2022

ENVIRONMENTAL,
SOCIAL &
GOVERNANCE
REPORT
 CONTENTS
CEO LETTER..................................................................... 3

2021 HIGHLIGHTS......................................................... 4

ABOUT TUPPERWARE................................................ 5

OUR PURPOSE AND COMMITMENT .................. 9

A PERIOD OF CHANGE............................................... 12

OUR PRODUCTS............................................................ 15

ADVANCING CIRCULARITY..................................... 16

CASE STUDY ................................................................... 19

PARTNERING FOR SUCCESS................................. 20

2021 ESG PROGRESS ................................................ 22

ENVIRONMENT ...................................................................................22

SOCIAL ......................................................................................................27

GOVERNANCE ....................................................................................35

OUR PATH FORWARD................................................. 39

FORWARD-LOOKING STATEMENTS.................... 40

Tupperware® - 2022 ESG REPORT 2

 CEO
LETTER
At Tupperware, As Environmental, Social, and
we’re on a journey. Governance (ESG) issues move into
the mainstream both due to regulatory
That journey started in 2020, when I requirements and stakeholder
joined the company. At that time, we expectations, we remain true to who we
embarked on our three-year turnaround are and who we have always been – a
– a turnaround that started with company that places sustainability
redefining our brand’s purpose and one and environmental and social
of our core principles: Every day, we responsibility at the core of how we
nurture a better future. operate.

This simple phrase connects our iconic At Tupperware, we are passionate

heritage to who we are today. The about being part of the solution.
Tupperware® brand has a chance to We are committed to the reduction
make a difference and that’s what we’re of single-use plastics through the
focused on across all we do. sale of our reusable Tupperware®
products, collaborating with suppliers
Miguel Fernandez The objective of our turnaround of more eco-conscious materials, and
President & Chief Executive Officer plan is to refresh how we service partnering with other organizations
Tupperware Brands Corporation the independent Sales Force and whose purposes align with ours. We
consumers and introduce a business are working to reduce food waste
strategy that introduces new ways through our innovative and patented
we bring our product to market. In product designs that keep food fresher
2021, we started bringing that strategy longer. We are also focusing on
to life by making conscious actions consumer outreach and education, as
to do work we are proud of and in well as a commitment to reducing our
doing so, to make a difference for our greenhouse gas emissions. We expect
Associates and independent Sales to make reductions after conducting a
Force representatives, our customers comprehensive analysis of our current
and our planet. footprint and efforts to put sustainable
operating systems in place across our
Over the past 12 months, we have enterprise.
transitioned our efforts in sustainability
and corporate social responsibility We are also committed to the
towards a more integrated ESG development of a diverse, equitable
approach. This report highlights all and inclusive workplace designed
we were able to accomplish in 2021 to both attract and retain the best
to bring our purpose to life. While our employees to our workforce. Our
turnaround journey began in 2020, our passion also resides in supporting our
legacy of sustainability extends back people, listening to them and creating
to the day we were founded in 1946. an engaged and innovative team to
For more than 75 years, we believe we meet the needs of our consumers.
have been providing consumers with Our company is incredibly proud of
products that save time, money, food, the opportunities for income and
space and energy. In fact, we are proud entrepreneurship we provide to the
that one of the fundamental goals independent sales force members.
of our business is a commitment to
provide environmentally and socially It is my pleasure to share with you in
responsible products to customers this report the progress we made in
around the world. 2021 toward advancing our ESG goals.

Thank you for reading.

Tupperware® - 2022 ESG REPORT 3

 2021 Environment
Goal Progress
HIGHLIGHTS From 2017 Baseline

GHG Water Use Waste Landfill Waste Packaging Product

Reduction Reduction Reduction Avoidance poly bag use
Circularity
(Scope 1 & 2) reduction*

20% 18% 17% 75% 16.5% 95%

*From 2018 baseline

2025 GOAL
40% 20% 20% 100% 50% 90%

Renewed partnership Reignited and expanded Donated more than Worked with the
with the National Parks Tupperware Associate 75,000 pieces of Singapore Economic
Foundation Resilience Resource Group (ARG) Tupperware® product Development Board
and Sustainability offerings to create in partnership with (EDB) to open an
Initiative, including genuine and useful Convoy of Hope to office in Singapore
a multi-year $2 resources for our support Hurricane that now serves as
million donation to Associates. Ida relief efforts, and our global sourcing
support meaningful provided warm meals, and supply chain
impact across some gas masks and other center of excellence.
of America’s most Partnered with in-kind donations to The building is a
treasured places. TerraCycle’s areas in China and Singapore Building and
zero-waste platform Greece that were hit by Construction Authority
Loop to create a one- flooding and fires. Green Mark Building.
Recognized 450 of-a-kind reusable
Shining STAR packaging container
Associates and for Tim Horton’s and Achieved International Hosted 40 virtual
provided more than reusable packaging for Sustainability & Sales Force events
$4,500 in rewards from sandwiches and drinks Carbon Certification and reinvested about
our TuppSTAR global for Burger King. at Tupperware plants $9 million into Sales
recognition and rewards in Brazil and Greece, Force training and
program. bringing our total development in
Planted more than 350 number of certified 2021, reinforcing our
new trees, supporting sites to five. commitment to our
More than quadrupled reforestation efforts people.
our total volume of near Tupperware
sustainable resins from operations in Mexico
2020 to 2021, and Austria.
from about 0.35% of our
total raw materials to
1.48%.

Tupperware® - 2022 ESG REPORT 4

 ABOUT Tupperware
Tupperware® Brands Corporation (NYSE: TUP) is a leading global
consumer products company that designs innovative, functional and
environmentally responsible products that people love and trust. We
are driven by the desire to help people save time, money, space, food
and energy.

We are innovators for the benefit of people and our planet. We believe
we are improving the lives of individuals by providing them a meaningful
way to make money as independent sales representatives and to
positively impact their local communities. And what motivates us all
every day is knowing that we can also impact the planet in a positive
way, by creating eco-friendly solutions that reduce wasted food, money
and time.

Developed in 1946, our signature container created the modern food

storage category that revolutionized the way the world stores, serves
and prepares food. Since our founding, Tupperware® brand has been
known for reusability, durability, reducing food waste, and saving
people time and money. Today, Tupperware has more than 8,500
functional design and utility patents for solution-oriented kitchen and
home products. With a purpose to nurture a better future, Tupperware’s
products are an alternative to single-use items.

In 2020, we conducted a critical exercise to redefine the company’s

purpose and lean into our heritage to nurture a better future, every
day. This purpose is achieved by providing Tupperware® products to
replace single-use plastic and reduce food waste, by increasing our
use of environmentally conscious materials, as well as by offering
people around the world an opportunity to earn potential income by
establishing their own goals and running their own business.

As we grow into an omni-channel sales model and focus on meeting

consumer needs, our primary business model – the backbone of our
product sales – centers around the independent Sales Force, which
consists of about 3.1 million individuals and spans more than 70
countries. Currently, approximately 553,000 independent Sales Force
members are actively receiving income from their sales activity.

Tupperware® - 2022 ESG REPORT 5

2021 OUR ASSOCIATES 6%

ASSOCIATES 15%
BY REGION
LATAM
APAC 16%
EMEA 63%
North America

ASSOCIATES
BY GENDER
WOMEN
MEN
32%
42%

NEW
58% HIRES 68%
WOMEN
MEN

Tupperware® - 2022 ESG REPORT 6

 OUR GLOBAL
PRESENCE

DENMARK
GERMANY POLAND RUSSIA FEDERATION
NETHERLANDS
CANADA UKRAINE
CZECHIA
BELGIUM
KAZAKHSTAN
FRANCE HUNGARY
ROMANIA JAPAN
BULGARIA
PORTUGAL GREECE TURKEY KOREA
SOUTH CAROLINA SPAIN
CROATIA CHINA
ITALY
SWITZERLAND
FLORIDA AUSTRIA

MÉXICO INDIA
VIETNAM
PHILIPPINES

VENEZUELA
COLOMBIA
MALYSIA
SINGAPORE
ECUADOR BRAZIL
INDONESIA

OUR PRESENCE
OUR LOCATIONS AUSTRALIA

SOUTH AFRICA
OUR HEADQUARTERS URUGUAY
ARGENTINA

PRESENCE 3.1 MILLION

IN MORE THAN INDEPENDENT
70 COUNTRIES SALES FORCE
MEMBERS
MORE THAN WORLDWIDE
10,000
ASSOCIATES $348.1 MILLION
WOLRDWIDE IN NET SALES

You can find a full list of the countries we operate in and contact information for each region
*not all presence and/or locations are listed

Tupperware
Tupperware
®
- 2022® -ESG
2022REPORT
ESG REPORT 7 7
OUR PURPOSE
AND COMMITMENT
At Tupperware, our purpose is to nurture a better future. We are committed
to both doing good and doing well. With ever-evolving environmentally
conscious products that reduce waste, and empowering people with
entrepreneurial opportunities that provide the financial freedom needed to
live a better life, we live this pledge every day.

