3M’s SVC
In 2019, 100% of new products entering
the new product commercialization
process described their Sustainability
impact and how they drove impact for
the greater good.

Sustainability Framework. Examples
of considerations include reusability;
recyclability; energy, waste, and watersavings; and responsible sourcing or useof renewable materials appropriate to thespecific product throughout its life cycle.

Throughout 2019, we deployed our
NPI process through a new systemcalled 3M|Grow. This robust
framework for developing products
from idea to launch incorporates our
SVC in each phase of our process.

It’s about our technology but not juststand-alone science: it is technology
supported by deep intellectual
property, combined with multiple othertechnologies to enable us to do uniquethings with and for our customers.

An SVC can also stem from a core
purpose in which the product helps
to solve an environmental or social
challenge — such as improving air
quality, reducing greenhouse gas
emissions, or improving worker andpatient safety in health care andindustrial settings.

Unique anddifferentiated value

3M power is also about our
manufacturing strength. We’redifferentiated and advantaged in themarketplace through in-house 3M
manufacturing site ownership that also
leverages 3M intellectual property.
One-third of our intellectual property
sits in manufacturing, much of it intrade secrets, enabling us to deliver
higher-quality, better-performing, morecompetitive products in the marketplace.

The impact of 3M’s new productrequirement is global in scale. Beyond
3M’s own operations, a primary reason
for the goal is to help customers
achieve their Sustainability goals.
This new product goal creates evenmore opportunities to collaborate
with customers on solutions that help
improve lives around the world.

An SVC is a clear demonstration of how
the product incorporates environmental
or social factors to contribute to ouraspirations laid out in our Strategic

Key

Global capabilities
United States
CanadaSwitzerland
Germany
Netherlands
UK

MexicoSwedenNorwayDenmark

Belgium

Sales & Marketing Operations
Manufacturing & Converting
Technical Capabilities

Lithuania
LatviaEstonia Poland

Finland
Austria Czech
Republic

Slovakia
Hungary

UkraineRomania

Kazakhstan
RussiaIreland

Japan

Italy
Jamaica
Dominican Portugal
Republic
Spain
Puerto Rico Greece

Honduras
El Salvador
Costa Rica
PanamaTaiwanColombia Venezuela
EcuadorPeru

Uruguay

Nigeria

Chile

Sales in 200
countries/regions

Kenya

India
Saudi
Arabia Thailand
Singapore

Indonesia
Australia
New ZealandArgentina

Manufacturing & convertingin 36 countries/regions

What we create

IsraelSouth Africa

Malaysia

Pakistan

Egypt

Paraguay

Bolivia

Hong Kong
Philippines

3M
Gulf*

TurkeyBrazilSouth Korea
Vietnam

MoroccoTrinidad& Tobago*3M Gulf consists of UAE,
Qatar, Lebanon, Egypt,
Oman, Kuwait, and Bahrain

China

FranceGuatemala202

The power of 3M is in the way weconnect our fundamental strengths
to customers. Those strengths are ourtechnology, manufacturing, global
capabilities, and brand. They define
us as an enterprise and combine tobuild a business greater than the sumof its parts. The power of 3M arises
from our deep understanding of what
differentiates us in our performanceacross every business in our enterprise.
It truly reflects how we’re linked
together in our portfolio, even though
we might operate in multiple markets.

Laboratory & application engineeringin 50 countries/regions

Innovation management

True global capabilities require morethan just presence in international
markets. They require the skills of ourinternational organization to executeour business models and enable us toenter those markets successfully —to take our fundamental strengths
and applications almost anywherein the world. We have sales in nearly
all countries, with two-thirds of ourworkforce and sales professionals
working outside the United States.
By employing integration andcollaboration across our businesses,
geographies, and scientific disciplines,
we effectively and efficiently bringnew ideas and products from the lab tothe factory to customers’ homes andbusinesses everywhere.
Finally, it’s our brand — 3M Science.
Applied to Life.™— that adds value toevery one of our businesses acrossall our markets.
Leveraging these fundamental
strengths — technology, manufacturing,
global capabilities, and brand — iswhat truly creates the power of 3M.

Fundamental
Strengths
Unique and differentiated value• Technology• Manufacturing• Global capabilities• BrandLeveraging teamcollaboration andstrategic partnerships
3M is able to transform diverse
ideas and creativity into superior
technologies, business assets, andinnovative product platforms.
One of the many things that makes 3M
a singular company is our commitment
to collaboration. There are no silos
here. We collaborate with each otheracross businesses, across technologies,
and across oceans and continents.
Case in point: 3M Tech Forum, a selfdirected and self-organized catalyst
for the 10,000-plus people in 3M’s
technical community. Begun morethan 60 years ago, Tech Forum gives
3M researchers the opportunity tocompare notes with global colleagues,
collaborate around the company’s
51 Technology Platforms, and develop
new ideas that fuel the 3M innovation
pipeline. The collaboration takes
place at an annual global event, spring
symposium, recognition programs, andmany chapter events held throughout
the year.

Global Product Stewardship, Green
Chemistry, and Climate are a few of
the chapters within Tech Forum.

In 2019, Tech Forumshowcased over500

eventsincluding topics such as Sustainable
Polymers, Green Adhesives, Green
Innovators, Sustainability Driven
Innovation, Bioinspired Materials,
and Advanced Materials for Energy
Conversion and Storage.

To celebrate 3M’s culture ofcollaboration between 3M employees
in every field, Tech Forum hosts theannual Made by You event to connect
employees and resources. Whether theitem is made for 3M, with 3M products,
or just for fun, it’s the opportunity tohighlight how the employee brings
ideas to life at 3M.
3M Tech Forum isn’t just spreading
ideas internally. The group brings inideas from strategic partners. In 2019,
they featured BASF Sustainability Day
at 3M, a presentation on Technology
Challenges and Opportunities in
Recycling Solar Panels with MN
Pollution Control Agency, and apresentation on the World of Materials
Research in The School of Materials
Science and Engineering at the Georgia
Institute of Technology.
Additional information on collaboration
at 3M can be found in the Our
customers section.

Sales & marketing operationsin 70 countries/regions

3M 2020 Sustainability Report#improvinglives203

A process built for
innovation
New-to-the-world processes areprimarily developed in 3M’s Corporate
R&D Process Laboratory, and thedevelopment of these new processes
is captured in our New Technology
Introduction (NTI) framework:• Explore: Identify the market opportunity• Qualify: Identify superior productconcepts to meet customer needs• Deploy: Develop the technical solution
Meanwhile, our NPI process provides
the robust framework for developing
products from idea to launch.
Together, 3M’s NTI and NPI processes
provide a common framework fortechnology and productcommercialization for all global
business. Information is required atevery step, or gate, in the process,along with deliverable tasks. Having
consistent practices throughout thecompany for technology and productcreation assists in risk analysis byproviding a common language fromwhich to share tools and best practices
and manage project portfolios.

Product innovation thattakes the long view
3M works to produce products withsuperior environmental performanceacross their entire life cycle. We also
work with our suppliers and business
partners so that their operations support
these same objectives. These efforts
together help define, protect, and assure
the long-term success of our company.

204

What we create

Life cycle management (LCM) is 3M’s
approach to assuring that EHS andassociated regulatory considerations
are integrated into the development
and commercialization of 3M
products through 3M’s NPI process.
During NPI, our business teams
provide LCM deliverables. These
include, at a minimum, raw material
composition; assessments in humanhealth and environmental toxicology,
electrical and mechanical safety, andother disciplines, as appropriate;
conformance to regulatory andcustomer EHS requirements; andhazard communication documents.
Likewise, we evaluate LCM impacts
from product modifications throughour corporate product CMP. We
leverage these LCM processes
to continuously improve the EHS
performance of our products.

A product stewardshipframework that
continues to advanceResponsibility for product stewardshipat 3M is shared across a broad
spectrum of functions positioned within
businesses, regions, and corporate
staff groups. Together, individuals
across this spectrum work to support
3M’s core value of respect for oursocial and physical environment.
We have over 400 product stewards,
embedded within 3M businesses andcountries of operation, who act aschampions of product EHS, regulatorycompliance, and Sustainability. They
help assure our products meet or
exceed requirements stemming from
3M policies, governmental regulations,and from our customers.

Our framework for product stewardshipprovides structure and consistency foroverseeing daily activities in a proactive,
not reactive, mode. For example,
we have a self-auditing program to
identify leading indicators instead of
waiting until non-compliance. 3M has
been on the leading edge of productstewardship audits, beginning with selfassessments in international regions in
2007, and incorporating global on-site
audits in 2014. These audits evaluate,
among other elements, product hazard
and risk assessment, chemical control,
life cycle management, and consumer
product safety. The goal of these audits
is to assure that regions and businesses
are meeting corporate standards and toshare best practices globally.

Our audit program is agile, and wehave conducted deep dives into
specialty topics as requested by ourbusinesses who are seeking to improvetheir operations or meet evolving
external standards, including audits
for life cycle assessment and humansubject research.
3M values the continued professional
development of its product stewardshipprofessionals. In addition to supporting
attendance at a wide variety of externalclasses and conferences, we offer aninternal education program covering
regulatory updates, policies andstandards, toxicology, systems andbusiness processes, and orientation to
product responsibility.

In 2019, the Sustainability and ProductStewardship Department offered
27 live programs and added 24 ondemand sessions to the educational
catalog for the product stewardshipnetwork. The corporation sponsors
a 750-page website containing over
1,200 reference documents dedicatedto product stewardship and global
regulatory requirements. We also
publish a monthly global newsletterto keep the network informed ofrecent and upcoming regulatory andprogram changes.

Life Cycle Management
Research &Development
Raw Materials
Acquisition

Manufacturing& Production

Disposal/
Recycling

Distribution &Transportation

Innovation management

Product Use& Reuse3M 2020 Sustainability Report#improvinglives

205Life cycle assessments(LCA) where relevant
and feasible
In addition to the LCM program, whichapplies to all 3M products, we also
conduct LCAs for select 3M products.
At 3M, our ISO 14040-compliant LCAs
are typically cradle-to-gate, since our
products often have use and disposal
life cycle stages that are dependent
on how our customers use theseproducts. This often provides a unique
opportunity for collaboration to help
our customers understand and reduce
their environmental impact.

We realize that we can make far
greater contributions to addressing
climate change concerns byhelping our customers reduce theirgreenhouse gas (GHG) emissions
through use of our products. To
calculate these customer emission
reductions toward our Science for
Climate goal, we have established aprocess based on life cycle thinking
and the ISO 14064-2 standard forcomparing emissions from the project
scenario against a baseline scenario.
Additional details of these efforts canbe found in the Climate and energy
section of this report.

We also complete ISO 14040compliant cradle-to-gate LCAs forseveral internally produced materials.
The evaluation of these intermediates
allows us to better understand thepotential environmental impacts of key
components and processes used in the
production of our products. Our LCA
teams also conduct LCA screenings to
help answer internal questions earlyin product development.
In 2019, 3M LCA teams in the
United States and Europe renewed
their process certifications fromThe International EPD® System
to demonstrate that appropriate
procedures are in place to produce
scientifically sound, technicallydefensible LCAs and EPDs
(Environmental Product Declarations).
The teams will continue to undergo
an annual recertification processthat evaluates conformance of theunderlying management system withthe program rules and ISO standards.
This global certification of the LCA
process for multiple parts of ourorganization is thought to be the firstof its kind.

206

What we create

Innovation management

Composition disclosure
In 2019, 3M launched an IngredientCommunication website toprovide customers with complete
ingredient information for over 550
consumer-formulated products. The
website provides transparency into
3M formulations by identifying
intentionally added ingredients andselect contaminants. The functionof each ingredient in the product isdefined, thereby allowing customers
to know exactly why a chemical ispresent in a specified product. The
website also provides direct links toeach product’s SDS. The website pages
are designed to be easily printable,
allowing channel partners to quickly
access the information and meet theirworkplace requirements.

We realize that we
can make far greater
contributions toaddressing climatechange concerns
by helping ourcustomers reduce
their greenhousegas (GHG) emissions
through use of
our products.

g
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In 2020, our product stewardship professionals
from across the globe will attend a week-long
Global Product Stewardship Conference withworkshops, customer presentations, external
speakers, executive panels, and training. The
main objectives of the conference are to:• Advance our customer-driven focus within
the global product stewardship organization• Leverage systems and processes toassure compliance, improve customer
response, standardize processes, andgain productivity• Share solutions from country to country
for addressing product stewardshipchallenge areas• Raise global competency levels throughtraining and workshops, with a focus onbuilding high-performing and diverse
global talent• Integrate 3M’s Strategic Sustainability
Framework into the product stewardship role
In 2020, 3M will release its global product
Change Management Process and application,
consolidating more than 100 systems used
today to capture product change history.
Our priority is to assure changes are properly
evaluated, communicated, and approved prior
to implementation.
In 2021, 3M will launch its redesigned LCM
system, called LCM Redesign. LCM Redesign
will integrate multiple product stewardshipsystems and processes onto a single platformto achieve greater visibility, consistency,
and productivity in managing the extensive
product stewardship and Sustainability datafor our more than 55,000 products.