OUR WHY OUR HOW OUR WHAT

Every day, we Through an obsession Lifetime-use
nurture a better with designing products people
future. innovative, functional love and trust.
and environmentally
responsible products.

WE ARE GUIDED BY OUR VALUES, AND OUR VALUES

ARE INTEGRATED INTO OUR ENVIRONMENTAL,
SOCIAL AND GOVERNANCE INITIATIVES.

WE DO WHAT’S RIGHT. We speak and 2021 was an important year for further
act with integrity, understanding we are integrating ESG initiatives into our
each a reflection of the Tupperware® business at Tupperware. We have been
brand. rebalancing our priorities, reaffirming
our material topics and setting clear
We strive to be early movers when it strategies toward the achievement of
comes to new and sustainable resins our ESG goals. We also hired our first
and other materials. Often times, these ESG leader to help guide our initiatives
materials cost more than the traditional and focus our efforts.
fossil fuel-based resins; still, we invest
in these materials and improve the
sustainability of our operations because
it is environmentally responsible and EXCELLENCE
because it will help ensure our long- IN LEADERSHIP
term resiliency.
Esau Gonzalez, Regional Sales
WE SUCCEED AS A TEAM. We believe Manager, Mexico, was recognized
in collaboration, the sharing of ideas as a Leadership Excellence
and working together to achieve our TuppSTAR for bringing excellence
common goals. to execution by working with his
team to increase recruits and total
We would not be able to achieve sales with the implementation of
what we have in the past 75 years a new methodology piloted in our
without our diverse, global team of Mexico market. This recognition
Associates, independent Sales Force highlights his contribution to
representatives and partners. As we the business and to his team
progress through our turnaround, expand through is embodiment of
into new channels and integrate ESG Tupperware’s core competencies
further into our strategies, collaboration - drive for results, analysis skills,
among our teams is more important collaboration, and servant
than ever. leadership. He was recognized
globally in the TuppStar Annual
WE ALWAYS IMPROVE. We believe in Awards Ceremony, which
stepping outside our comfort zones, celebrated achievements of 2021
always looking for new ways to better in April
ourselves, our work and what we offer
the world.

Tupperware® - 2022 ESG REPORT 8

 OUR
LEGACY
The Tupperware® brand is famous
for its food storage containers and
so much more. – Tupperware® is a
brand, a purpose and both a legacy
and a leader in the industry. Our
portfolio extends well-beyond just
food storage; we provide solutions
for the home and beyond.

We were designing reusable,

cost-saving products before ESG
and sustainability concepts were
at the forefront of consumer
consciousness. Our goal is to
celebrate our legacy by remaining
authentic and true to our purpose
and our values.

Beyond our products themselves,

the Tupperware® brand is about
improving everyday experiences,
from cooking a meal to hiking a
trail. The solutions we provide
become integrated into the way our
customers live their lives and the
savings and efficiencies they enjoy.

We seek to use the most sustainable

materials and processes possible to
create the solutions our customers
want and need and to help them
make sustainable lifestyle changes
without sacrificing quality or cost.

This is why
our products
stand out in
our industry.

“The Tupperware brand is bigger than our business. There’s a real pride in the product, and
there’s a sense of purpose behind what we do. We believe in the power of Tupperware
products to improve people’s lives and to benefit our shared planet.”
Cherisse Stover
Senior Manager, Tupperware Brands Foundation and Global Social Impact

Tupperware® - 2022 ESG REPORT 9

 AWARDS &
RECOGNITION

Brands That Matter 2021

Fast Company

Innovation by Design, Materials

Honorable Mention
Fast Company

America’s Most Responsible

Companies 2022
Newsweek

Halo 100 2022

Forbes

Tupperware® - 2022 ESG REPORT 10

A PERIOD
OF CHANGE
We’re on a transformational journey that affects every aspect of our business.
We intend to expand our global presence, reinforce our market leadership
and enhance our overall value proposition and positive contribution to
all stakeholders. This turnaround plan started with the appointment of
President & CEO, Miguel Fernandez, who created a leadership team to lead
Tupperware Brands successfully into its next chapter. The turnaround plan
encompasses far-reaching realignment and reprioritization, including:

REVITALIZING SIMPLIFYING
our corporate approach with our organizational structure
a newly articulated Purpose, by creating a dual focus on
Mission, Vision and Values commercial activities that
to inspire and energize our drive sales and top-line
Associates, Independent growth, and operational
Sales Force, partners and activities that are essential
consumers. enablers.

RIGHTSIZING DEVELOPING
the business to improve and providing new
profitability, accelerate systems and tools for the
the divestiture of non-core independent Sales Force
assets, enhance liquidity and to meet their needs while
create a more sustainable supporting our collective
business model so that business success, facilitating
we continue to deliver our faster onboarding and
lifetime-use Tupperware® retention of new Sales Force
products that people love members.
and trust for the long term.

MODERNIZING
and optimizing our digital
functions and processes Since 1946,
across diverse sales Tupperware® has
channels and our core been minimizing
business for improved
reach, speed to market and waste before it
distribution efficiency. begins with durable,
reusable and
high-quality
products.

Tupperware® - 2022 ESG REPORT 11

EXTERNAL STAKEHOLDER RANKING - IMPORTANCE TO STAKEHOLDERS - HIGHER PRIORITY

PRODUCT
INNOVATION
ASSOCIATE OPERATIONAL & CIRCULAR & SUSTAINABLE
SOCIALLY RESPONSIBLE WELLNESS COMUNITY PACKAGING WASTE BUSINESS MODEL
& ETHICAL VALUE CHAIN & HEALTH ENGAGEMENT
CULTURE, DIVERSITY
GREENHOUSE GAS EMISSIONS EQUITY & INCLUSION ETHICS, INTEGRITY
HUMAN RIGHTS & CLIMATE STRATEGY & COMPLIANCE
ENERGY PRODUCT SAFETY
GLOBAL IMPACT & QUALITY
PARTNERSHIPS SAFE
WATER WORKING
DATA PRIVACY PRACTICES
PRODUCTS & SERVICES ENVIRONMENTALLY
BOARD &
RESPONSIBLE VALUE CHAIN
CORPORATE
HUMAN CAPITAL JOB CREATION GOBERNANCE

GOVERNANCE TALENT ATTRACTION,

TAXES & ECONOMIC ASSOCIATE
CONTRIBUTION ENGAGEMENT DATA SECURITY DEVELOPMENT & RETENTION
SOCIAL & CYBERSECURITY

ENVIRONMENTAL FAIR &

BIODIVERSITY EQUITABLE PAY
SALES FORCE
ENGAGEMENT

CONSUMER
PROTECTION

INDENTIFIED INTERNALLY
AS HAVING GROWING POLICY & ADVOCACY
IMPORTANCE IN THE
FUTURE IN EXECUTIVE
CONSENSUS MEETING

CRITICAL

IMPORTANT

MONITOR

INTERNAL STAKEHOLDER RANKING - SIGNIFICANCE OF IMPACT TO TUPPERWARE’S BUSINESS - HIGHER PRIORITY

MATERIALITY
ASSESSMENT
In 2021 and into 2022, we have been working to In 2020, we embarked upon a process to understand
make progress in our priority areas and align our the rapidly evolving ESG landscape and the
leadership, and all Associates toward achieving our concerns and expectations of our stakeholders.
ESG goals. While doing this, we must also respond Our process, which was supported by our Board of
to the expectations of our customers, shareholders Directors and involved our entire leadership team,
and business partners. With an increasing followed a set of distinct phases, leading up to the
awareness and focus on climate change, single-use definition of our priority sustainability topics and
plastics, diversity and inclusion, risk management, a revised sustainability strategy and associated
responsible sourcing and more, ESG has become targets.
an integral component of our turnaround plan. We
now must be louder about what we stand for and In 2021, we conducted a materiality assessment
what we intent to do. We are in the position to turnto help determine our ESG priorities and focus our
our lifetime-use, recyclability, waste avoidance, efforts using input from both internal and external
efficient functionality and sustainable innovation phases. As we continue along the journey of our
into a much stronger platform that underpins the Turnaround Plan, our ESG priorities are critical to the
value of our brand and our growth plans. success of our business and to the contributions
we want our brand to make for current and future
We are using our turnaround as an opportunity to generations.
lead with intention and to leverage both our legacy
and our new ESG commitments and progress to
strengthen our market position and open additional
channels.