3M 2020 Sustainability Report#improvinglives

207

Our products

Embedding a Sustainability Value
Commitment in all business groups.
Ourcommitment
At 3M, we sharetechnology, manufacturing,marketing, and otherresources across ourfour business groups
in order to increase our
speed and efficiency andbring product solutions
to different markets.
Starting in 2019, 100% of our
products entering the new productcommercialization process mustdescribe their Sustainability Value
Commitment (SVC), demonstrating
how they drive impact for the greater
good. This formal requirement issignificant because it embeds
Sustainability into the pipeline that
produces 3M’s diverse global products.
Examples of considerations indeveloping SVCs for new 3M products
include recyclability, energy andwater savings, responsible sourcing,renewable materials, and theappropriate reuse of a product.

Also included are products whose
core purpose is helping to solve
an environmental and/or social
concern. Examples include improving
air quality, reducing greenhouse gas
emissions, improving patient outcomes,
and enhancing worker safety inindustrial settings.
3M’s new product requirement will
have a global impact on our operationsin 70 countries where we operate andon the products we sell in nearly every
country. It will also help our customers
reach their own Sustainability goals.

$32.1B*For more information on our SVC, see
the Innovation management section.

Our actions
In 2019, we delivered sales of$32.1 billion.

Sustainability
examples• Roofing granules that harness
the power of the sun to help improve
air quality

2019 net sales• Roofing granules that keep roofs
cool and save on HVAC energy

Our markets• Light-redirecting films, tapes, andmaterials that enable high-efficiency
solar panels

Driving industrial performance— better, safer, connected

It’s another important step forwardin our ambition to apply science toimprove every life — through ourStrategic Sustainability Frameworkand through each of our fourbusiness groups.
Most important, the new productrequirement impacts 3M employees.
When you work for 3M, you arechanging the world.

Safety & Industrial$11.6B
2019 net sales

Our markets• Wind protection tapes that help
improve turbine uptime

Our business focus

SafetySafety& & Industrial
Industrial$11.607B$11.6B

Health Care

$7.431B

Transportation &Transportation& Energy
Electronics$9.602B$9.60B

Consumer$5.089B

Consumer$5.09B

Health CareOur Safety & Industrial Business Group
provides thousands of innovative
solutions and products. By utilizing
data from digitally connecting
sources to connect workers, materials,
and machinery, we help improve
productivity and quality outcomes forour customers. Our products apply 3M
science to help protect the health andsafety of workers worldwide.

Abrasives$1.414B

Automotive
Aftermarket$1.243B

Abrasives
Automotive
Closure and Masking
aftermarket
Electrical Markets$1.111B$1.24B$1.200B

Closureand masking
Industrial Adhesives$2.737B$7.43B$1.41Band Tapes
Personal Safety$3.508B

Roofing Granules$0.366B$1.11B

Electrical markets$1.20B

Industrial adhesives
and tapes$2.74B

Personal safety$3.51B

Roofing granules$0.37B*In addition to our four business groups,$32.1B includes elimination of dual credit, andcorporate and unallocated business segments.

208

What we create

Our products

3M 2020 Sustainability Report#improvinglives

209

Health Care

Transportation & Electronics
Sustainability
examples• Light-weighting vehicles for fuelefficiency$9.60B
2019 net sales• Energy-saving window films• Water and chemical waste-reducing
cleaning solutions

Our markets• 3M™ Envision™ Wrap Films made inpart with bio-based materials

What we create

Our products• Surgical, vascular, and woundcare solutions improve health careoutcomes, enhance the patient
experience, and lower total costof care through evidence-based
solutions, education, and partnership2019 net sales

Our business focus
Advanced Materials

Advanced
Automotive
and Aerospacematerials$1.246B$1.25B$1.943B

Commercial Solutions $1.760B
Electronics$3.710B
Automotive$1.94Bandaerospace
Transportation
Safety $0.949B

Commercial
solutions$1.76B

Electronics$3.71B

Transportation
safety$0.95B

Our markets• 3M M*Modal CDI Engage One
solution reduces the administrative
burden on physicians and empowers
the entire care team to drive better
clinical outcomes by enabling thecreation of a more complete, compliant,and accurate physician note

Using the power of 3M
science to help makebetter health possible forpeople around the world

Our business focus

210$7.43B™

Advanced transportation
and a connected world

Our Transportation & Electronics
Business Group helps our clientsmake the impossible possible. Our
people lead innovation by developing
new applications and technologies
that help customers solve their mostchallenging problems. We are on theleading edge of building new platforms
in emerging, high-growth electronics
market segments, like data centers,
grid modernization, and automotive
electrification. We create solutions
that power and connect cities, homes,
cars, and people, providing real-timeaccess to data — wherever it’s needed.

Sustainability
examplesOur Health Care Business Group
connects people, insights, science,and technology to solve problems
and make better health possible.
We deliver practical, proven solutions
that enable our customers to protect
and improve the health of people
around the world.

™

• Food safety solutions help protect
the health of consumers by detecting
food contamination and help assure
the safety of our food globally whileproviding a significant reduction in
waste, energy, and water compared
to conventional methods• 3M™ Lava™ Zirconia all-ceramic
dental restorations are milled froma single zirconia disc, eliminating
the need for the surrounding plastic
frame and reducing steps requiredby the dentist

Our products

3M 2020 Sustainability Report

Medical Solutions$3.406B

Separation and
Oral
care
Purification Sciences$0.790B

Health Information$1.177B

Medicalsolutions $1.321B $3.41B
Oral Care

Separation
Systemsand purification
Drug Delivery
sciences
Food Safety$1.32B$0.79B$0.406B$0.341B

Health information
systems$1.18B

Drug delivery$0.41B

Food safety$0.34B#improvinglives

211

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Consumer
Sustainability
examples• 3M™ Thinsulate™ 100% Recycled
Featherless Insulation is made fromplastic bottles• Scrubbing fibers in Scotch-Brite®
Heavy Duty and Non-Scratch Scrub
Sponges are 100% recycled$5.09B

Beyond financial results, in 2019,
we continued to position 3M forlong-term growth and value creation.
This includes executing on our fourpriorities: portfolio management;
transformation; innovation; andpeople and culture, as discussed inthe 3M Value Model andOur customers sections.

2019 net sales

Our markets• Post-it® Super Sticky Notes are
made with plant-based adhesive(60% by weight)

Bringing 3M to the hearts
and minds of consumers

Our business focus
Our Consumer Business Group ishome to some of our most iconic
brands, including Post-it®, Scotch®,
Scotch-Brite™, Filtrete™, Nexcare™,
Command™, ACE™, FUTURO™, andMeguiar’s®. These products simplify
managing a home or a business andmake lives a little easier and more
efficient. Our wide array of innovative
products helps make our customers
healthier and stronger and helps keep
homes cleaner, offices organized,
and buildings well-maintained.

212

What we create• Post-it® Flex Write Surface canbe written on with both dry-erase
and permanent markers and canbe wiped clean with water versus
a chemical cleaning spray. Withan adhesive backing that is 60%
plant-based• See more examples here

Our products

Consumer

Health Care
ConsumerhealthcareHome Care$0.38B$0.38B$0.99B

Home Improvement$2.31B

Stationery and
Office Supplies$1.37B

Home care$0.99B

Home
Improvement$2.31B

Stationery andoffice supplies$1.37B

3M 2020 Sustainability Report#improvinglives

213

Aboutreport214

About report

Introduction

About report, scope, and boundaries

216

Sustainable development goals

220

GRI index

226

SASB index

236

Assurance statement

238

Metric tables244

3M 2020 Sustainability Report#improvinglives

215

About report,
scope, andboundaries
Report scheduleand period.
Current issue: May 12, 2020
Next issue: Scheduled for May 2021
Previous issue: May 14, 2019
Before 2010, the Sustainability Report
was a fully integrated website. Therefore,
copies before 2010 are not available.
This report provides a summary of theactivities in fiscal year 2019 (January 1,
2019, to December 31, 2019).

Organizationalboundaries
This report covers 3M’s owned
manufacturing facilities and leased
facilities worldwide, including joint
ventures (if greater than 50% 3M
ownership) and partially-owned
subsidiaries (if greater than 50%
3M ownership) where 3M has fulloperational control. Acquisitions areincluded in data sets once legally
owned and fully integrated onto 3M
systems. All data included in thereport is global data unless otherwise
specified. Any significant organization
changes are identified in the Annual
Report 2019 and 2020 Notice ofAnnual Meeting & Proxy statement.

Data collection,
adjustments, andverification
The data provided in this reportthrough facts and figures is based on
activities during 3M’s fiscal year 2019.
For some performance indicators, theprevious year’s data are provided toallow for annual comparisons.

Report data collection
Due to the size and geographical extent
of our operations, it is, at times, difficult
to obtain all data points. Therefore, tothe extent possible, limitations andassumptions are stated as informationin the report. This report’s data has
been reviewed for accuracy andcompleteness, including the reliabilityof the systems used to obtain the data.
Unless noted below, corporate staff
have also verified the implementationof policies and management systems
through audits and self-reporting systems.

216

About report

About report, scope, and boundaries• Financial data: Financial informationreferenced in this report is collected
and reported in accordance with
the United States Securities andExchange Commission through theAnnual Report 2019
• Environmental, health, and safety(EHS) data: The EHS data in thisreport is related to the environment,
safety performance, management
systems, implementation, andregulatory compliance. Data
collection systems are in place
at applicable sites to track andcollect environmental, health,and safety data through thecorporate-wide EHS reporting
systems (e.g., Environmental
Targets Database, EHS 360, etc.)• Social data: The data related to
employee metrics, social practices,and community programs has been
derived from various databases
from within the Human Resourcesand 3M Foundation organizations.
This data has been reviewed
and verified by the departments
responsible for maintaining theinternal reporting systems• Responsible sourcing systems anddata: The policies and management
systems implementation in thisarea have been reviewed andverified by the departments
responsible for maintaining theinternal reporting systems
Sites acquired by 3M are integrated
into 3M programs and reporting
systems via a prioritized functional
integration schedule. Timeframe
for integration varies depending on
subject-matter reporting requirements
and site systems before being acquired;however, on average, integration
ranges between 1 to 3 years.

Base year andother adjustments
3M’s Annual Report 2019 and Investor
Relations website document any
changes to financial data. Severalof 3M’s environmental goals arenormalized per net sales. 3M does not
adjust sales data for inflation.
3M generally does not adjust its
base-year environmental metrics
data to reflect changes in 3M’sorganizational structure. As a result,
3M sets environmental targets that arenormalized or indexed to production(tons emitted or net sales) to assure
the environmental progress we reportto the public is not unduly influenced
by changes to our organizational
structure. However, in the case of ourgreenhouse gas emissions data, 3M
follows the World Resource Institute(WRI) and World Business Council for
Sustainable Development (WBCSD)
GHG Protocol. Consequently, we
readjust our greenhouse gas emissions
base-year data in the case of businessacquisitions and divestitures.
Whenever feasible, 3M adjusts baseyear and other years’ data if datacollection methods change or data
errors are identified. Any significant
changes in the measurement methods
and/or data values applied to key
environmental metrics from previous
years are disclosed in the report.
Significant changes are defined by thisSustainability Report as changes greaterthan 5% of the original data point.

3M 2020 Sustainability Report#improvinglives

217

Following the GRI Sustainability framework advances
two important objectives: transparency and the ability
to compare results from one organization to another.
Between 2005 and 2010, 3M adopted
a holistic definition of waste to drive
the company’s waste reduction efforts
toward more sustainable solutions,such as pollution prevention. 3M’s
waste reduction goal and progress
during this period included recycling.
In 2011, 3M returned to a moreconventional definition of wastethat considered recycling as neutral(contributing neither toward total
waste nor toward good output).
3M’s 2025 Sustainability Goals utilize2015 as the base year. Starting in
2016, waste disposed and waste bydisposal type do not include wasteto-energy. Total hazardous and total
non-hazardous waste include wasteto-energy.
In 2018, we identified an opportunity
for classification of our manufacturing
sites for a portion of our greenhousegas (GHG) emissions aligning to our2002 inventory. This change impacted
calculation methodologies for energy
and waste GHG estimations. Therefore,
limiting direct comparability of Scope
1, 2, and Scope 3 category 5 between
reporting year 2017 and 2018. For
this reason, reporting years 2017 and2018 Scope 1 and 2 GHG emissions
year-on-year comparison should beviewed as an estimate. The 2018 GHG
inventory is fully comparable withbaseline year 2002.
In 2019, updated emissions factors
were identified and utilized for Scope3, category 5. All historical values

218

About report

have been recalculated for Scope
3 category 5 and Total Scope 3
emissions (upstream). The recalculated
Scope 3 category 5 values are directlycomparable. In addition, the 2019
value of GHG Scope 3, category 2(capital goods) substantially increased
due to updated emission factors andan increase in gross property, plant,
and equipment put into service. This
increase does not impact previously
reported Scope 3 category 2 values,
and the 2019 Scope 3 category 2 value
is comparable with previous years.
In the 2019 Sustainability Report the
GRI table, section 401-1, stated total
turnover rate as less than 6%. The
turnover rate of less than 6% was forvoluntary turnover, not total turnover.

Data verification
Internal verification: 3M has conducted
an internal verification of the information
provided in this report. The objectives
for our assurance process included:• Accuracy and completeness of data
• Reliability of systems used tomeasure and record data
• Reliability of ratios compiled
from underlying data
• Adherence to the GRI Standards• Implementation of internal
policies and related management
systems as reported

Third-party verification: APEX
Companies, LLC [“Assurance Provider”
or “APEX”] provided independent
third-party assurance for thisreport covering activities January 1,
2019, to December 31, 2019. APEX
provided moderate-level assurancein accordance with AA1000AS-2008,
Type 2. APEX’s assurance lettercan be found in the report under
Assurance statement.

Global principles
and guidelines
Global Reporting Initiative
The Global Reporting Initiative (GRI)
is a network-based organizationthat includes representatives frombusiness, government, labor, thirdparty advocacy groups, and academia.
The GRI organization has developed aframework for Sustainability reporting.
Following the GRI Sustainability
framework advances two important
objectives: transparency and theability to compare results from one
organization to another. 3M hasdeveloped this report using GRI
Standards. The GRI index outlines
where specific GRI reporting elements
and indicators are addressed in thereport or other reporting sources,
including the Annual Report 2019,2020 Notice of Annual Meeting &Proxy, and/or other noted sources on
3M’s Investor Relations website.

Our material aspects are identified
in the GRI index and reflected in
our Sustainability goals, with focus
on Science for Circular, Science for
Climate, and Science for Community.
3M self-declares this report has been
prepared in accordance with the GRI
Standards: comprehensive option.
United Nations Global Compact(UNGC) Communication on
Progress (COP)The UNGC is a strategic policy
initiative for businesses that arecommitted to aligning their operations
and strategies with 10 universally
accepted principles in the areas ofhuman rights, labor, environment, andanti-corruption. 3M committed to the
UNGC principles in early 2014. This
report includes an index of our COP
implementing the 10 principles as well
as alignment with the United Nations
2030 Sustainable Development Goals(SDGs) within the content of this2020 Sustainability Report.

Sustainability Accounting Standards
Board (SASB)
For our Sustainability reporting
strategy, we utilize multiple tools andframeworks to assure we are objective,
transparent, and globally relevantin our public reporting process. This
includes GRI, SASB, and the SDGs.
With corporate operations in over
70 countries and sales in nearly all
countries, our strategy is designed tobe holistic. GRI was selected as theprimary source referenced due to theglobal reach of the standard.
For SASB, our diversity of operations
would not be represented by theircurrent industry standard classifications.
3M is grouped as a primary SICS
Sector: Resource Transformation,
primary SICS Industry: Containers &Packaging. Using our 51 Technology
Platforms, our integrated team ofscientists and researchers works withcustomers to create breakthroughs
via our Consumer, Transportation &Electronics, Safety & Industrial, andHealth Care business groups.

In this year’s report, we detail our efforts
on our 2018 materiality assessment.
Before conducting this assessment,
we reviewed and integrated SASB’s
approach to materiality and materiality
map to help prioritize the most importantfocus areas.
UNGC Principles and 2030 SDGs
Refer to the GRI index table for crossreferences of content in this reportwith the 10 Principles of the UNGC
and alignment with the 2030 SDGs.
Refer to the Sustainable development
goals tables for alignment between
3M’s Sustainability goals and the2030 SDGs.

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

• Presentation of a complete and fairpicture in the report as a whole

About report, scope, and boundaries

3M 2020 Sustainability Report#improvinglives

219

Sustainable
development
goals

Science for Circular goal

12.5: By 2030, substantially reduce waste generation throughprevention, reduction, recycling, and reuse.

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

12:5: By 2030, substantially reduce waste generation throughprevention, reduction, recycling, and reuse.

AND
Sustainability Value
Commitment.

Drive supply chain
Sustainability throughtargeted raw material
traceability and supplierperformance assurance.

About report

Sustainable Development Goals

SDG Targets

Reduce manufacturing waste
by an additional 10%, indexed
to sales.

Invest to develop moresustainable materials
and products to help ourcustomers reach theirenvironmental goals.

220

UN SDG

8.4: Improve progressively, through 2030, global resource
efficiency in consumption and production and endeavour todecouple economic growth from environmental degradation,in accordance with the 10-year framework of programmes onsustainable consumption and production, with developed
countries taking the lead.
9.4: By 2030, upgrade infrastructure and retrofit industries to makethem sustainable, with increased resource-use efficiency and greater
adoption of clean and environmentally sound technologies andindustrial processes, with all countries taking action in accordancewith their respective capabilities.
12.2: By 2030, achieve the sustainable management and efficientuse of natural resources and/or 12.5: By 2030, substantially reduce
waste generation through prevention, reduction, recycling, andreuse.
12.2: By 2030, achieve the sustainable management and efficientuse of natural resources and/or 12.7: promote public procurement
practices that are sustainable, in accordance with national policies
and priorities.
15.2: By 2020, promote the implementation of sustainable
management of all types of forests, halt deforestation, restore
degraded forests, and substantially increase afforestation andreforestation globally.

Reduce global water use by
an additional 10%, indexed
to sales.

6.4: By 2030, substantially increase water-use efficiency across all
sectors and ensure sustainable withdrawals and supply of freshwaterto address water scarcity and substantially reduce the number ofpeople suffering from water scarcity.

Engage 100% of waterstressed/scarce communities
where 3M manufactures oncommunity-wide approaches
to water management.

6.5: By 2030, implement integrated water resources management
at all levels, including through transboundary cooperation as
appropriate and/or 6.B: Support and strengthen the participation of
local communities in improving water and sanitation management.

3M 2020 Sustainability Report#improvinglives

221Science for Climate goal

UN SDGSDG Targets

Improve energy efficiency
indexed to net sales by 30%.

7.3: By 2030, double the global rate of improvement in energy
efficiency.

Increase renewable energy
to 50% of total electricity use(increased from 25%).

7.2: By 2030, increase substantially the share of renewable energy
in the global energy mix and/or 7.A: By 2030, enhance international
cooperation to facilitate access to clean energy research andtechnology, including renewable energy, energy efficiency
and advanced and cleaner fossil-fuel technology, and promote
investment in energy infrastructure and clean energy technology.

Ensure GHG emissions atleast 50% below our 2002
baseline, while growing
our business.
Help our customers reduce
their GHGs by 250 million
tons of CO2 equivalentemissions through use of
3M products.

Science forCommunity goal

UN SDGSDG Targets
1.4: By 2030, ensure that all men and women, in particular the poorand the vulnerable, have equal rights to economic resources, as wellas access to basic services, ownership and control over land and otherforms of property, inheritance, natural resources, appropriate newtechnology, and financial services, including microfinance.
2.1: By 2030, end hunger and ensure access by all people, inparticular the poor and people in vulnerable situations, including
infants, to safe, nutritious, and sufficient food all year round.

4.4: By 2030, substantially increase the number of youth and adults
who have relevant skills, including technical and vocational skills, foremployment, decent jobs, and entrepreneurship.

13.1: Strengthen resilience and adaptive capacity to climate-related
hazards and natural disasters in all countries.

4.5: By 2030, eliminate gender disparities in education and ensure
equal access to all levels of education and vocational training for thevulnerable, including persons with disabilities, indigenous peoples
and children in vulnerable situations.

13.1: Strengthen resilience and adaptive capacity to climate-related
hazards and natural disasters in all countries.
Invest cash and products foreducation, community, andenvironmental programs.

4.C: By 2030, substantially increase the supply of qualified teachers,
including through international cooperation for teacher training indeveloping countries, especially least developed countries and small
island developing states.

8.6: By 2020, substantially reduce the proportion of youth not in
employment, education, or training.

10.2: By 2030, empower and promote the social, economic, andpolitical inclusion of all, irrespective of age, sex, disability, race,
ethnicity, origin, religion, or economic or other status.

11.6: By 2030, reduce the adverse per capita environmental impactof cities, including by paying special attention to air quality andmunicipal and other waste management.

12.A: Support developing countries to strengthen their scientific andtechnological capacity to move toward more sustainable patterns ofconsumption and production.

222

About report

Sustainable Development Goals

3M 2020 Sustainability Report#improvinglives

223

Science forCommunity goal
100% participation in
employee development
programs to advanceindividual and organizational
capabilities.

Double the pipeline ofdiverse talent in management
to build a diverse workforce.

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

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

224

About report

UN SDGSDG Targets

8.5: By 2030, achieve full and productive employment and decent
work for all women and men, including for young people and persons
with disabilities, and equal pay for work of equal value.

5.5: Ensure women’s full and effective participation and equal
opportunities for leadership at all levels of decision-making in political,
economic, and public life.

10.2: By 2030, empower and promote the social, economic, andpolitical inclusion of all, irrespective of age, sex, disability, race,
ethnicity, origin, religion, or economic or other status.

3.C: Substantially increase health financing and the recruitment,
development, training, and retention of the health workforce indeveloping countries, especially in least developed countries andsmall island developing states.

8.8: Protect labor rights and promote safe and secure working
environments for all workers, including migrant workers, in particular
women migrants, and those in precarious employment.

12.A: Support developing countries to strengthen their scientific andtechnological capacity to move towards more sustainable patterns ofconsumption and production.
17.16: Enhance the global partnership for sustainable development,complemented by multi-stakeholder partnerships that mobilize andshare knowledge, expertise, technology, and financial resources tosupport the achievement of the sustainable development goals in all
countries, in particular developing countries.

Sustainable Development Goals

3M 2020 Sustainability Report#improvinglives

225

GRI index

Global Reporting Initiative (GRI)
content index and UN Global
Compact Communication
on Progress

Disclosure
numberDescription

Cross-reference (hyperlinks) or direct answer

Page(.pdf)

Connections to United
Nations Initiatives*

General Standard Disclosure
GRI 102: General disclosures, organization profile
Name of theorganization

3M Company

102-2

Activities, brands,
products, and services

Our products
Annual Report on Form 10-K, pages 4–6

102-3

Location of
headquarters

3M Company
3M Center
St. Paul, Minnesota, 55144-1000, United States

102-4

Location of operations

Operations in 70-plus countries
Innovation management
Names of countries, 3M.com
Annual Report on Form 10-K, page 130

102-5

Ownership and legal
form

Annual Report on Form 10-K, page 4102-6

Markets served

Our customers
Our products
3M.comAnnual Report on Form 10-K, pages 4-6

192
208

102-7

Scale of theorganization

Employee programs
Metric tables: historical metrics; social performance,
employee and financial performance
Annual Report on Form 10-K, pages 4–6

120
244

102-8

Information on
employees and otherworkers

Employee programs
Health and safety
Metric tables: social performance, employees
Annual Report on Form 10-K, page 4

120
132
244

102-9

Supply chain

Suppliers

176

102-10Significant changes tothe organization and its
supply chain

Annual Report on Form 10-K, pages 71–74
Suppliers

176

102-11

Precautionary Principle
or approach

Advancing impact
Environmental management
Innovation management

56
140
198

102-12External initiatives

3M Value Model
Advancing impact
Human rights

48
56
106

102-13

Membershipassociations

3M Value Model

48

102-1

208

198

UNGC Principle 6
SDG 8

GRI 102: General disclosures, strategy
102-14

Statement from seniordecision-maker

Message from our Chief Executive Officer

4102-15Key impacts, risks,and opportunities

Message from our Chief Executive Officer
3M Value Model

4
48

GRI 102: General disclosures, ethics and integrity

226

About report

GRI index and UNGC

102-16

Values, principles,standards, and normsof behavior

Corporate Code of Conduct
Compliance and Business Conduct at 3M

98

UNGC Principle 10
SDG 16102-17

Mechanisms for advice
and concerns about
ethicsCorporate Code of Conduct
Report a concern or ask a question98

UNGC Principle 10
SDG 16

3M 2020 Sustainability Report#improvinglives

227

Disclosure
numberDescription

Cross-reference (hyperlinks) or direct answer

Page(.pdf)

Connections to United
Nations Initiatives*

GRI 102: General disclosures, governance102-18Governance structure

Corporate governance86102-19Delegating authority

Corporate governance86102-20Executive-level
responsibility
for economic,
environmental, andsocial topics

Corporate governance86

Consulting stakeholders
on economic,
environmental, andsocial topics

3M Value Model

102-22Composition of thehighest governancebody and its
committees

Corporate governance
3M Board of Directors
3M Committee Composition2020 Proxy Statement, page 14–19, 36–42

102-23Chair of the highest
governance bodyMichael F. Roman
Chief Executive Officer
Corporate governance102-24

Nominating andselecting the highest
governance body

Corporate governanceNominating and Governance Committee Charter86

SDG 5, 16

102-25Conﬂicts of interest

Corporate governanceCorporate Code of Conduct
3M Company Code of Business Conduct and Ethics for
Members of the Board of Directors

8698

SDG 16102-21

48

86

4
86

102-26

Role of highest
governance body insetting purpose, values,
and strategy

Corporate governance
3M Corporate Governance Guidelines86

102-27

Collective knowledgeof highest governancebody

Corporate governance86102-28

Evaluating the highest
governance body’s
performance

Corporate governanceNominating and Governance Committee Charter86

Identifying andmanaging economic,
environmental, andsocial impacts

Corporate governance
3M Value Model8648

102-30Eﬀectiveness of risk
management processes

Corporate governanceEnterprise risk

8694102-31

Review of economic,
environmental, andsocial topics

Corporate governance

86

Highest governancebody’s role insustainability reporting

Corporate governance
3M Value Model8648

102-33

Communicating criticalconcerns

Corporate governance86102-34Nature and total numberof critical concerns

Confidentiality constraints, this information is consideredbusiness confidential; critical concerns would be taken
into consideration during our enterprise risk management
initiative: see Enterprise risk for additional information on
our mechanism used to address and resolve critical issues.
Annual Report on Form 10-K, pages 10–13