Tupperware® - 2022 ESG REPORT 12

 OUR
FUTURE
Our strategy is to build a business as big as the
beloved Tupperware® brand. This means bringing
our products to more consumers than before – and
meeting today’s consumers where they shop. While
we enhance and grow our direct selling business,
we are also opening into new sales channels,
including eCommerce and retail, to meet the needs
of a changing consumer world, especially changed
in the wake of COVID. Our goal is to provide the
convenience of online tools and resources to aid in
connecting consumers with the products and the
representatives that are best for them.

This shift into new sales

channels allows us to make
the consumer experience more
central to our business strategy.

Through our omnichannel efforts, we are working to

improve our brand visibility and enhance consumer
awareness about our products. This is especially
beneficial to those who do not have easy access to
a independent sales representative, and our retail
operations and independent Sales Force will work
hand-in-hand to bring the benefits of Tupperware®
products to new markets.

The independent Sales Force continue to be

an integral part of our operations, providing a
differentiated brand experience to consumers
by offering hands-on, personalized shopping
opportunities with experts in the world of kitchen and
home. Bringing additional channels to market only
strengthens the Tupperware® brand and the impact
we can continue to have on the world for the next 75
years and beyond.

“Our shift into retail and omni-channel sales is accompanied by a mindset shift that will
contribute to Tupperware’s future success. Throughout the organization, we are working to
cultivate an understanding that ESG is integral to our future and our role in the world. Now
more than ever, we are tuned into consumer expectations and their ESG concerns, and we are
aligning our business strategies with these expectations.”

Steve Alosio
Senior Vice President, Global Brands & Product

Tupperware® - 2022 ESG REPORT 13

OUR
PRODUCTS
From revolutionizing microwave cooking that helps time-
starved families get healthy meals on the table faster, to
growing vegetables in space with NASA, everything we do
is driven by the desire to help save time, money, food and
energy for people around the world. With ever-evolving
products that reduce waste at every turn and incorporate
increasingly sustainable materials and production
processes, and empowering people with entrepreneurial
opportunities, we live our pledge to Do Good every day. Beyond food storage, many of our products are also
designed to improve other aspects of food preparation.
Our products help prepare, serve and store food and support The Tupperware® MicroPro® Grill allows users to
efficiency in the home and kitchen in multiple ways. The core
cook entire meals, including grilling meats and baking
of the Tupperware® brand product line consists of design-
centric food preparation, conservation and serving solutions cakes, all in the microwave. This improves kitchen
for the kitchen and home. In addition, we offer lines of accessibility for those who may not have access to
cookware, knives, microwave products, microfiber textiles, a full kitchen or outdoor grill, and it avoids the high
water-filtration linked items and an array of products for on-
the-go use.
energy use of a conventional oven and the burning of
propane fuel for an outdoor grill.

Our products provide a better alternative to

single-use plastic products, and they offer
a unique combination of environmental and
social benefits. Tupperware has a duty to
communicate this, to tell the sustainability
story of our products and to educate our people,
our customers and the public.

Patricio Cuesta,
President, Commercial Worldwide

The Tupperware® SuperSonic™ Chopper System is

DESIGNED WITH SAVINGS IN MIND
With durable products designed to last, Tupperware is another breakthrough in kitchen innovation and energy
helping to reduce the amount of money families must savings. The system allows users to chop, mix, stir
spend on re-purchasing containers and storage for food and and blend ingredients quickly and easily by pulling a
other items. Additionally, since our products help in keeping
handle. The System is entirely manual and uses no
food fresher for longer, families can prepare, cook and eat
the food they buy instead of having to throw it away and buy electricity, replacing the energy used by appliances
more. Our products are also designed for efficiency and to like blenders, mixers and food processors.
help save time during food preparation.

DESIGNED FOR REUSE – AGAIN AND AGAIN

At Tupperware, we go beyond single-use plastics. We go PRODUCT DESIGN AWARDS AND RECOGNITION
beyond multi-use plastics. In fact, we intend our products to In 2021, Tupperware was honored for its Eco+ Coffee
be used for years, even a lifetime. Many of our products also to Go Cup by Fast Company’s 2021 Innovation by
come with a lifetime or limited lifetime warranty/guarantee.
The durability of our products not only ensures that our Design Awards and the Green Good Design Award
customers can continue to reap their benefits for years, from The Chicago Athenaeum. The Handy Spiralizer
but that durability also helps to reduce the environmental also received high honors by the 2022 German
impact of our products due to the fact that they do not need Design Awards and received the 2021 IF Seal from the
to be constantly replaced. Industrie Forum Design, Hannover.

Tupperware® - 2022 ESG REPORT 14

ADVANCING
CIRCULARITY
ELLEN MACARTHUR
Our vision as a company is to use our FOUNDATION
business opportunities and our products
to make an impact on the world around As a complement to our No
us. Time to Waste vision, we
also signed on to the Ellen
Through our products, we have always been focused MacArthur Foundation’s
on reducing impact on the environment by providing New Plastic Economy
reusable, durable and easy-to-use solutions that help Global Commitment in 2019,
minimize plastic and food waste. Now, we extend through which we join more
our vision by committing to significantly reduce than 350 other signatories in
our waste footprint by ensuring waste reduction at committing to a set of 2025
every step of the lifecycle of our product: design, targets, such as reducing our
manufacturing and distribution, to consumption, use of virgin plastic packaging by 20% from a 2018
recycling and recovery. baseline and achieving 100% reusable, recyclable or
compostable plastic packaging. We report our progress
We design our products to last a lifetime, with many toward these targets annually – you can find our 2021
bearing recycling codes to help recycling centers progress report here.
sort them effectively. Our products are manufactured
to replace single-use plastics that end up in landfills, Actions we’ve taken and reported that drive progress
waterways, and other natural habitats. By recycling, toward our 2025 targets include reducing the number
reusing and reclaiming materials, we are helping of polybags per unit produced, reviewing approximately
to keep our natural environment clean and free 1,500 packaging procedures and making improvements
of plastic waste, making it safer and healthier for where possible, introducing compostable polybags
wildlife and more accessible and enjoyable for local and increasing our investment in our ECO+ and other
communities. sustainable material alternatives.

Tupperware® - 2022 ESG REPORT 15

 SUSTAINABLE
MATERIALS
In our effort to reduce the use of single-use, fossil-fuel based plastics, we have
to lead by example. We are advancing circularity by continuously innovating and
working to make our plastic products as sustainable as possible – this means
With the ultimate goal
sourcing bio-based raw materials and finding new ways to reuse plastic materials, of having all of our
thereby reducing the amount of single-use and virgin plastics in our products and products come from
operations.
non-fossil-fuel-based
We are working to ensure all of our resins and products are created from recycled materials, we want to
and/or non-fossil fuel-based materials, and we do not shy away from novel
innovations. When there is a new sustainable resin, material or technology available, be leaders in having
Tupperware is first in line to try it. While some of these materials come at a higher a sustainable plastic
cost, many are drop-in solutions that require little to no change in our operational
processes, allowing for relatively seamless transitions to more sustainable options. story. Our customers
are looking for products
As part of our commitment to using the most sustainable materials available, when
possible, we purchase from providers certified by the International Sustainability
and options that are
and Carbon Certification (ISCC) PLUS standards, which are globally applicable and environmentally
cover circular and bio-based materials and include sustainability and traceability
data.
friendly.

We now purchase from ISCC-certified suppliers in some of our largest markets, and Sophie Wolters,
we pursue ISCC PLUS certification for many our own facilities. In 2021, our plants Vice President, Product and
in Brazil and Greece achieved ISCC PLUS certification, and our plants in Belgium,
Mexico and Portugal were certified in previous years. Category Management,
Worldwide
When selecting sustainable resin options, we choose to purchase bio-originated
materials (rather than biodegradable), which are still both chemically and
mechanically recyclable, and in some cases, industrially compostable.