102-29102-32228

About report

SDG 16Disclosure
numberDescription

Cross-reference (hyperlinks) or direct answer

Page(.pdf)

102-35

Remuneration policies

Compensation Committee Charter
Compensation
Proxy Statement, pages 11–12, 27, 42–45, and 50-71

116

102-36

Process for determining
remuneration

Compensation Committee Charter
Compensation
Proxy Statement, pages 11–12, 27, 42–45, and 50-71

116

102-37

Stakeholders’involvement inremuneration

Compensation Committee Charter
Compensation
Proxy Statement, pages 11–12, 27, 42–45, and 50-71

116

102-38Annual totalcompensation ratio

Proxy Statement, page 89

102-39Percentage increasein annual totalcompensation ratio

Not applicable, disclosure does not cover the specificimpacts that make the topic material. 3M has anestablished process to assure our commitment to fair andequitable pay. The breakdown to calculate the medianpercentage increase does not accurately reflect our
workforce levels and process at 3M to assure equitableremuneration. Additional details on our process canbe found in Compensation and Employee programs.
Compensation Committee Charter

SDG 5, 16

SDG 16SDG 4

Connections to United
Nations Initiatives*

SDG 16

GRI 102: General disclosures, stakeholder engagement102-40

List of stakeholder
groups3M Value Model48

102-41

Collective bargaining
agreements

Human rights

106

102-42

Identifying andselecting stakeholders

3M Value Model48

102-43

Approach to
stakeholder
engagement

3M Value Model48

102-44

Key topics and concerns
raised3M Value Model

48

UNGC Principle 3
SDG 8

GRI 102: General disclosures, reporting practices

GRI index and UNGC

SDG 16102-45

Entities included in the
consolidated ﬁnancial
statements

Annual Report on Form 10-K, pages 4–10 and 71–74
About report

214102-46Deﬁning report content
and topic boundaries

3M Value Model
About report48
214

102-47

List of material topics

3M Value Model48

102-48

Restatements of
information

About report

214102-49Changes in reporting

About report

214102-50

Reporting period

About report

214102-51

Date of most recent
reportAbout report

214102-52

Reporting cycle

About report

214102-53

Contact point forquestions regarding thereportAbout report
Sustainability@mmm.com

214

102-54Claims of reporting inaccordance with the
GRI Standard

About report

214102-55

GRI content index

Indices to GRI and UNGC

226

102-56External assurance

Assurance statement238

3M 2020 Sustainability Report#improvinglives

229

Disclosure
numberDescription

Cross-reference (hyperlinks) or direct answer

Page(.pdf)

Connections to United
Nations Initiatives*

Disclosure
numberDescription

Cross-reference (hyperlinks) or direct answer

Topic specific standards, 200 economic

Topic specific standards, 300 environmental

GRI 201: Economic performance

GRI 302: Energy103-1 to103-3

Management approach
disclosures

Annual Report on Form 10-K, pages 10–12 and 15–51

201-1

Direct economic
value generated anddistributed

Annual Report on Form 10-K, pages 52–127
Metric tables: historical metrics, financial performance

201-2

Financial implications
and other risks andopportunities due toclimate change

Climate and energy
Annual Report on Form 10-K, page 10–12

201-3

Deﬁned beneﬁt plan
obligations and otherretirement plans

Annual Report on Form 10-K, pages 15–50 and 90

201-4

Financial assistancereceived fromgovernment

3M did not receive any significant financial assistancefrom any government in 2019.

244
160

Management approach
disclosures

Climate and energy160

SDG 2, 5, 7, 8, 9

302-1

Energy consumption
within the organization

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

160
244

UNGC Principle 7
and 8
SDG 7, 8, 12, 13

SDG 13

302-2

Energy consumption
outside of theorganization

Climate and energy
Metric tables: environmental performance, greenhouse gas

160
244

UNGC Principle 8
SDG 7, 8, 12, 13

302-3

Energy intensity

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

160
244

UNGC Principle 8
SDG 7, 8, 12, 13

302-4

Reduction of energy
consumption

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

160
244

UNGC Principle 8
and 9
SDG 7, 8, 12, 13

302-5

Reductions in energy
requirements ofproducts and services

Climate and energy
Metric tables: environmental performance, greenhouse gas

160
244

UNGC Principle 8
and 9
SDG 7, 8, 12, 13

103-1 to103-3

Management approach
disclosures

Communities

60

203-1

Infrastructure
investments andservices supported

Communities

60

SDG 2, 5, 7, 9, 11

203-2

Signiﬁcant indirect
economic impacts

Communities

60

SDG 1, 2, 3, 8, 10, 17

GRI 303: Water

GRI 205: Anti-corruption
Management approach
disclosures

Corporate Code of Conduct

205-1

Operations assessed
for risks related tocorruption

Corporate Code of Conduct

Communication andtraining about anticorruption policies andprocedures

Corporate Code of ConductConﬁrmed incidents ofcorruption and actions
taken

Corporate Code of Conduct

98

98

205-2

205-3

98
98

98

UNGC Principle 10
SDG 16
UNGC Principle 10
SDG 16

UNGC Principle 10
SDG 16

GRI 206: Anti-competitive behavior
103-1 to103-3

Management approach
disclosures

Corporate Code of Conduct
Antitrust and Competition Principle

206-1

Legal actions foranti-competitive
behavior, anti-trust, andmonopoly practices

Antitrust and Competition Principle
Annual Report on Form 10-K, pages 109–121

230

About report

GRI index and UNGC

Connections to United
Nations Initiatives*103-1 to103-3

GRI 203: Indirect economic impacts

103-1 to
103-3

Page
(.pdf)

SDG 16

303-1

Interactions with water
as a shared resource

Circular materials
Metric tables: environmental performance, water

146
244

UNGC Principle 8
SDG 6

303-2

Management of water
discharge-related
impacts

Environmental management
Circular materials

140
146

UNGC Principle 8
SDG 6

303-3

Water withdrawal

Circular materials
Metric tables: environmental performance, water

146
244

UNGC Principle 8
SDG 6, 8, 12

303-4

Water discharge

Circular materials

146

UNGC Principle 8

303-5

Water consumption

Metric tables: environmental performance, water

244

UNGC Principle 8

GRI 305: Emissions
103-1 to103-3

Management approach
disclosures

Climate and energy

160

305-1

Direct (Scope 1) GHG
emissions

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

160
244

UNGC Principle 7
and 8
SDG 3, 12, 13, 14, 15

305-2

Energy indirect(Scope 2) GHG
emissions

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

160
244

UNGC Principle 7
and 8
SDG 3, 12, 13, 14, 15

305-3

Other indirect (Scope 3)
GHG emissions

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

160
244

UNGC Principle 7
and 8
SDG 3, 12, 13, 14, 15

305-4

GHG emissions
intensity

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

160
244

UNGC Principle 8
SDG 13, 14, 15

305-5

Reduction of GHG
emissions

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

160
244

UNGC Principle 8
and 9
SDG 13, 14, 15

305-6

Emissions of ozone
depleting substances(ODS)

Climate and energy
Metric tables: historical metrics, environmental footprint;
environmental performance, air emissions

160
244

UNGC Principle 7
and 8
SDG 3, 12, 13

305-7

Nitrogen oxides (NOx),sulfur oxides (SOx), andother significant air
emissions

Climate and energy
Metric tables: historical metrics, environmental footprint;
environmental performance, air emissions

160
244

UNGC Principle 7
and 8
SDG 3, 12, 13, 14, 15

3M 2020 Sustainability Report#improvinglives

231

Disclosure
numberDescription

Cross-reference (hyperlinks) or direct answer

Page(.pdf)

Connections to United
Nations Initiatives*

GRI 306: Effluents and waste

Disclosure
numberDescription

Cross-reference (hyperlinks) or direct answer

Page(.pdf)

Connections to United
Nations Initiatives*

GRI 403: Occupational health and safety

103-1 to103-3

Management approach
disclosures

Environmental management
Circular materials

140
146

403-1

Occupational healthand safety management
systemHealth and safety

132

SDG 8

306-2

Waste by type anddisposal method

Environmental management
Circular materials
Metric tables: historical metrics, environmental footprint;
environmental performance, waste

140
146
244

UNGC Principle 8
SDG 3, 6, 12

403-2

Hazard identification,risk assessment, andincident investigation

Health and safety
Corporate Code of Conduct

132
98

SDG 3, 8306-3

Signiﬁcant spills

Environmental management
Metric tables: environmental footprint, environmental
management system
Annual Report on Form 10-K, pages 109-124

140
244

UNGC Principle 8
SDG 3, 6, 12, 14, 15

403-3

Occupational healthservices

Health and safety132

SDG 3, 8

403-4

Worker participation,
consultation, andcommunication on
occupational healthand safety

Health and safety

132

SDG 8

403-5

Worker training on
occupational healthand safety

Health and safety

132

403-6

Promotion of worker
healthHealth and safety

132

403-7

Prevention andmitigation ofoccupational health andsafety impacts directly
linked by business
relationships

Health and safety
Innovation management

132
198

403-8

Workers covered byan occupational healthand safety management
systemHealth and safety
Employee programs

132
120

Topic specific standards, 400 social

403-9

Work-related injuries

Health and safety
Metric table: health and safety

132
244

GRI 401: Employment403-10Work-related ill health

Health and safety
Metric table: health and safety

132
244

GRI 307: Environmental compliance103-1 to103-3

Management approach
disclosures

Environmental management

140

307-1

Non-compliance withenvironmental laws
and regulations

Environmental management
Metric tables: environmental footprint, environmental
management
Annual Report on Form 10-K, pages 109-124

140
244

UNGC Principle 8
SDG 16

GRI 308: Supplier environmental
103-1 to103-3

Management approach
disclosures

Suppliers
Supplier Responsibility Code

176

308-1

New suppliers thatwere screened using
environmental criteria

Suppliers
Supplier Responsibility Code176

UNGC Principle 8

308-2

Negative environmental
impacts in the supply
chain and actions taken

Suppliers
Supplier Responsibility Code176

UNGC Principle 8103-1 to103-3

Management approach
disclosures

Employee programs

120

401-1

New employee hires
and employee turnover

Employee programs
Confidentiality constraints, we can provide total turnoverrate of 13.1% but not able to provide breakdown by age
group, gender, and region.

120

Beneﬁts provided tofull-time employeesthat are not provided totemporary or part-time
employees

Employee programs

120

Parental leave

Employee programs

401-2

401-3

120

GRI 404: Training and education
UNGC Principle 6
SDG 5, 8

103-1 to103-3

Management approach
disclosures

Employee programs

120

404-1

Average hours of
training per year per
employee

Employee programs

120

UNGC Principle 6
SDG 4, 5, 8

404-2

Programs for upgrading
employee skills andtransition assistanceprogram

Employee programs

120

SDG 8

404-3

Percentage of
employees receiving
regular performanceand career development
reviews

Employee programs

120

UNGC Principle 6
SDG 5, 8SDG 8UNGC Principle 6
SDG 5, 8

GRI 402: Labor/management relations
103-1 to103-3

Management approach
disclosures

Employee programs

120

402-1

Minimum notice periods
regarding operationalchanges

Employee programs

120

232

About report

GRI index and UNGC

GRI 405: Diversity and Equal Opportunity
103-1 to103-3

Management approach
disclosures

Corporate governance
Employee diversity and inclusion
Employee programs

86
70
120

405-1

Diversity of governancebodies and employees

Corporate governanceCorporate Officers
Board of Directors
Employee diversity and inclusion
Employee programs86

3M 2020 Sustainability Report

UNGC Principle 6
SDG 5, 870120#improvinglives

233

Disclosure
numberDescription

Cross-reference (hyperlinks) or direct answer

Page(.pdf)

Connections to United
Nations Initiatives*

GRI 406: Non-discrimination
103-1 to103-3

Disclosure
numberDescription

407-1

Management approach
disclosures

Human rights
Respectful Workplace Principle

106

Management approach
disclosures
Operations andsuppliers in which
the right to freedomof association andcollective bargaining
may be at risk

3M Supplier Responsibility CodeHuman rights
Suppliers

106
176

3M Supplier Responsibility CodeHuman rights
Suppliers
Supplier Responsibly Expectations

106
176

106
176

103-1 to103-3

Management approach
disclosures

3M Supplier Responsibility CodeHuman rights
Suppliers
Supplier Responsibility Expectations

408-1

Operations andsuppliers at significant
risk for incident ofchild labor

Suppliers
Human rights
3M Supplier Responsibility CodeManagement approach
disclosures

Communities
Human rights
Environmental management
Circular materials
Climate and energy
Suppliers

60
106
140
146
160
176

413-1

Operations withlocal community
engagement, impact
assessments, anddevelopment programs

3M Value Model
Communities
Corporate Code of Conduct
Human rights
Environmental management
Circular materials
Climate and energy
Suppliers
Our customers

48
60
98
106
140
146
160
176
192

UNGC Principle 1

413-2

Operations withsignificant actual andpotential negative
impacts on local
communities

Corporate Code of Conduct
Enterprise risk
Human rights
Environmental management
Circular materials
Climate and energy
Suppliers

98
94
106
140
146
160
176

UNGC Principle 1
SDG 1, 2

UNGC Principle 3
SDG 8

176
106

UNGC Principle 5
SDG 8, 16

GRI 414: Supplier social assessment

GRI 409: Forced or compulsory labor103-1 to103-3

Management approach
disclosures

3M Supplier Responsibility CodeHuman rights
Suppliers409-1

Operations andsuppliers at significant
risk for incidents offorced or compulsorylabor

3M Supplier Responsibility CodeHuman rights
Suppliers
Supplier Responsibility Expectations

106
176
106
176

UNGC Principle 4SDG 8103-1 to103-3

Management approach
disclosures

Human rights

106

410-1

Security personnel
trained in human rights
policies or procedures

Human rights

106Management approach
disclosures

Suppliers

176

414-1

New suppliers that werescreened using social
criteria

Suppliers

176

UNGC Principle 2
SDG 5, 8, 16

414-2

Negative social impacts
in the supply chain andactions taken

Suppliers

176

UNGC Principle 2
SDG 5, 8, 16

Corporate governance
Lobbying and Political Activities
Corporate governance
Lobbying and Political Activities
Political Activities and Issue Advocacy

86

Innovation management
Product Safety, Quality, and Stewardship Principle

198

Innovation management
Product Safety, Quality, and Stewardship Principle

198

103-1 to
103-3
415-1
UNGC Principle 1
SDG 16

GRI 411: Rights of indigenous peoples
103-1 to103-3

Management approach
disclosures

3M Supplier Responsibility CodeHuman rights
Suppliers

411-1

Incidents of violations
involving rights ofindigenous peoples

To the best of our knowledge, there were no incidents
reported to Ethics & Compliance Department related
to the rights of indigenous people in 2019.

UNGC Principle 1
SDG 2

Management approach
disclosures

Human rights

106

412-1

Operations that havebeen subject to humanrights reviews or impact
assessments

Human rights

106

Employee training on
human rights policies
or procedures

Human rights

106

86

UNGC Principle 10
SDG 16

Management approach
disclosures

GRI 417: Marketing and labeling

106
176

103-1 to103-3

Management approach
disclosures
Political contributions

GRI 416: Customer health and safety
103-1 to103-3

103-1 to103-3

Management approach
disclosures

GRI 418: Customer privacy
103-1 to103-3

GRI 412: Human rights assessment

About report103-1 to103-3

GRI 415: Public policy

GRI 410: Security practices

234

Connections to United
Nations Initiatives*103-1 to103-3

GRI 408: Child labor

412-2

Page
(.pdf)GRI 413: Local communities

GRI 407: Freedom of association and collective bargaining
103-1 to103-3

Cross-reference (hyperlinks) or direct answer

Management approach
disclosures

Data Privacy Principle
3M Global Privacy Policy

GRI 419: Socioeconomic compliance
UNGC Principle 1

UNGC Principle 1

103-1 to
103-3
419-1

Management approach
disclosures
Non-compliance withlaws and regulationsin the social andeconomic area

Corporate Code of ConductSignificant legal actions for non-compliance with laws
and regulations in the social and economic area would be
discussed in our Annual Report on Form 10-K, pages 109–124

98
SDG 16*United Nations Global Compact Principles and United Nations Sustainable Development Goals

GRI index and UNGC

3M 2020 Sustainability Report#improvinglives

235

SASB index
Sustainability AccountingStandards Board

Page(.pdf)

Dimension

General issue category

Cross-reference (hyperlinks) or direct answer

HumancapitalLabor Practices

Corporate Code of Conduct
Human rights
Suppliers
Ethics & compliance
Supplier Responsibility Code

98
106
176

Employee healthand safety

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

132
244

Employee engagement,
diversity and inclusion

Communities
Employee diversity and inclusion

60
70

Product design and life
cycle management

Innovation management

198

Business model
resilience

Enterprise risk
Our customers
Innovation management
Our products

94
192
198
208

Businessmodel andinnovation

SASB index
Dimension

General issue category

Cross-reference (hyperlinks) or direct answer

Page(.pdf)

Supply chain
management

Suppliers
Supplier Responsibility Code176

Environment

GHG emissions

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

160
244

Materials sourcing
and efficiency

146
176

Air quality

Climate and energy
Metric tables: historical metrics; environmental performance, air emissions

160
244

Circular materials
Suppliers
Annual Report on Form 10-K, page 24

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

160
244

Climate and energy
Annual Report on Form 10-K, page 10160

Energy management

Physical impacts ofclimate change
Business ethics

98

Water and wastewater
management

Environmental management
Circular materials
Metric tables: historical metrics; environmental performance, water and environmental
management system

140
146
244

Corporate Code of Conduct
Ethics & compliance

Competitive behavior

Corporate Code of Conduct
Antitrust and Competition Principle

98

Waste and hazardous
materials management

Environmental management
Circular materials
Metric tables: historical metrics; environmental performance, waste

140
146
244

Management oflegal and regulatoryenvironmental

Environmental management
Annual Report on Form 10-K, page 7, 13, 109–124

140

Ecological impacts

Environmental management
Circular materials
Climate and energy
Suppliers
Metric tables: historical metrics; environmental performance

140
146
160
176
244

Critical incident risk
management

3M Value Model
Corporate governanceEnterprise risk
Environmental management
Health and safety
Suppliers

48
86
94
140
132
176

Human rights andcommunity relations

Corporate Code of Conduct
Suppliers
Human rights
Ethics & compliance

98
176
106

System risk
management

Enterprise risk
Annual Report on Form 10-K, page 10–13, 109–124

94

Customer privacy

Corporate Code of Conduct
Enterprise risk
3M Global Privacy Policy
Annual Report on Form 10-K, page 12

98
94

Data security

Enterprise risk
Annual Report on Form 10-K, page 12

94

Access and affordability

Our customers

192

Product quality
and safety

Our customers
Innovation management
Our products

192
198
208

Customer welfare

Our customers
Innovation management
Product Safety, Quality, and Stewardship Principle

192
198

Selling products andproduct labeling

Our customers
Innovation management
Product Safety, Quality, and Stewardship Principle
Advertising and Product Representation Policy

192
198

Socialcapital236

About report

SASB index

Leadershipandgovernance

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

3M 2020 Sustainability Report#improvinglives

237

Assurance
statement

INDEPENDENT ASSURANCE STATEMENT
Introduction and objectives of work
Apex Companies, LLC (Apex) was engaged by 3M Corporation (3M) to conduct an independent
assurance of its 2020 3M Sustainability Report (the Report). This Assurance Statement applies
to the related information included within the scope of work described below and within theboundaries specified in the Report. The intended users of the assurance statement are thestakeholders of 3M. The overall aim of this process is to provide assurance to 3M’s stakeholders
on the accuracy, reliability and objectivity of the information included in the Report as describedin the scope of work. The assurance process also evaluated 3M’s management of sustainability
in accordance with the principles of inclusivity, materiality and responsiveness.
The information that was assured and its presentation in the Report are the sole responsibilityof the management of 3M. Apex was not involved in the drafting of the Report. Our sole
responsibility was to provide independent assurance on its content.

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

Data included in the Report for the calendar year 2019 reporting period as shown in
the attached Summary of Assured Information;§

Appropriateness and robustness of underlying reporting systems and processes, used
to collect, analyze and review the data subject to the assurance process; and§Evaluation of the Report in accordance with the Assurance Standard AA1000AS(2008)1 Type 2 assurance.

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

Text or other written statements associated with the Report;§

Activities outside the defined assurance period; and§Financial data and data reported that are not included in the Summary of Assured
Information.

Reporting Criteria§

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

WRI/WBCSD Greenhouse Gas Protocol Corporate Value Chain Accounting andReporting Standard (Scope 3 Greenhouse Gas Emissions)§GRI Standards, Core Option for the assured metrics§

3M reporting protocol.

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

238

About report

Assurance statement

Published by AccountAbility: The Institute of Social and Ethical Accountability

3M 2020 Sustainability Report#improvinglives

239

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

Key Observations for 2019§

5. Remote data reviews for manufacturing sites located in Blacktown, NSW, Australia,
Clitheroe, United Kingdom, Kuan-Yin, greater China Region;

Data systems at 3M allow for consolidation and review of environmental, safety, energy,
training, and supply chain data at the corporate level for reporting. Automatic datacompilation from the site levels and other data sources assist accurate data collection andcompilation.

§

6. Remote review at 3M headquarters office located in Maplewood, Minnesota (remotereview conducted due to restrictions from COVID-19); andManufacturing plants in water stressed areas have developed water plans and 3M is working
to continue to improve the plans through standardization and working with regional groups.

§

3M has made commitments to decrease the overall carbon footprint as evidenced bypurchasing power from renewable sources for the corporate facilities as well as renewableenergy credits.

§

3M continued to work within their supply chain, specifically with paper providers andminerals suppliers, to engage higher Tier suppliers to ensure sustainable practices are being
followed.

§

Starting in 2019, each new product will have a Sustainability Value Commitment that will
embed sustainability into every product.

§

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

4. Visits to manufacturing sites located in Columbia, Missouri, Corona, California,
Nevada, Missouri, Springfield, Missouri;

7. Review of 3M data and information systems for collection, aggregation, analysis andinternal verification and review.
The work was planned and carried out to provide a moderate level of assurance and we believe
it provides a sound basis for our conclusions.

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

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

§

It is our opinion that 3M has established appropriate systems for the collection,
aggregation and analysis of quantitative data, including energy use, direct and indirect
greenhouse gas (GHG) emissions, water consumption, waste quantities anddisposition, injury and illness rate, lost day rate, severity rate and number ofenvironmental violations.

A summary of data within the scope of assurance for 2019 is attached.

Adherence to the AA1000 Accountability Principles
Based on the work undertaken during this assurance process, we are of the opinion that 3M
adheres to the Accountability Principles of inclusivity, materiality and responsiveness as
discussed below.
Inclusivity
Based on discussions with 3M, their processes appear to be inclusive of stakeholders. In 2018,
3M commissioned a third party provider to update their materiality assessment and used thatassessment to identify and engage stakeholders. Some of the stakeholder groups that 3M
identified to include in their sustainability processes were 3M employees, customers, nongovernmental organizations, investors and the public.
Materiality
During the 2018 materiality assessment stakeholders indicated that 3M should take aleadership role. The Chief Technology Officer and Chief Sustainability Officer report annuallyto the Board’s Science, Technology and Sustainability Committee regarding sustainability
efforts. In addition, corporate leadership appear to support embedding sustainability principles
throughout the company. Background information can be found in the 3M proxy statement. 3M
is planning to update the materiality statement in 2020.
Responsiveness3M receives questions regarding sustainability from customers, investors, non-governmentalorganizations and others through various channels. The company has guidance for responding
to customer inquiries on sustainability issues and uses this guidance for responding to othergroups as well. Responses to surveys are coordinated by the corporate sustainability group.
Each business group also has sustainability leads who assist with responding to stakeholders.
In addition, through the materiality assessment, 3M is building out a strategy for futuresustainability efforts. External community partnership relationships have been tied to thesustainability pillars.

240

About report

Assurance statement

Statement of independence, integrity and competenceApex is an independent professional services company that specializes in Health, Safety,
Social and Environmental management services including assurance with over 30 years history
in providing these services.
No member of the assurance team has a business relationship with 3M, its Directors orManagers beyond that required of this assignment. We conducted this verification
independently and to our knowledge there has been no conflict of interest.
Apex has implemented a Code of Ethics across the business to maintain high ethicalstandards among staff in their day-to-day business activities.
The assurance team has extensive experience in conducting assurance over environmental,social, ethical and health and safety information, systems and processes, has over 20 years
combined experience in this field and an excellent understanding of Apex standard
methodology for the Assurance of Sustainability Reports.