From 2020 to 2021, we increased our total amount of

sustainable materials – either bio-based or chemically
recycled – more than fourfold, from 0.35% of our total raw
materials in 2020 to 1.48% in 2021.

Tupperware® - 2022 ESG REPORT 16

ECO+
At Tupperware, we use our culture of innovation as a
guide to sourcing, selecting and testing first-to-market We also embarked on a new partnership
sustainable materials, which are used to produce our with Tritan™ Renew from Eastman in
ECO+ materials. We first introduced our ECO+ material 2021 to help us further expand ECO+
in 2019, through the introduction of our Eco Straw, in to select products that require a clear,
select markets around the world. The Eco Straw was glass-like design. Tritan™ Renew is a
derived from a revolutionary material – circular polymers resin made with Eastman’s polyester
– which are made through a process of using mixed renewable technology that recycles
single-use plastic waste that was destined for disposal. plastic waste at the molecular level
It is broken down to its molecular level and recreated and creates a new, durable material that
into a high-quality food-grade plastic. This first material is dishwasher-safe and free of harmful
aligned with our commitment to address the global chemicals. This innovative resin allows
challenge of single-use plastic waste.
Tupperware to design pristine, clear
In 2021, we expanded our ECO+ product portfolio
products that contain 50% certified
made with sustainable material to include Lunch-It® recycled content.
Containers and Sandwich Keepers.

This strategic partnership and new material will allow

us to further expand our innovative efforts, introducing
products that are functional and environmentally
friendly while also on-trend for consumers. We are
continuing to test new innovations in the sustainability
space like bio-based material, and we are committed to
constant improvement and increasing ECO+ material
use across our product lines.

Tupperware® - 2022 ESG REPORT 17

CASE STUDY:
THE IMPACT OF
SINGLE-USE PLASTIC
At Tupperware, we pride ourselves Conservatively, the average adult Over the course of one year, if an
in reducing the amount of single-use drinks about 180 gallons of water individual consumes half of their
plastic products that are produced, per year. What is the resulting carbon total intake from bottled water, this
purchased and discarded into footprint if half (90 gallons) of this results in an annual carbon footprint
landfills. Using single-use plastic water intake comes from bottled of about 2,160 ounces of CO2, or
bottles as the example, several water? 135 pounds. Over 50 years, this can
issues are created: amount to about 6,750 pounds, or
1) Bottles are made from resins • 720 16oz bottles, each of which more than three tons of CO2. Three
derived from oil or refined petroleum weighs about 32-34 grams, or ton of CO2 is equivalent to:
or natural gas, and the resulting just over one ounce.
material is known as polyethylene • According to the Environmental
terephthalate, or PET. Protection Agency’s most
2) Creating this material requires an conservative estimates, about 7,600 MILES DRIVEN
energy-intensive heating process. one ounce of carbon dioxide is
3) The resulting carbon dioxide emitted for each ounce of PET
output represents about one-third produced. 2
of the total carbon footprint of each • Factoring in transportation, 345 GALLONS
bottle. cleaning, filling, storing, etc., this OF GASOLINE
4) The rest comes from transportation, impact results in about three CONSUMED
cleaning, filling, storing, etc. 1 ounces of CO2 over the lifetime
of each plastic bottle. 3
7 BARRELS OF
OIL CONSUMED

Conversely, a single Tupperware®

reusable plastic water bottle weighs
about three ounces. Using our 2021
carbon intensity of 0.96 MTCO2e
per ton of product, this means each
ounce of product accounts for
approximately 0.96 ounces of CO2.

For a single water bottle, this

amounts to about 2.88 ounces of
CO2. If this bottle lasts 25 years –
meaning two bottles are used over
50 years – the result is less than six
ounces of CO2 over the course of
50 years.

Tupperware® - 2022 ESG REPORT 18

PARTNERING FOR SUCCESS
National Park Foundation
Partnership
The collective impact of
Since October of 2020, Tupperware has been a premier
partner of the National Park Foundation’s Resilience
the water refill stations,
and Sustainability Initiative, which aims to support parks alone in the first year of
by making them more resilient and sustainable for the
benefit of parks and park goers, including many of our
partnership, will result in
Associates. the diversion of nearly 10
Funded through our non-profit arm, Tupperware Brands
million single-use plastic
Foundation, we are proud to continue our partnership bottles from landfills
with a renewed, multi-year $2 million donation to
support the creation of meaningful impact across some annually.
of America’s most treasured places.

With increased park visitation comes an increased

strain on resources. Tupperware’s support funds critical As reflected in recent survey findings conducted
waste reduction projects, such as new and improved in partnership with the National Park Foundation,
water refill stations, increasing recycling infrastructure consumers are indeed looking for ways to minimize
and education, composting infrastructure and more at waste, and an overwhelming majority of Americans
some of our nation’s most visited parks, including Grand agree that our partnership will make it easier for people
Canyon National Park, the National Mall and Memorial to take actions to reduce the amount of waste they
Parks and Yellowstone National Park. generate.

Tupperware® - 2022 ESG REPORT 19

IN SPACE LOOP PARTNERSHIP
In 2020, we issued a U.S. patent for PONDS, or our Passive We partner with TerraCycle’s zero-waste platform
Orbital Nutrient Delivery System. PONDS is a unique Loop to create zero-waste, durable and returnable
device that is designed to grow vegetables in low-earth packaging. Through this partnership, in 2021, we
orbit with minimal maintenance. The main solution created a one-of-a-kind reusable packaging container
the device provides is in response to the challenge of for Tim Horton’s. The reusable containers became
available at participating locations in November of
watering plants in the absence of gravity.
2021.
The issuance of the patent was a major achievement In early 2022, we expanded our work with Loop to
stemming from work we began on a project to help NASA include a pilot program with Burger King in New Jersey.
in 2015, and it further demonstrates our willingness Through this program, we worked to design reusable
and our desire to be on the forefront of technological packaging for sandwiches, soft drinks and coffee for
innovation. the fast food restaurant chain.

In 2021, Tupperware’s® PONDS completed Our partnership with Loop aligns with our purpose of
nurturing a better future by bringing to life sustainable
a fourth trip to the International Space options in the food service industry. It also advances
Station with NASA. our No Time to Waste initiative to reduce single-use
plastic and good waste. In 2022, we are working to
make even more reusable packaging options available
to Loop’s brand partners.

in hand and with the work of our teams on this project,TUPPERWARE

we are now exploringPRODUCTS
We are proud to have received a patent for the unique and novel design of PONDS. With this patent
ways to capitalize on
the science behind this innovation and use that knowledge to enable consumers around the world
to reduce their impact of single-use plastic and food waste through the use of our environmentally
responsible products.

Miguel Fernandez,
President & Chief Executive Officer

Tupperware® - 2022 ESG REPORT 20

2021
ESG PROGRESS
ENVIRONMENT
At Tupperware, we have always been committed
to protecting the planet and conserving resources.
From our inception, our products have been
designed for efficiency, durability and sustainability.
We also strive for these qualities and achievements
in our own operations.

Since 2017, we have been measuring our

performance in the following key areas (i.e., energy
and emissions, water and waste), and we have made
significant progress. Our revised targets challenge
us to deliver significant additional resource
efficiencies in the coming decade.

We continually work to improve our data collection

and validation processes, and in this endeavor,
we occasionally identify more accurate ways to
calculate and/or new data sources. Because of
this, the numbers we report to demonstrate year-
over-year change may differ slightly from numbers
we have reported in previous years. We are most
confident in our current data collection processes
and are reporting with the highest level of
accuracy we are currently able to achieve, with the
recognition that we will likely continue to improve
in future years.

Tupperware® - 2022 ESG REPORT 21

ENERGY CONSUMPTION (MWH) GHG EMISSIONS (TONS CO2E)
SCOPE 1 AND 2 SCOPE 1 AND 2

170,114 173,046

149,534 147,846 144,141

69,640 71,012

61,065
56,671
55,123

2017 2018 2019 2020 2021 2017 2018 2019 2020 2021

ENERGY AND EMISSIONS

While we continue to look for opportunities to In 2021, at our locations across the globe, we
improve and to reduce our energy use, associated undertook several programs, initiatives and
emissions and overall environmental footprint, we improvements to reduce our energy consumption
also attribute some of our reductions to decreases and the associated GHG emissions.
in production volume over recent years.