Attestation:

John A. Rohde Lead Verifier

Trevor Donaghu, Technical Reviewer

Lead Assuror

Technical Reviewer

Sustainability and Climate Change Services

Climate Change Services

Apex Companies, LLC
Denver, Colorado
April 10, 2020

3M 2020 Sustainability Report#improvinglives

241Summary of Assured Information
Reporting Year 2019
3M Company

f Assured Information
rting Year 2019
M Company

00

0

0

00

00

00

00

00

00

Waste Metrics

Units

Energy Metrics
Demographic Metrics

Value

Summary of Assured Information
Reporting Year 2019
3M Company

of Assured
Information
SummarySummaryof Summary
Assuredof Assured
Information
Information
Reporting
Reporting
ReportingYear
2019
YearYear
20192019
3M Company
3M Company
3M Company
Units

Units

Value

Value

Air EmissionsWaste
Metrics
Metrics

Units

Units

Value

Energy Metrics

Value

Units

Value

EnergyDemographic
Metrics
Demographic
Metrics% of Total
Emissions
Waste
Metrics
Metrics
Metrics
Air Emissions
Metrics
Demographic
Metrics
Metrics
Units Units Units Units
Value Value Value ValueWasteAir
Metrics
Waste
Metrics
Units Units Units Units
Energy Metrics
EnergyEnergy
Metrics
Value
Value ValueAir EmissionsAirMetrics
Emissions
Metrics
Units
Units Units
Value
Value Value
Value Value Value Value
Total
GlobalFull-time Equivalent%Unitsof Total Units Units
35.4%
Total Energy Use (Absolute)
MMBTUs Total Number
29,100,000 96,200
Absolute Scope
1 Landfill
Emissions (Direct)
Metric Tons CO2e
4,050,000 35.4%
Total Energy Use (Absolute)
MMBTUs29,100,000
Zero Landfill
Zero(Headcount)
Manufacturing
Sites
Manufacturing
Sites
Total
GlobalFull-time
Equivalent
%
of
Total
Total Global
Total
Full-time
GlobalFull-time Equivalentof Total
Total Energy
UseEquivalent(Absolute)
MMBTUsTotal Number
29,100,000
96,200Absolute
Scope
Emissions (Direct) % of Total
Metric%Tons
CO2e4,050,000
35.4%
Total Energy
Use (Absolute)MMBTUs MMBTUs
MMBTUs 29,100,000 29,100,000
29,100,000
Absolute
Scope
1 Emissions(Direct)
MetricTons CO2e
4,050,000
Zero1 Landfill
Total
EnergyTotal
Use(Absolute)
EnergyUse(Absolute)
Absolute
Scope
Absolute
1
EmissionsScope
1(Direct)
Emissions(Direct)
MetricTons
Metric
CO2e
Tons
CO2e
4,050,000
4,050,000
Total
Number
Total
Number
96,20096,200
35.4%
35.4%
Zero
LandfillZero
Landfill(Headcount)
Manufacturing(Headcount)(Headcount)
Manufacturing
Manufacturing
Sites
Sites Sites
Waste Disposed: Landfill, Treatment andTotal Global Employees at Year-End
Waste
Disposed: Landfill,
Treatment and
Absolute Scope
2 Location-based
Emissions
Metric Tons
147,000
Total Energy Use (Absolute)MWhTotal Number
8,540,000 96,800
Metric Tons
147,000
Total Energy Use (Absolute)MWh8,540,000
Metric Tons CO2e
1,780,000
Incineration(Absolute)(Headcount)(Indirect) Incineration (Absolute)
Total Global
Employees
at Year-End
Waste
Disposed:
Landfill,
Treatment
andScope
2 Location-based
EmissionsAbsolute
2 Location-based
EmissionsAbsolute
ScopeScope
2 Location-based
Emissions
Total Global
Total
Employees
GlobalatEmployees
Year-Endat Year-End
WasteAbsolute
Disposed:
Waste
Landfill,
Disposed:
Treatment
Landfill,andTreatment
andAbsolute Scope
2 Location-based
Emissions
Total Energy
Use (Absolute)
MWh Total Number
Total Number
8,540,000
96,800Tons
147,000 Total EnergyTotal
Total Energy
Use (Absolute)MWhMWh8,540,000
MetricTons MetricCO2e1,780,000147,000
MetricTons CO2e
1,780,000
Use(Absolute)
EnergyUse(Absolute)MWh8,540,000
8,540,000
MetricTons
CO2e
1,780,000
Total
Number
96,80096,800MetricTons
MetricTons
147,000
MetricTons
CO2e
1,780,000(Headcount)
Incineration(Absolute)(Indirect)(Indirect)(Headcount)(Headcount)
Incineration
Incineration(Absolute)(Absolute)(Indirect) (Indirect)
Absolute Scope 2 Market-based Emissions
Waste by Disposal Type, Incineration
Metric Tons
41,600Total Fuel OilTotal#1, #2,
Number#6 Part-Time Employees
MMBTUs Total Number
1,020,000 1,950
Waste by Disposal Type, Incineration
Metric Tons CO2e
Metric Tons
1,320,000
41,600Total Fuel Oil #1, #2, #6
MMBTUs1,020,000(Indirect)
Absolute Scope 2 Market-based Emissions
Absolute
2 Market-based
EmissionsAbsolute Scope
Absolute
2 Market-based
ScopeScope
2 Market-based
Emissions
Emissions
Total Fuel
Oil
Total
#1, #2,
Number#6 Part-Time
Employees
MMBTUsTotal Number1,950 1,020,000
by Disposal
Type, Incineration
Tons MetricCO2e1,320,00041,60041,600 Total Fuel OilTotal
Total
Fuel
MMBTUs1,020,000
MetricTons CO2e
1,320,000
Total Number
Total
Part-Time
Number
Employees
Part-Time
Employees
Total Number
Total Number
1,950 1,950Waste(Indirect)
by Disposal
WasteWaste
Type,
by Disposal
Incineration
Type, Incineration
MetricMetricTons MetricTons Tons
41,600#1, #2,
Fuel#6Oil#1,Oil#2,#1,#6#2, #6 MMBTUs MMBTUs
1,020,000 1,020,000
MetricTons
Metric
CO2e
Tons
CO2e
1,320,000
1,320,000(Indirect)(Indirect) (Indirect)
Absolute Scope 1 and Scope 2 MarketWaste by Disposal Type, Landfilled
Metric Tons
106,000
Total Jet FuelTotal Number Full-Time Employees
MMBTUs Total Number
99,000 94,900
Waste by Disposal Type, Landfilled
Metric Tons CO2e
Metric Tons
5,370,000
106,000
Total Jet FuelMMBTUs
99,000based Emissions (Indirect)
Absolute Scope 1 and Scope 2 MarketAbsolute
1Scopeand Scope2 MarketAbsolute Scope
Absolute
1 and
Scope
ScopeScope
12 andMarket2 MarketTotal Jet
Fuel
Total Number
Full-Time
Employees
MMBTUsTotal Number
99,000
Waste
by Disposal
Type, Landfilled
Tons MetricCO2e5,370,000
106,000 Total Jet FuelTotal Jet
Total
Jet Fuel
MMBTUsTons CO2e5,370,000
Total Number
Total
Full-Time
Number
Employees
Full-Time
Employees
Total Number
Total Number
94,90094,90094,900
Wastebased
by Disposal
Waste
Type,
by Disposal
Landfilled
Type, Landfilled
MetricMetricTons MetricTons Tons 106,000
106,000
Fuel
MMBTUs MMBTUs
99,00099,00099,000
Metric Tons MetricCO2e MetricTons CO2e5,370,000 5,370,000
Emissions(Indirect)
based
Emissions(Indirect)
based Emissions
based(Indirect)
Emissions (Indirect)
Percentage of Female Employees to Total
Total Hazardous Waste (Absolute)
Metric Tons
50,800Total Propane
MMBTUs %143,000 36.2
Total Scope 3Total
GHGHazardous
Emissions Waste(Upstream)(Absolute)
Metric Tons CO2e
Metric Tons
8,920,000
50,800Total Propane
MMBTUs143,000
Employees
Percentage
of Femaleto Total
Percentage
ofPercentage
FemaleEmployeesof Female
toEmployees
TotalEmployees
to Total
Total Propane
MMBTUs%143,000
36.2Total Hazardous
Total ScopeTotal
3 GHG(Absolute)
Hazardous
Emissions
Waste(Upstream)(Absolute)
MetricTons Metric
CO2e
Tons
8,920,00050,80050,800 Total Propane
Total Propane
MMBTUs143,000
Total
Scope
3Emissions
GHG Emissions(Upstream)
MetricTons CO2e8,920,000
Total
PropaneMMBTUsMMBTUs143,000
143,000
Total
Scope
3
Total
GHG
Scope
Emissions
3
GHG(Upstream)(Upstream)
MetricTons
Metric
CO2e
Tons
CO2e
8,920,000
8,920,000
%
%
36.2
36.2
Total
Waste
Hazardous
Waste(Absolute)
MetricTons
MetricTons
50,800
Employees
Employees Employees
Percentage of Female Employees in
Total Nonhazardous Waste (Absolute)
Metric Tons
185,000
Total Gasoline and Diesel
MMBTUs %150,000 31.1
Category 1 - Purchased
Total Nonhazardous
Goods andWaste
Services(Absolute)
Metric Tons CO2e
Metric Tons
185,000
Total Gasoline and Diesel
MMBTUs150,000
6,140,000
Management Positions
Percentage
of Female
Employees
inPercentage
ofPercentage
FemaleEmployeesofFemalein
EmployeesinTotal Gasoline and Diesel
MMBTUs%150,000
31.1Total Nonhazardous
Category
1 -Nonhazardous
Total
Purchased
Nonhazardous
Goods
and
Waste
Services(Absolute)
MetricTons Metric
CO2e
Tons
185,000 Total Gasoline
Total
Gasolineand Diesel MMBTUs MMBTUs
MMBTUs150,000
Category
1 - and
Purchased
Goods
andTons
Services
MetricTons CO2e6,140,000
6,140,000
Total
and
Gasoline
DieselandDiesel
150,000
150,000
Category
1Category
Purchased
1
Goods
Purchased
Services
Goods
and
MetricServices
Metric
CO2e
Tons
CO2e
%
%
31.1
31.1
Total
Waste
(Absolute)
Waste(Absolute)
MetricTons
MetricTons
185,000
185,000
6,140,000
6,140,000
Management
PositionsManagementManagement
Positions
Positions
Metric Tons
317,000
Total Coal Environmental Management System
MMBTUs0Category 2 - Capital
Total Waste
GoodsDiverted (Absolute) Metric Tons CO2e
Metric Tons
317,000
Total Coal
MMBTUs0556,000
Units 317,000
Value317,000 Total Coal Total Coal
Environmental
Management
SystemTotal Coal
MMBTUs0Category
2Metrics-Waste
Total
CapitalWaste
Goods
Diverted(Absolute)Tons MetricCO2eTotal Coal
MMBTUs
0 2 - Category
2 - CapitalTons CO2e556,000
556,000
Environmental
Environmental
Management
Management
SystemSystemTotal Waste
Total
Diverted(Absolute)
Diverted(Absolute)
MetricMetricTons MetricTons Tons
317,000
MMBTUs MMBTUs
0
0Category
CapitalCategoryGoods
2 - Capital
GoodsGoods Metric Tons MetricCO2e MetricTons CO2e556,000 556,000
Metrics
Metrics
Metrics
Units
Units Units
Value
Value Value
Total Number of Significant Spills
Category 3 - Fuel and Energy Related
Waste-to-Energy
Metric Tons
88,100Total Natural Gas
MMBTUs Total Number
15,700,000
0Waste-to-Energy
Metric Tons CO2e
Metric Tons
88,100Total Natural Gas
MMBTUs
15,700,000
578,000
in 10K
reporting)
Activities
Total Numberof Significant
SpillsCategory 3(Spills- Fuel reported
and Energy
RelatedCategory
3 Related-andFuelEnergy
and Energy
RelatedCategory 3 - Category
Fuel andEnergy3 - Fuel
RelatedTotal Number
Totalof
Significant
Numberof
SpillsSignificant
SpillsTotal Natural Gas
MMBTUsTotal Number 0 15,700,000
0 Waste-to-Energy
Waste-to-Energy
MetricTons Metric
CO2e
Tons
Total NaturalGas
MMBTUs 15,700,000 15,700,000
15,700,000
MetricTons CO2e578,00088,10088,100 Total NaturalTotal
578,000
Gas
NaturalGas
MMBTUsMMBTUsMetricTons
Metric
CO2e
Tons
CO2e
Total
Number
Total
Number0
Waste-to-Energy
MetricTons
MetricTons
88,100578,000
578,000(Spills
reported
10K reporting)
Activities
Activities
Activities Activities(Spills reported(Spills
in 10K
reportedreporting)in 10Kinreporting)Number of Significant Fines (Fine or penalty
Category 4 - Upstream Transportation andOnsite Recycle & Reuse
Metric Tons
56,900Total Electricity Consumption
MMBTUs Total Number
10,400,000
0Onsite Recycle & Reuse
Metric Tons CO2e
Metric Tons
56,900Total Electricity Consumption
MMBTUs
10,400,000
1,070,000
Distribution
Numberof(FineSignificant
Fines or(Fine
or penalty
Category 4>$10,000)- Upstream Transportation andCategory
4 - Upstream
Numberof Significant
NumberofConsumption
Fines
Significant
orFinespenalty(Fine
penaltyCategory 4 - Category
Upstream
4Transportation- Upstream
Transportation
andTransportation
and and Metric Tons CO2e
Total
Electricity
MMBTUsTotal Number 0 10,400,000
0 Onsite Recycle
OnsiteRecycle& Reuse MetricMetricTons Metric
CO2e
Tons
Total Electricity
Consumption
MMBTUs 10,400,000 10,400,000
10,400,000
1,070,00056,90056,900 Total Electricity
1,070,000
Total
Consumption
Electricity
Consumption
MMBTUsMMBTUsMetricTons
Metric
CO2e
Tons
CO2e
Total
Number
Total
Number0
Onsite&Reuse
Recycle
&
Reuse
Tons
MetricTons
56,9001,070,000
1,070,000>$10,000)
Distribution
Distribution
Distribution Distribution>$10,000) >$10,000)
Total Waste Diverted (Absolute)

Offsite Reuse

Metric Tons

28,900Total Steam
Total
Consumptionof Significant
MMBTUsFines
Total Monetary
Total
Value
MonetaryofMonetarySignificant
Value ValueofFinesSignificant
MillionFines$USD
MillionMillion$USD $USD 0
Offsite Recycle

00

Metric Tons

Renewable Energy
Water Metrics

143,000% Total Electricity Use
Units

Total Steam Consumption
Total Monetary Value of Significant
MMBTUsFines
1,240,000
0Renewable Energy
32.6