MEXICO KOREA GREECE

Installed 267 LED Replaced forklift Air-leak reduction
lamps, leading chargers with high- programs led to an
to an expected efficiency upgrades, energy consumption
savings of 31,022 leading to an energy savings of 30,000
kWh annually. savings of 3,254 kWh kWh in 2021.
in 2021.
Our sites in Belgium, Our sites in Australia, At other Tupperware
Brazil, Korea and Brazil, India, Mexico, sites, we are conducting
Portugal also made New Zealand, periodic leak audits
energy-efficient and LED Portugal and the (two to four times per
lighting improvements U.S. also upgraded year depending on the
in 2021. Many of our equipment like location) to detect,
other sites began this cranes, air compressor repair and minimize
work in 2020 and earlier. systems, forklifts and leaks and other
temperature control inefficiencies.
systems with more
efficient alternatives.

Tupperware® - 2022 ESG REPORT 22

WATER WITHDRAWAL TOTAL WASTE
(m3) (TONS)

255,444 245,677

277,745

209,271
181,935
8,804
7,863

7,256
6,733 6,750

2017 2018 2019 2020 2021 2017 2018 2019 2020 2021

WATER WASTE
Tupperware sites around the world implemented water- Many of our global sites performed audits of their waste
saving initiatives and improvements in 2021. streams in 2021 to identify areas for improvement and to
assess residual wastes and plastics.

BRAZIL INDIA GREECE INDIA

Implemented new Water conservation Piloted using paper tape Waste reduction
water and oil separation projects were enacted instead of plastic tape projects led to a
stations and adjusted that involved the reuse for cartons, reducing decrease in waste
the rainwater drainage of runoff and shop floor the consumption of generation of more
network, helping drain water, leading to more than 137kg of than 21% from 2020 to
to eliminate the a water consumption plastic tape 2021
contamination of reduction of more than
rainwater. Additionally, 10% from 2020 to 2021
the site added a
container to collect the
KOREA MEXICO
water from extruders to
CHINA Reusing color-purged Cardboard separation
minimize waste water
Reduced water material in production and recovery
consumption for led to the reuse of 5.2 procedures were
cooling towers by tons of plastic waste reinforced to optimize
MEXICO in 2021 reuse, drastically
optimizing water
More than 9,450 liters reducing the amount of
conductivity levels
of water with oil were cardboard discarded by
treated internally in more than 39% in 2021
2021 from 2020

Tupperware® - 2022 ESG REPORT 23

 PACKAGING
To meet our ambitious targets to eliminate all
types of non-recyclable, non-compostable, non-
reusable and non-biodegradable plastic packaging
for our products at different stages of the product
lifecycle, we have been taking action to transform
our packaging sourcing and processes. Going
forward, we will continue to assess alternative
packaging sources and our ability to secure the
quantities needed to meet our expanding global,
omni-channel operations.

We are also taking action to reduce our use of

single-use poly bags in product packaging. As a
result of these efforts, we have achieved a 16.5%
reduction in our use of poly bags from 2018 to
2021. We are continuing the process of assessing
each individual stock-keeping unit (SKU) to identify
areas of improvement and implementing protocols
to reduce plastic and packaging waste, as well as
waste at all stages of the production process.

LOCAL INITIATIVES
In 2021, when we conducted our Global Giving
Survey, we identified a few notable environmental
initiatives completed by teams at our sites
around the world. For example, in June of 2021,
Tupperware Austria planted one new tree for every
new consultant, totaling 165 new consultants
and trees through Wald4Leben. Additionally, in
Mexico, Tupperware planted 200 new trees for the
reforestation of Sierra Morelos Park.

“As a company with products that allow consumers to reduce their own single-use plastic
consumption, we also have the responsibility to look internally and lead by example. We are
exploring alternatives to reduce our reliance on plastic poly bags, and we are being intentional
about the decisions we make so we can truly reduce our plastic waste as well as the overall
energy and emissions intensity of our products and processes.”

Josh Decktor
Global Head, Environmental Social Governance and Sustainability

Tupperware® - 2022 ESG REPORT 24

ENVIRONMENTAL GOALS
In 2019, we formalized our commitment to further improving our environmental impacts through our No Time
to Waste strategy, and we established an initial set of targets reflecting our commitment to reducing resource
consumption and minimizing waste at every step of the product lifecycle, from manufacturing and distribution to
consumer use and recycling.

In 2021, informed by our materiality assessment, we revised our environmental targets for our manufacturing
operations and product lifecycles, and we now commit to the following:

GOAL AREA IMPACT 2021 PROGRESS BY 2025 BY 2030 UN SDG TARGET

GREENHOUSE Reduce absolute

GAS EMISSIONS GHG emissions
generated in our owned
manufacturing plants

20% 40% 90%

WATER USE Reduce absolute water
REDUCTION volume withdrawn at
Tupperware-owned
manufacturing facilities

18% 20% 40%

WASTE Reduce total waste
REDUCTION by weight generated
by Tupperware-
owned manufacturing
facilities
17% 20% 40%

LANDFILL WASTE Reduce waste

AVOIDANCE to landfill where
infrastructure permits
75% ZERO ZERO

CIRCULARITY Eliminate the use of

single-use plastic
packaging

16.6% 50% 95%

Provide opportunity for 95% 90% Create

meaningful
returned Tupperware® of returned
products used & innovative
products to have a as raw material ways to find
new life input for our new life for
own or third- returned
party products Tupperware
products

Tupperware® - 2022 ESG REPORT 25

SOCIAL

DIVERSITY, EQUITY
AND INCLUSION
At Tupperware, we are continuing For example, in 2021 we worked to
our commitment to build Diversity, expand our ARGs with purpose and
Equity and Inclusion (DEI) into our re-invigorated efforts to make them
culture and our work. Maintaining a genuine and useful resources for our
diverse and inclusive workplace is Associates, as well as to align them
integral to our success as a company. with our values. Many of the groups
Encouraging diversity of thought have been renamed and reimagined
and experience leads to innovation, to focus on the issues that matter
and an inclusive culture leads to most to the Associates who lead
improved morale and productivity. them. The ARGs now provide a
The new challenge for Tupperware strong forum for capturing Associate
will be to uphold our focus on DEI as feedback, developing new leaders
we shift into new workstreams. and establishing a cadence of
communication between leadership
Tupperware’s purpose and values and Associates. Current active
breathe life into our DEI journey. Tupperware ARGs include:
Not only are we nurturing a better
future by making our business more • Black Inclusion Group
diverse, equitable and inclusive for • Empowered Asians of
all – in its core, it is doing what’s Tupperware
right and it helps us all succeed as • Latins of Tupperware
a team. And with our world evolving • Tupperware Equality Network
every day, we’ll always improve. • Women’s Inclusion Network

We are in a unique position as

a global brand. Diversity can be
experienced differently in every I am proud to say I work for
country, and we want to ensure Tupperware, a company
our DEI programs best reflect the that I feel 100% supports
Associates in those regions. In 2021, diversity and inclusion every
we leaned into the opportunity to day…Anything we can do to
start implementing programs in the support current Associates
U.S. and use best practices to create and attract new talent is a
roadmap for global markets to listen, great. Having a safe space
educate, communicate, celebrate where they can feel they
and activate. belong or be surrounded by
those who accept them for
who they are will only help
us to retain employees in
the future.

Jennifer Breault (She/Her),

Finance Manager, FP&A,
Tupperware United States &
Canada

Tupperware® - 2022 ESG REPORT 26

TALENT ATTRACTION EMPLOYEE
AND RETENTION ENGAGEMENT
Our talent is the foundation of our success at Tupperware, In 2021, we rolled out a workplace engagement survey
and this has become more evident than ever before for the U.S. market, and we are using this data to inform
during our turnaround. We are in a transformational time. our strategic decisions going forward. Our aim is to
While we are striving to preserve critical knowledge
deploy a new engagement survey by the
from Associates who have been with us for some time,
we are also working to develop new capabilities while end of 2022.
we embrace new workstreams.
In 2021, we also enhanced our internal communications
As we expand our portfolio and move into new markets, through the expanded use of TuppCentral – a system
we look for people who embrace change, can rise to that is available in all countries – monthly Global Town
challenges, and can navigate ambiguity. To make sure we Hall Meetings, Voices Forums and other local initiatives
do this right, we are working to strengthen our company that promote communication at all levels.
culture. In the past year, we have formally defined and
publicized our core values and our cultural statement. We are also currently making improvements to our
processes for employee engagement and human
capital management. We are deploying Workday as our
We are committed to developing and new human resources management system (HRMS),
promoting ethnic and cultural diversity, and we expect to have actionable metrics in the coming
including women and minorities, in our years. Another improvement achieved in 2021 was the
work force, independent Sales Force standardization of bonus programs into “One Bonus,”
which is based on individual and business performance
and relationships with vendors, service
and driven by Tupperware’s core competencies.
providers and other third parties.
Tupperware is a place for people to develop both
personally and professionally, and we encourage our
Associates to grow within our organization. We give
everyone the space to learn and operate, and we provide
opportunities for accountability. We are a collaborative
and supportive team at all levels.

Over the past year, we have worked to enhance the

Tupperware onboarding experience, which is customized
to each region. This has been crucial for setting our
Associates up for success.

Tupperware® - 2022 ESG REPORT 27

 TALENT STRATEGY
TALENT ASSESSMENTS
In 2021, Tupperware conducted talent assessments of
managers and above in 25 business units. The individuals
were measured against potential (the ability to assume
broader or more complex accountabilities as business
needs change), delivered results, demonstrating
Tupperware Core Competencies: Willingness to Learn,
Developing Others, Analysis Skills, Servant Leadership,
Drive for Results, Collaboration, Clear Communication
of Expectations, and Accountability and acting in the
spirit of the Tupperware Values: we do what’s right,
we succeed as a team, and we always improve. This
resulted in a clear view of the upper-level talent in the
company and is helping to define actions to align with
the company strategy.
TALENT DEVELOPMENT
TuppSTAR is Tupperware’s first ever global recognition EARLY TALENT IDENTIFICATION PROGRAM
The Early Talent Identification Program (ETIP) is a six-
and rewards program for Tupperware Associates.
month development program that pairs high-potential,
The program features our monthly Shining STAR
emerging talent with key business initiatives to create a
recognition presented in our Global Town Halls and the
skilled talent pipeline. The program launched in October
Annual TuppSTAR Awards held in the beginning of the
2020 with 20 ETIPs located in the U.S., Mexico, Brazil,
year highlighting awards like: Leadership Excellence,
Portugal and France. At the conclusion of the first round
Transformational Projects, CARE Social Impact, Plant of
in March 2021, 10 ETIPs were offered full-time roles.
the Year and Markets of the Year.
We celebrate excellence in execution.
Individuals and project or functional teams
are eligible for the awards based on exhibiting Here is the story
Tupperware values and Core Competencies of one ETIP,
and successful execution of key projects and Ricardo Ahumada:
initiatives aligned to the company MBOs. In 2021,
we awarded more than $4,500 in Rewards. When I started in
global sales with
Mario Cuazitl in
107
Mexico, I got to
TOTAL
450
know the world of
Tupperware and
Shining how the business
STAR
recognition works. Later, I joined the Data Analytics team
under Erich Besenthal, where I worked with very
72 talented people and we developed the first analytic
65 strategies, tools and concepts to give a clear view
of the markets to leadership. Some months later,
54 I sought the opportunity to join the FP&A team of
48 Germany with a clear view of what the market
can become thanks to the latest analytics and
38 strategies. I’m thankful, happy and eager to be a
part of the next chapter of Tupperware.
29
20
17
APR/ OCT/
JAN FEB MAR MAY JUN JUL AUG SEP NOV

Tupperware® - 2022 ESG REPORT 28

LEARNING STRATEGY
LEADERSHIP DEVELOPMENT
AND SKILLS BUILDING

Unconditional Responsibility
An important pillar of our turnaround plan is to
strengthen and evolve our company culture. We firmly
believe that our values, beliefs and mindsets can make
the difference between achieving our ambitious goals or
falling short of our efforts.

One of the key mindsets that we are promoting

throughout the company is a mindset of Unconditional
Responsibility, that helps us identify how our own
actions and decisions can positively impact our results.

Launched in 2021, Tupperware leadership at the level

of Director and above were invited to attend workshops
designed to introduce the concepts of Unconditional
Responsibility and determine how to start putting them
in action. Partnering with an external partner, Axialent,
these workshops included large group sessions,
facilitated breakout sessions and monthly email
refreshers to reinforce the Unconditional Responsibility
mindset.

E-Learning
Launched in October 2021, Tupperware Associates at
the level of Manager and above were provided access
to our e-learning platform, offering them more than
16,000 courses to help our Associates learn and grow
professionally and personally.

In 2021, 60% of Associates

logged in and viewed over 360
hours of content from courses,
videos and learning paths.

These cover topics like Leadership, Managing Well

Being, Accountability, Interpersonal Communication,
Diversity and Inclusion, Microsoft Excel and more.

Tupperware® - 2022 ESG REPORT 29

 SAFETY METRICS ASSOCIATES CONTRACTORS TOTAL
HOURS WORKED
IN MILLIONS
7.36 2.00 9.35
TOTAL
RECORDABLE 0.19 0.40 0.24
INJURY RATE
(TRIR)

FATALITY RATE ZERO ZERO ZERO

Our sites participate in global initiatives and develop creative ways to

reinforce a culture of safety at each site. A few notable safety achievements
from 2021 include:
EMPLOYEE SAFETY,
HEALTH AND WELLNESS BELGIUM
• 2,000 days without incidents
At Tupperware, one of our primary • One year without a lost-time incident within the plant
objectives is to help our people at all • Implementation of device that allows enables employees to perform work
of our global locations to stay safe, under supervision, even when alone
healthy and well. In order for our • Switch to thermal insulating hoses with maximum contact temperatures
products to be safe and effective, GREECE
we must first prioritize the safety of • Safety trainings including Safety Absolute & Stop Program, fire drills and
our people. Everything we do stems warehouse & forklift safety rules
• SMETA Audit
from this objective.
• ISCC recognition for handling of sustainable materials
INDIA
We comply with all applicable safety
• Special recognition from the Confederation of Indian Industry for
legislation wherever we operate. Environment, Health and Safety performance
Additionally, we hold ourselves • Quality Circle Award from the Confederation of Indian Industry for energy
accountable to our own stringent conservation through process optimization
safety standards and practices PORTUGAL
encompassing our Associates, • Safety Week and Daily Safety Tour for all Associates
contractors, the independent Sales • 6S Audits
Force and visitors to our sites. • More than 3,000 hours of safety training delivered
Beyond safety, we encourage our
Associates to engage in activities In listening to our Associates over the past year, we have also implemented
and programs that help them focus policies and initiatives to improve the wellbeing of all employees in small
on being healthy and well as a way but meaningful ways:
of life, both at work and at home.
• We received questions and interest about mental health, so we brought in an
expert to host a facilitated session.
Tupperware’s global infrastructure
• We implemented a permanent flexible work schedule to accommodate the
of legal professionals and safety changing needs of our teams, working to create a better normal.
officers and committees at each of • To ease mental and physiological burden of meetings – whether in-person or
our facilities is responsible for safety virtual – we implemented a No-Meeting Friday policy, through which we avoid
management and overseeing safety scheduling meetings on Fridays to give our Associates more opportunities
compliance, risk management, to focus on tasks uninterrupted, to unplug from the constant connectivity of
online work and to promote an improved work-life balance.
hazard elimination and performance
• In 2021, Tupperware offices and operations were closed during the last week
reporting. They are responsible for of the year, encouraging our Associates to disconnect and spend time with
safety compliance, assessing safety loved ones.
risk, helping to ensure hazards are
eliminated, rolling out training to all In 2021, we also invested millions in supporting commercial and the
Associates in the supply chain and independent Sales Force initiatives to provide tools or facilitate orders,
reporting performance. sales and marketing for the Sales Force and other channels.