Million $USD

5 - Offsite
Waste
Generated in Operations
Tons MetricCO2e
0 OffsiteCategory
ReuseOffsite
ReuseReuse
MetricMetricTons MetricTons Tons
6 - Offsite
Business
RecycleTravelOffsiteCategory
RecycleOffsiteRecycle1,240,000% Total Electricity Use
Tons Metric
CO2eMetricMetricTons MetricTons Tons

032.6

Total Number

Value

63,900Percent
NewRelated
Projects
Passing"Gate"
withWork
Fatalities- 3M
Contractors
Total Number 0Work Related
Work
Fatalities-Related
3M
Fatalities
Contractors-a3M
Contractors
Total
NumberTotal Number
Sustainability Value Commitment Cumulative Number
Total Number of Supplier Reviews
6,920
since 2008
Work-Related
Fatalities
Total
Total Number 0Work Related
Work
Fatalities
Related
Total
Fatalities
Number- Total- Number
TotalNumber
NumberTotal Number

242

About report

Assurance statement

100%
0

0

Supplier
Responsibility
Metrics
Supplier Responsibility
Supplier
Responsibility
Metrics
Metrics
Units
Units Units
Value
Percent NewWork
Projects
Passinga "Gate"with
Related
Fatalities- 3M
Contractors
Total Number
Sustainability
Value
Commitment
0 Total Number
Total Numberof Suppliers
Total Number
Total
of Suppliers
Numberof Suppliers
Total Number
Total Number
63,900Work Related Fatalities - Total Number
Total Number
Cumulative
NumberCumulative Number
Cumulative
Number0 Total Number
Total Numberof Supplier
Reviews
Total
of Supplier
NumberReviews
of Supplier
Reviews
6,920
since 2008
since 2008 since 2008

Total SteamConsumption MMBTUs
Total Steam Total
Consumption
Steam
Consumption

Category 6 - Business
Offsite Recycle
Travel143,000
52,800143,000
143,000

and Safety
Metrics
Category 7Health- Employee
Commuting
Metric Tons CO2e Units
336,000Valueand Safety
Metrics
Metrics
Health and Safety
HealthHealth
Metrics
and Safety
Metrics
Units
Units Units
WaterWater
Metrics
Units Per 100
Units
Value
Value Value
Value
Value ValueWater Metrics
3MUnits
employees
Total Water Use (Absolute)
Million Cubic Meters
41.9
Global Lost Time Incident Rate
0.31(200,000 work hours)
Per3M
100
3M employees
Per
100
3M
employees
Per100
employees
Units
Value
Metrics
GlobalLost
Time Incident
0.31TotalOther
Total
Water
UseLeased(Absolute)
Million
Cubic
Meters <1000
41.9
Category
13- Downstream
AssetsMillion
MetricTons
CO2e
Global Lost Time
GlobalIncident
Lost Time
RateIncident
Rate Rate
0.31
0.31
Water
Total
Use
(Absolute)
Water
Use
(Absolute)
Cubic
MillionMeters
Cubic
Meters41.9
41.9(200,000 work hours)(200,000 work
(200,000
hours)
Sites locatedin WaterStress/Scarce Areas;
Units work hours) Value
Other
MetricsPer
100 3M employees
Customer GHG Avoidance through 3M
Million Metric
Tons
GlobalRecordable
Incident
Ratewater sources significantly affected by
Total Number
18
17 1.1
SitesStress/Scarcelocatedin WaterStress/Scarce
SitesProductlocatedSites
in Waterlocatedin WaterStress/Scarce
Areas;Use
CO2eAreas; (200,000 work hours)
Per3M
100
3M employees
Customer
GHGwater
Avoidance through 3M Per 100
MillionPer
MetricTons
Total Volatile
Organic
CompoundEmissionsAreas;
100
employees
withdrawal
of
water
with
GlobalRecordable
Incident
Rate 3M employees
17 1.1 water sourceswatersourcessignificantly
affected
MetricbyNumberTonsTotal Number
Total Number
3,940
GlobalProduct
Recordable
GlobalIncident
Recordable
Rate
Incident
Rate
1.1
1.1
water
significantly
sourcessignificantly
affectedbyaffected
by
Total
18
18 18
(200,000
work hours)
Use
CO2e(Absolute)(200,000
work(200,000
hours)
work hours)
withdrawalof waterwith water
withdrawal ofwithdrawal
water
withofwater
water
with water
Related
Fatalities - 3M Employees
Total Number0
Total TrainingWork
Instances- 2019589,000
Supplier
Responsibility
Metrics
Units
Value 0Work
Fatalities- 3M
Employees
Total Number0
Total Training
Instances- 2019589,000
Work
RelatedWork
Fatalities
Related-Related
3M
Fatalities
Employees- 3M Employees
Total
NumberTotal Number0
Total Number of Suppliers

Category 5 - Waste
Offsite Generated
Reuse
in Operations Metric Tons CO2e
Metric Tons

192,00028,90028,900
28,900

Value Value100%
063,90063,900
06,920 6,920

Renewable
Renewable Energy
Renewable
EnergyEnergy

Metric Tons CO2e
Metric Tons

28,900

192,000

MMBTUsMMBTUs1,240,000
52,800Total Steam Consumption

MMBTUs1,240,000
5 - in
Waste
Generated
in Operations
Tons CO2e1,240,000
Category 5 - Category
WasteCategory
Generated
5 - Waste
Generated
Operationsin Metric
Operations
Tons MetricCO2e MetricTons CO2e
192,000

143,000% Electricity
Total Electricity% Total Electricity% TotalUse
Use Use
32.6

Renewable Energy% Total Electricity Use

1,240,000
192,000
192,000
32.6

32.6 6 - Category
Category
6 - Business
Tons CO2e
32.6Category
Business
Travel
6 - BusinessTravelTravelMetric Tons MetricCO2e MetricTons CO2e52,80052,80052,800Category
7 - Employee
CommutingTons CO2e
Category 7 - Category
Employee
7Commuting- Employee
Commuting
Metric Tons MetricCO2e MetricTons CO2e
336,000

336,000
336,000

UnitsCO2e<1000
Other
Category
13 - Downstream
LeasedAssetsTons
Category 13 Category- Downstream
13Metrics- Downstream
LeasedAssetsLeasedMetricAssetsTons
MetricCO2e MetricTons CO2e
SitesOther
locatedin WaterStress/Scarce Areas;
Units
Value
Other
Metrics
Units
Units
Value
Value
Other
Metrics
Metrics
Total Volatile Organic Compound Emissions
Customer GHG Avoidance through 3M
Million Metric Tons
water sources significantly affected
Metricby Tons
Total Number
3,940 18
(Absolute)
Product
Use
Customer
GHG water
Avoidance
through
3M Million
Total
Volatile
Organic
CompoundEmissions CO2e
Customer
GHG
Customer
Avoidance
GHGthrough
Avoidance
3M throughMillion3M Metric
TonsMillion
MetricMetricTons Tons
Total
Volatile
Total
Organic
Volatile
CompoundOrganic
EmissionsCompoundEmissionswithdrawalof water
with
17
17 17
Metric Tons MetricMetricTons Tons
3,940
Product(Absolute)
Product Use ProductUse UseCO2e
CO2e CO2e(Absolute) (Absolute)

Value<1000<1000

Category 7 - Employee Commuting
Water Metrics

Metric Tons CO2e

Water Use
(Absolute)
Category 13 -Total
Downstream
LeasedAssetsMillion Cubic Meters <1000 41.9
Metric Tons CO2e

Supplier
Responsibility
Metrics
Total Training
Instances
Total Training
Total
InstancesTraining- 2019Instances- 2019- 2019
Total Number of SuppliersUnits336,000

Units
Total Number

Percent
New
Projects
Passinga "Gate"Percent NewPercent
Projects
New
Passing
Projects
a "Gate"Passing
witha "Gate"with with
Commitment Cumulative Number
SustainabilitySustainability
ValueSustainability
Commitment
Value Value
Commitment
Total Number of Supplier Reviews
since 2008

Value

Value 589,000
589,000
589,000
63,900100%

100% 100%

Total Training Instances - 201917
3,940 3,940
589,000

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

100%

6,920

3M 2020 Sustainability Report#improvinglives

243MetrictablesFive-year metric table
Social performance, employees
Financial performance
Community engagement
Environmental performance• Environmental management
system — metric

In 2018, we identified an opportunity
for classification of our manufacturing
sites for a portion of our greenhousegas (GHG) emissions aligning toour 2002 inventory. This change
impacted calculation methodologies
for energy and waste GHG estimations.
Therefore, limiting direct comparabilityof Scope 1, 2, and Scope 3, category
5 between reporting year 2017 and2018. For this reason, reporting years
2017 and 2018 Scope 1 and 2 GHG
emissions year-on-year comparison
should be viewed as an estimate.
The 2018 GHG inventory is fullycomparable with baseline year 2002.

MetricMetricunits

RY-2015

RY-2016

RY-2017

RY-2018

RY-20192018-2019
annualchange, %2015-2019
five-yearchange, %Social performance, employees
Global full-time
equivalent employees

Total
number

89,40091,60091,50093,50096,2002.89

7.61

Global employee(headcount)Total
number

90,40092,50092,40094,30096,800

2.65

7.08

Total number part-time
employees

Total
number

2,520

2,390

2,330

2,100

1,950

-7.14

-22.6

Total number full-time
employees

Total
number

87,90090,10090,00092,20094,9002.93

7.96

Percentage of female
employees to total
employees

%

33.9

34.8

34.7

35.4

36.2

2.26

6.78

Percentage offemale employees inmanagement positions

%

26.9

27.8

29.1

30.3

31.1

2.64

15.6

Financial performance
Net sales

Million$USD

30,30030,10031,70032,80032,100

-2.13

5.94

Operating income1

Million
$USD

6,980

7,030

7,690

7,210

6,170

-14.4

-11.6

Research, development,
and related expenses1

Million
$USD

1,760

1,760

1,870

1,820

1,910

4.95

8.52

Total operating
expenses1

Million$USD

23,30023,10024,00025,60026,0001.56

11.6

Net income attributable
to 3M

Million
$USD

4,830

5,050

4,860

5,350

4,570

-14.6

-5.38

Per share-basic

Actual
$USD

7.72

8.35

8.13

9.09

7.92

-12.9

2.59

3M historicalmetrics table

Per share-diluted

Actual
$USD

7.58

8.16

7.93

8.89

7.81

-12.1

3.03

Capital expenditures

Million
$USD

1,460

1,420

1,370

1,580

1,700

7.59

16.4

Environmental footprint

Payments to providersof capitalMillion
$USD

2,700

2,870

3,000

3,510

3,690

5.13

36.7

Health and safety

Provision forincome taxes

Million
$USD

1,980

2,000

2,680

1,640

1,130

-31.1

-42.9

• Greenhouse gas — metric• Air emissions — metric• Energy — metric• Waste — metric• Water — metric
Health and safety
Supplier responsibility

1. A mounts for operating income; research, development, and related expenses; and total operating expenses were reclassified back to 2015 to reflect the
adoption of an accounting standard (ASU No. 2017-07, Improving the Presentation of Net Periodic Pension Cost and Net Periodic Postretirement Benefit Cost)
effective January 1, 2018 on a retrospective basis.

Community engagement

244

About report

Metric tables

Total global giving

Million
$USD

72.8

67.3

73.5

66.3

73.3

10.6

0.687

Total cash donations

Million
$USD

34.1

34.8

35.9

35.6

32.4

-8.99

-4.99

Total in-kind donations

Million
$USD

38.4

32.5

37.6

30.7

40.9

33.2

6.51

3M Impact

Volunteerhours

20,600

3M 2020 Sustainability Report#improvinglives

245

Metric
units

Metric

RY-2015

RY-2016

RY-2017

RY-2018

RY-20192018-2019
annualchange, %2015-2019
five-yearchange, %MetricMetricunits

RY-2015

RY-2016

RY-2017

RY-2018

RY-20192018-2019
annualchange, %Greenhouse gas — metric (cont.)

Environmental performance

Scope 3, Category 5(waste generated inoperations)

Metric tons
CO2e167,000

180,000

197,000

171,000

192,000

Calculated from 3M
primary data on waste
by facility size or numberof employees. In 2019,
the emissions factors
changed. All historicalvalues recalculated, see
About report section for
details.

Scope 3, Category 6(business travel)

Metric tons
CO2e

Insufficientdata

59,30060,70061,60052,800Calculated from 3M
primary data on businesstravel.

336,000

Methodology updated
to calculate values
based on 3M employee
headcount with U.S. EPA
GHG emission factors.
All historical values
recalculated.

Environmental management system — metric
Total number ofsignificant spills
Number ofsignificant fines

Total
number

0

0

0

0

0

Significant spill: Spills included in the organization’s financial statement
Total
number

0

0

2

0

0

Significant fine: Fine or penalty over $10,000

Total monetary value ofsignificant fines

Million$USD

Environmental liability
accrued at year end

Million$USD

00

0.0900

0.000

0.000

See our Annual Report, 10-K, pages 121–122
Scope 3, Category 7(employee commuting)

Metric tons
CO2e

Scope 3, Category 8(upstream, leased assets)

Metric tons
CO2e

-14.4

Scope 3, Category 9(downstream
transportation anddistribution)

Metric tons
CO2e

-10.3

Scope 3, Category 10(processing of soldproducts)

Metric tons
CO2e

Scope 3, Category 11(use of sold products)

Metric tons
CO2e

Scope 3, Category 12(end of life treatment ofsold products)

Metric tons
CO2e

Scope 3, Category 13(downstream leased
assets)Metric tons
CO2e<1,000<1,000<1,000<1,000<1,000Prior to 2015, 3M
reported facilities leased
to third parties under
Scope 1 and 2.