Tupperware® - 2022 ESG REPORT 30

COMMUNITY ENGAGEMENT
Our ongoing partnership with the National Park
Foundation supports feedback we heard from
stakeholders through our recent materiality assessment,
where we identified Community Engagement as a critical The independent Sales Force
topic area. Globally, our teams carry the generous spirit members are also encouraged
by providing financial, in-kind and volunteer resources to
to engage with their local
support their communities.
communities to improve lives
In 2021, Tupperware completed a Global Giving Survey and livelihoods, demonstrate
to get a sense of the charitable impacts we achieved the Tupperware core values and
throughout the year. A few notable results include: reduce single-use plastics and food
• Malaysia: Tupperware provided more than waste. For example, Paty Ozuna
$28,000 worth of in-kind product to What a Waste, in Mexico has been a Sales Force
a platform built to reduce the amount of good food member for 16 years, and she has
that gets thrown away at food outlets everyday spent the last six years dedicated
simply because it hasn’t been sold.
to educating her community and
• South Africa: Tupperware provided food donations implementing single-use plastic
for Black disadvantaged children through the reduction initiatives. She is an
Alexandra Disability Movement in Johannesburg. active member of her church and
spearheaded the removal of single-
• United States: On Giving Tuesday, U.S.-based
Associates were invited to be philanthropists for a use plastics from their meetings
day by giving to causes they’re passionate about. and retreats by instead using
Each Associate was seeded a mystery dollar reusable Tupperware® products.
amount in their Inspire employee engagement
account. In total, $21,750 dollars were donated to
more than 117 charitable organizations.

Tupperware® - 2022 ESG REPORT 31

DISASTER RELIEF
In the wake of disasters negatively affecting communities globally, our global markets have brought our brand
closer to those impacted – sometimes through funds, warm meals and/or Tupperware products to rebuild their
homes. Some specific actions taken in 2021 include:

• United States: In response to Hurricane Ida, which impacted the southeast with flooding and damage, with many
residents being displaced, the USCA Sales, Marketing and Procurement Teams donated Tupperware products
to those in need. Business Leaders and their teams from the Louisiana area helped distribute Tupperware
product in partnership with non-profit organization, Convoy of Hope, which allowed affected families to restock
their homes in the rebuilding phases. 75,735 pieces of Tupperware products were provided with a retail value
of $882,997.
• China: In late July 2021, Henan province experienced the worst flooding, lots of cities & counties were inundated.
On August 13, 2021, Tupperware China donated 2,000 ECO+ bottles (with an in-kind value of $9,000) to Junxian
County through Henan Women and Children Development Foundation, to help affected women and children
reduce the possible diseases caused by drinking water from unhealthy containers
• Greece: In early August, Greece faced devastating wildfires that displaced many from their homes, destroying
forests, homes and businesses.
• Tupperware Greece • Additionally, Associates • The team also provided the
donated gas masks and alongside a distributor and villagers with Tupperware
ECO+ bottles to volunteer her team of sales force containers, kitchen supplies
firefighters to an area hit members cooked 250+ and ECO+ bottles [In-kind
hard by the fires [In-kind warm meals for a village value: $9,500]
value: $1,340] that lost power and water

We also strive to stay up-to-date on the issues that matter to our global work force. This past year, we worked to
support our Associates affected by the war in Ukraine and provided opportunities for employees to send individual
donations and other forms of aid.

I wanted to share a quick story from our field teams about a recent recovery event we hosted in Louisiana
with some remaining Tupperware® products we had in inventory. I had a chance to speak with [my contact]
yesterday, and she was so thrilled to share how many of the families served were so incredibly grateful for
the Tupperware® products your organization provided. It’s such an immediately recognized brand, and helps
families feel like they are starting to rebuild their house into a home. We’re so honored to have a chance to
work together!

Ginger Young,
Procurement Director, Convoy of Hope

Tupperware® - 2022 ESG REPORT 32

 SALES FORCE HIGHLIGHT
PROVIDING A MEANINGFUL
INCOME AND ENTREPRENEURIAL Miriam and Julia Landin are a married couple living in
OPPORTUNITIES the U.S., originally from Mexico. Miriam’s experience
with selling Tupperware® products started early – she
For 75 years, the foundation of the Tupperware grew up watching her grandmother and mother host
business model has been direct sales through the parties and use Tupperware® products in the kitchen.
independent Sales Force. While we are moving into Now, she has been selling Tupperware products for
over 10 years; Miriam started selling as a way to earn
retail and omni-channel sales, we are remaining
supplemental income. Miriam was initially hesitant to
dedicated to and investing in global Sales Force.
start selling Tupperware products because she did not
In fact, we have received positive feedback about spend much time in the kitchen, and she didn’t feel like
the impact that retail exposure will have on brand she was a good cook. But, when she realized how easy
awareness, which we expect to positively impact all the products could make cooking, baking, storing and
channels, including direct sales. serving – and when she saw the eyes of the attendees of
her first party light up with interest – she knew she had
We are proud to be a company with a social purpose found something special. She believed in the product
at our core – we provide income and opportunities to quality and the potential, so she continued to find new
individuals in areas that may not otherwise have access and different audiences to develop her customer base.
to livable wages or entrepreneurial opportunities.
Her methods proved successful – she was recently
promoted to the highest level of Sales Force leadership
As a Tupperware® independent Sales Force
in the United States. Once Miriam and Julio realized the
representative, individuals have the flexibility of
unique possibilities of selling Tupperware products, they
working on their own schedule. We also provide never stopped reaching for their goals. Julio is computer-
the Sales Force with training and professional savvy, so they had used technology to help them to
development opportunities, technology platforms, sell products for many years. So, when the COVID-19
virtual and in-person events and other resources that pandemic began affecting sales, they felt prepared to go
can benefit them during their time at Tupperware fully virtual and use social media to help to sell products.
as well as in any other business pursuits they may While they’ve seen incredible success by keeping
choose. motivated and relying on one another, Miriam believes
it’s still just the beginning of their story. Whenever Miriam
In 2021, while our opportunities for offering in-person tells someone about selling Tupperware products, she
events were still limited due to COVID-19 precautions, tells them her journey and shares that her experience
with Tupperware Brands allowed her to find out her
we hosted 40 virtual Sales Force events. We also
unique way to live out her own ‘American dream’ –
invested about $9 million USD into the independent
starting from living in a van, to being able to buy a house,
Sales Force in 2021, supporting these events and the to achieving an incredible amount of sales.
trainings and other development opportunities we
offer.

SOCIAL GOALS
IMPACT 2021 PROGRESS BY 2025 BY 2030 UN SDG TARGET

BE GLOBALLY Implementing Achieve global Achieve certification

RECOGNIZED Workday for data certification for gender by a globally-
FOR DIVERSITY,
EQUITY AND collection and equity areas including recognized
INCLUSION IN analysis; identifying representation, intersectional equity
THE WORKPLACE certification bodies pay equity, policies standard
and practices,
inclusiveness in career
development, skills-
based hiring in Talent
Acquisition process
and global expansion
of ARGs

Tupperware® - 2022 ESG REPORT 33

 ESG
ORGANIZATION &
GOVERNANCE

BOARD OF DIRECTORS
(NOM&GOV)

MANAGEMENT EXECUTIVE
COMMITTEE (EC)

ESG STEERING COMMITTEE

ENVIROMENT SOCIAL GOVERNANCES

Associate
Supply Chain Products Social Engagement General
Sustainability Impact and Wellness Governance

• Supply Chain • Marketing • Social Impact • Human • Law Department

• Quality • Supply Chain • Communications Resources • Internal Audit
• Safety Health • Finance • Marketing • Law Department • Finance
and Environment • Sourcing • Supply Chain • Social Impact • Marketing
• Finance • Safety Health
and Environment

Board of Directors: ESG Steering ESG

Nominations and Committee Management
Governance Committee
Our cross-functional ESG Steering Our Global Head of Environment,
Composed of qualified Directors Committee drives the integration, Social, Governance and Sustainability
who assist the Board in its empowerment, and ownership of leads a cross functional team of
responsibilities relating the the ESG strategies across our dedicated professionals. Working
selection, onboarding, education business units and for the closely with the Management
and evaluation of Board members, enterprise. Executive Committee (EC) and Board
the establishment of appropriate of Directors (Nominating, Governance
governance practices for & Social Responsibility Committee),
Tupperware and the oversight of this team leads the ESG program and
ESG strategies, policies and strategy, including the development
programs. of policies, sharing of best practices,
data collection and disclosures, and
reporting to the Board of Directors.

Tupperware® - 2022
TupperwareBrands - 2022
ESGESG REPORT
REPORT 34
34
GOVERNANCE
BOARD OF DIRECTORS
As of December 31, 2021, our Board of Directors consists of 11 members, of whom 45% are women, including the
non-executive chair. Our Board provides the foundation for robust corporate governance to guide and support our
leadership team during our Turnaround Plan and as we work to pursue our ESG goals.