Scope 3, Category 14(franchises)

Metric tons
CO2e

0

0

0

0

0

No franchises under thisscope of boundary.

Scope 3, Category 15(investments)

Metric tons
CO2e

0

0

0

0

0

No investments under thisscope of boundary.

Biogenic CO2 emissions,
Scope 1 and Scope 2

Metric tons
CO2e

3,080

2,530

Greenhouse gas — metricAbsolute Scope 1
emissions (direct)

Metric tons
CO2e3,770,000

4,140,000

3,960,000

4,790,000

4,050,000

-15.4

7.4

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

1,860,000

1,840,000

1,880,000

1,860,000

1,780,000

-4.30

-4.30

Absolute Scope 2
market-based emissions(indirect)

Metric tons
CO2eTotal Scope 1 and 2 GHG
emissions: market-based
accounting

Metric tons
CO2eTotal GHG emissions(indexed to net sales,
location-based)

Metric tons
per netsales (MM$USD)

Customer GHG
reduction through useof various 3M productplatforms

Millionmetric tons
CO2e1,780,000

5,920,000

186

199

13.4

1,650,000

5,610,000

184

13.0

1,480,000

6,270,000

203

14.9

1,320,000

5,370,000

182

17.0

-10.8

-2.15

14.1

Net GHG emissions based on the categories evaluated. Due to change in boundaries, Scope 3 upstream emissions should not be comparedon a year-on-year basis. Additional changes occurred to calculation methods for Scope 1 and 2 limiting comparison between reporting year2018 and other inventory years; see About report section for additional information.
Total Scope 3 emissions(upstream)

Metric tons
CO2e8,550,000

Total Scope 3 emissions(downstream)

Metric tons
CO2e

All downstream categories were not evaluated or are de minimis.

Scope 3, Category 1(purchased goods
and services)

Metric tons
CO2e6,200,000

7,120,000

6,570,000

6,840,000

6,140,000

Scope 3, Category 2(capital goods)

Metric tons
CO2e452,000

423,000

436,000

369,000

556,000

9,420,000

9,280,000

9,530,000

8,920,000

Scope 3, Category 3(fuel- and energy-related
activities; not including
Scope 1 or Scope 2
emissions)

Metric tons
CO2e621,000

607,000

631,000

596,000

578,000

Scope 3, Category 4(upstream transportationand distribution)

Metric tons
CO2e780,000

699,000

1,050,000

1,170,000

1,070,000

246

About report

Metric tables

2015-2019
five-yearchange, %See notes in Scope 3,
Category 5.

Methodology updated to
calculate values based on
3M spend using U.S. EPA
EEIO factors.

Calculated from 3M
primary data on energy
consumption.

325,000

332,000

332,000

327,000

These emissions areincluded in Scope 1 and 2,
because they are all under
3M operational control.

Included in Scope 1 or Scope 2 emissions reporting.

Not evaluated; most of 3M’s products are intermediates with many potential end uses. According
to the GHG Protocol Scope 3 Calculation and Guidance, a company that produces intermediate
products with many potential downstream applications, each with a potentially different GHG
emission profile, cannot reasonable estimate the downstream emissions associated with thevarious end used of the intermediate products.

The data reported is in accordance to the World Resources Institute (WRI)/World Business Council for Sustainable Development (WBCSD)
Corporate Value Chain (Scope 3) Accounting and Reporting Standard.
Estimated Scope 3 data uncertainty is ±50% (WRI/WBCSD, GHG Protocol Corporate Value Chain (Scope 3) Accounting and ReportingStandard, 2011). A baseline reporting year had not been established for Scope 3 emissions.
Scope of boundary for the GHG metric is determined using the control approach to GHG emissions accounting as defined in the GHG
Protocol Corporate Reporting and Accounting Standard. Additional information can be found in the About report section.

3M 2020 Sustainability Report#improvinglives

247

Metric
units

Metric

RY-2015

RY-2016

RY-2017

RY-2018

RY-20192018-2019
annualchange, %2015-2019
five-yearchange, %Total volatile organic
compound emissions(absolute)

Metric tons

Total volatile organic
compound emissions(indexed to net sales)

Metric tons
per netsales (MM
$USD)

4,840

0.160

4,690

0.156

4,620

0.146

4,420

0.135

3,940

0.123

-10.9

RY-2016

RY-2017

RY-2018

RY-20192018-2019
annualchange, %2015-2019
five-yearchange, %-8.89

Zero landfill% of total
manufacturing
sites

28.2

26.6

27.9

30.4

35.4

16.4

25.5

-23.1

Waste disposed:
landfill, treatment, andincineration (absolute)

Metric tons

158,000

161,000

160,000

151,000

147,000

-2.65

-6.96

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

Metric tons
per netsales (MM
$USD)

5.23

5.33

5.07

4.62

4.57

-0.866-12.6

Waste by disposal type,incineration

Metric tons

45,20044,10045,20043,60041,600

-4.59

-7.96

Waste by disposal type,landfilled

Metric tons

112,000

116,000

115,000

108,000

106,000

-1.85

-5.36

% data coverage total
waste (absolute),
normalized to sales valueof production (SVOP)

%

97

98

98

99

99

0.000

2.06

Total energy use(absolute)

MMBtu

28,400,000 29,000,000 29,600,000 29,900,000 29,100,000

Total energy use(absolute)MWh8,320,000

Total energy (indexed to
net sales)

MMBtu pernet sales(MM $USD)

937

962

935

911

907

Renewable energy% of total
electricity
use

0.50

7.60

17.9

26.8

32.6

Total fuel oil #1, #2, #6

MMBtu

1,330,000

1,200,000

1,130,000

1,110,000

1,020,000

-8.11

-23.3

Total jet fuelMMBtu

153,000

159,000

138,000

104,000

99,000

-4.81

-35.3

Total propane

MMBtu

170,000

190,000

177,000

194,000

143,000

-26.3

-15.9

Total gasoline and diesel

MMBtu

270,000

155,000

155,000

182,000

150,000

-17.6

-44.4

Total coal

MMBtu

0

0

0

0

0

Total natural gas

MMBtu

14,700,000

15,400,000

15,700,000

16,200,000

15,700,000-3.09

Total electricity
consumption

MMBtu

10,600,000

10,700,000

11,100,000

10,800,000 10,400,000

Total steam consumption

MMBtu

1,130,000

1,180,000

1,220,000

1,260,000

Total heating
consumption

MMBtu

17,700,000

18,300,000

18,500,000 19,000,000 18,400,000

-2.68

MWh

5,190,000

8,490,000

5,360,000

8,670,000

5,430,000

8,750,000

5,570,000

2.46

8,540,000

1,240,000

-0.44

-3.20

Metric tables

Starting in 2016, waste disposed and waste by disposal type does not include waste-to-energy. Total hazardous and total nonhazardous
waste below includes waste-to-energy.
Total hazardous waste(absolute)

Metric tons

45,60043,60043,90043,40050,800

17.1

11.4

Total nonhazardous
waste (absolute)

Metric tons

172,000

180,000

188,000

187,000

185,000

-1.07

7.56

6.80

Total waste diverted(absolute)

Metric tons

297,000

284,000

307,000

312,000

317,000

1.60

6.73

-3.70

-1.89

Waste-to-energy

Metric tons

60,10063,10071,60079,10088,100

11.4

46.6

-1.59

9.73

Onsite recycle and reuse

Metric tons

65,50056,70060,40063,30056,900

-10.1

-13.1

Offsite reuse

Metric tons

31,30027,60031,50032,90028,900

-12.2

-7.67

-3.16

3.95

Offsite recycle

Metric tons

139,000

137,000

143,000

137,000

143,000

4.38

2.88

Deep well injection

Per 3M’s Waste Management Program Standard, deep well injection is not acceptable waste management
practice for use by any 3M location.

5,390,000

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

About report

RY-2015-18.6

Energy — metric

248

Metricunits

Waste — metricAir emissions — metric

Total heating
consumption

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

3M 2020 Sustainability Report#improvinglives

249

Metric
units

RY-2015

RY-2016

RY-2017

RY-2018

RY-20192018-2019
annualchange, %2015-2019
five-yearchange, %Total water use(absolute)

Millioncubic
meters

42.2

44.8

46.0

45.8

41.9

-8.52

-0.711

Total water use (indexed
to net sales)

Millioncubic
meters per
net sales(MM $USD)

MetricWater — metric

Metric units

RY-2015

RY-2019

Historical
reportingchange, %RY-2002

RY-2005

RY-2010

16,30026,70029,60030,30032,10096.9

3M historical metrics

Total
numberNet sales

Million $USD

Environmental footprint
0.001390.001490.001450.001400.00131

-6.43

-5.76

Scope of boundary for the water metric includes 3M manufacturing locations with total output over 4.54 metric tons per year
(10,000 pounds). Additional information can be found in the About report section.
Sites located inwater stress/scarceareas; water sources
significantly affectedby withdrawal of waterwith water conservation
planning efforts

Metric

25

25

25

25

18

-28.0

-28.0

Scope of boundary for water stressed or scarce areas includes 3M locations with annual water use equal to or greater than 1,000 cubic
meters were in water-stressed areas defined by the extremely high baseline water stress value according to the World Business Council
for Sustainable Development (WBCSD) Global Water Tool™ for years prior to 2019. Staring in 2019, we utilized the World Resources (WRI)
Aqueduct tool with the same scope of boundary.

Health and safety
Global lost time
incident rate

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

0.321

Global recordable
incident rate

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

1.22

1.20

1.16

1.10

1.11

Work related fatalities —3M employees

Total
number

0

1

0

0

0

Work related fatalities —3M contractors

Total
number

0

0

1

1

0

Work related fatalities —total number

Total
number

0

1

1

1

0

Health and Safety
Training Academies

Customertraining
instances

0.304

0.341

121,000

0.292

528,000

0.311

6.51

0.909

-3.12

-9.02

589,000

Absolute Scope 1
emissions (direct)

Metric Tons CO2e

16,800,000

10,100,000

4,280,000

3,770,000

4,050,000-75.9

Absolute Scope 2
location-based
emissions (indirect)

Metric Tons CO2e

1,540,000

1,700,000

1,940,000

1,860,000

1,780,000

15.6

Total Absolute Scope
1 and Scope 2 GHG
emissions: locationbased accounting

Metric Tons CO2e18,300,000

11,800,000

6,220,000

5,630,000

5,830,000-68.1

Total Scope 1 andScope 2 greenhouse gas
emissions (indexed to net
sales, location-based)

Metric Tons per net sales(MM $USD)

1,120

559

233

186

182

-83.8

2012-2016 U.S. EPA GHG-MRR/IPCC AR5 based inventory accounting is not directly comparable to 2002-2011 WRI/IPCC TAR, AR4based GHG accounting. 2002 inventory recalculated according to U.S. EPA GHG-MRR/IPCC AR5 methodology (2.7% increase in absoluteemissions over original reported value).
Total volatile organic
compound emissions(absolute)

Metric tons

6,800

6,070

4,800

3,940

-42.1

Total volatile organic
compound emissions(indexed to net sales)

Metric tons per net sales(MM $USD)

0.321

0.228

0.158

0.123

-61.7

Total energy use(absolute)

MMBtu

27,900,000

26,800,000

28,400,000

29,100,000

Total energy use(absolute)MWh8,170,000

7,860,000

8,320,000

8,540,000

Total energy(indexed to net sales)

MMBtu per net sales (MM
$USD)

1,320

1,010

937

907

-31.3

Waste disposed:
landfill, treatment, andincineration (absolute)

Metric tons

145,000

136,000

158,000

147,000

1.38

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

Metric tons per net sales(MM $USD)

6.83

5.09

5.21

4.58

-32.9

4.30

Starting in 2016, waste disposed and waste by disposal type does not include waste-to-energy. Total hazardous and total nonhazardous
waste below includes waste-to-energy.							Supplier responsibility
Total numberof suppliers

Total
number

98,50088,20085,10078,70063,900

-18.8

-35.1

Total number ofsupplier reviews

Cumulative
number(since
2008)

4,570

5,120

5,790

6,350

6,920

8.98

51.4

Total hazardous waste(absolute)

Metric tons

47,70042,30045,60050,8006.50

Total nonhazardous
waste (absolute)

Metric tons

132,000

134,000

172,000

185,000

40.2

Total water use(absolute)

Million cubic meters

49.0

43.0

42.2

41.9

-14.5

Total water use (indexed
to net sales)

Million cubic meters per
net sales (MM $USD)

0.002310.001610.001390.00131-43.3

Global lost time
incident rate

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

0.594

0.364

0.321

0.311

-47.6

Global recordable
incident rate

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

1.85

1.56

1.22

1.10

-40.4

Health and safety

250

About report

Metric tables

3M 2020 Sustainability Report#improvinglives

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