Susan M. Cameron
Non-Executive Chair,
Tupperware Brands Corporation.

Miguel Fernandez
President and Chief Executive Officer,
Tupperware Brands Corporation since April 2020.

Richard Goudis
Executive Vice Chairman,
Tupperware Brands Corporation since March 2020.

Meg Crofton
Retired President,
Walt Disney Parks & Resorts Operations, U.S. & France for The Walt Disney Company.

Deborah G. Ellinger
Senior Advisor to Boston Consulting Group.
Former President or CEO of four private equity-backed companies.

James H. Fordyce
Co-Chairman of the Board and Co-Chief Executive Officer
of Stone Canyon Industries Holdings, Inc.

Pamela Jones Harbour

Former Commissioner of the United States Federal Trade Commission
and former Deputy Attorney General of the State of New York.

Tim Minges
Retired Executive Vice President & Chief Customer Officer of PepsiCo North America
Beverages, and a former member of PepsiCo’s Executive Committee.

Christopher D. O’Leary
Former Interim Chief Executive Officer, Tupperware Brands Corporation
from November 2019 to April 2020.

Richard T. Riley
Retired Chairman and Chief Executive Officer
of LoJack Corporation.

M. Anne Szostak
President and Chief Executive Officer
of Szostak Partners.

You can find out more about our Board of Directors, including Board Committees and
their composition, on our website.

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POLICIES Our Ethics Committee, which consists of senior
We have codified some of our most critical values executives across legal, financial human resources
into policies that govern our operations and strategy, and internal audit functions, meets monthly. In 2021,
including: we hired a new Director of Compliance to help further
improve company compliance processes. In fact, over
• Code of Conduct the past year we have seen a significant improvement
• Safety, Health & Environment Policy on the turnaround time in processing Code of Conduct
• Supplier Code of Conduct complaints, and at the end of 2021, we made substantive
• Quality Policy updates to the Code of Conduct.

You can find more detailed information about our INVESTIGATIONS SEMINAR
governance documents here. Over the past year, we Each year, leaders in HR, Legal and Internal Audit are
updated all governance documents to include gender- invited to an Investigation Theory & Practice Training
neutral language, and ESG was formally added to the Seminar in support of Corporate Compliance as
Nominating and Governance Committee charter. Investigators. The subject matter includes best practices
to conduct quality interviews, write reports in less time,
ensure confidentiality, discuss what to do and what to
ETHICS AND COMPLIANCE avoid, and much more. These trainings are conducted
We take a strict approach to Compliance throughout our as a result of a collaboration between the Legal team
business, aiming to comply with our Code of Conduct, and Talent Development to ensure all Corporate
internal policies and all applicable laws and regulations Compliance Investigators attend or receive the required
everywhere we operate. We maintain a strong legal information.
team at Corporate and regional or country levels to
ensure Compliance requirements are understood and
effectively executed. RISK MANAGEMENT
In 2021, we enhanced our enterprise risk management
Our Code of Conduct guides our behavior in all aspects strategy and created a roadmap for enterprise risk
of responsible business and is available in 14 languages. assessment. We also progressed our audit program in
All our new Associates sign an agreement to uphold the our four major markets. In 2022, we are continuing this
provisions of the Code of Conduct and receive related work and even completing climate risk analyses to
training, and we conduct an annual certification process identify areas for improvement.
for all Associates to verify acknowledgment of the
requirements under the Code of Conduct and for select
Associates to report any conflicts of interest about INFORMATION SECURITY
which the Associate is aware. In addition, we conduct a AND DATA PRIVACY
detailed review of reported conflicts of interest via the We maintain counsel in our legal group that specializes
process noted above, which review includes oversight in global data privacy and remain up to date with
by our Ethics Committee and a report out to our Audit & regulatory and industry developments. Data security is
Finance Committee. part of our basic training program for all Associates, and
we have recently rolled out a global data privacy training
In 2021, we pre-recorded our Code of Conduct training program. All Associates receive regular training on data
modules, allowing our Associates to complete it at their privacy and are assigned training tailored to their roles
convenience, and even remotely. and potential interaction with personal information.
Additionally, prior to engaging global vendors who will
process personal information on our behalf, we conduct
a review of the vendors’ IT security measures to ensure
that they meet certain minimum standards.

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RESPONSIBLE SOURCING
Our global supply chain is a critical link between our
business and our customers, and we are working to be
proactive in establishing ESG standards throughout our
supply chain and encouraging accountability among our
suppliers. We recognize that we must do this in order to
protect both people and the environment from the risks
of supply chain failures. At the end of 2021, in partnership
with the Singapore Economic
Our suppliers agree to adhere to our Supplier Code of
Conduct, which complies with all applicable compliance Development Board (EDB), we
and anti-bribery laws in the U.S. and Europe and opened an office in Singapore
addresses forced labor, child labor, ethical employment that now serves as our global
and environmental practices worldwide. We also
perform due diligence with new suppliers, including
sourcing and supply chain center of
assessments of labor and environmental practices excellence.
and self-certification to our standards. If necessary, we
may mandate a third-party ESG audit, typically a SEDEX
Members Ethical Trade Audit (SMETA).

Our global procurement department regularly engages The office itself was constructed with
with our suppliers in initiatives to improve processes for responsible materials use in mind and is
things like product or packaging design and supply. a Singapore Building and Construction
Authority Green Mark building. Examples of
environmentally responsible considerations
made during the building’s construction
include the ceiling being left unpainted, and
INTERNAL CONTROLS a flooring solution was used that eliminated
AND IMPROVEMENTS the need for additional cement to create
In 2021, we implemented a new internal approval
process – the Global Online Approval System (GOAS)
raised flooring. There are green areas present
– to help automate and streamline processes that have throughout the office, as well as electric
previously been manual and prone to errors. vehicle lots with charging stations. The
building is expected to achieve a Green Mark
During 2021, we also made improvements in our internal Gold Plus rating in late 2022 or early 2023.
controls as a result of the identification of material
weaknesses (related to our operations in Mexico) for the The Singapore sourcing office will play an
2020 fiscal year, and the remediation of those material important role in helping to optimize our
weaknesses in the 2021 fiscal year. In particular, we supply chain organization, which is key to
made the following improvements: achieving our growth objectives. The center
of excellence will support the expansion
• Restructuring of employee organizational structure into new product lines and the development
and reporting lines;
of our emerging brands to cater to a wider
• Town hall trainings in Mexico;
• Hiring of a new global director of compliance in the
set of consumer needs. Currently, the office
second quarter of 2021, based in Mexico; and has 60 operational workstations and is
• Remediated additional control deficiencies related designed for expansion as needed. As our
to the Tupperware Mexico location, in the areas business continues to grow, we are looking
of segregation of duties and user and privileged to diversify its supplier base to further our
access. reach and access to sustainable materials for
continuous improvement and brand-focused
products.

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GOVERNANCE GOALS
IMPACT 2021 PROGRESS BY 2025 BY 2030 UN SDG TARGET

SUPPLEMENT Continuing to Continued focus Grow social diversity

OUR choose individuals on social diversity profile on Board of
LONGSTANDING
HISTORY who are the best fit factors in Board of Directors
OF GENDER for our enterprise; Director selection
EQUALITY maintaining nearly including gender, race,
AND RACIAL ethnicity, background,
DIVERSITY ON 50% representation
age, disability and
OUR BOARD of women among our varied professional
OF DIRECTORS Board members
BY FURTHER experience and
INTEGRATING expertise
ADDITIONAL
FORMS OF
DIVERSITY

INTEGRATE Building a strong Apply ESG- Implement ESG-

ESG MINDSET foundational related metrics in related metrics
INTO EMPLOYEE
PERFORMANCE knowledge of performance and/or in employee
AND best practices; compensation goals performance and/or
COMPENSATION benchmarking to management and compensation goals
ACTIVITIES Executive Officers of
and developing a for employees across
the company
strategic proposal for the company
2022 and beyond

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OUR PATH
FORWARD
In 2021 and continuing into 2022, we have been
building on the work we started by embarking on
a maturity model assessment to fully integrate
ESG into the business and prepare the highest
quality ESG disclosures. In turn, this will continue
to inform our sustainability strategy that supports
delivery of progress in all of these areas, to meet
our measurable goals and targets.

We are continually improving our data collection

processes, as well as the ways we engage with
our sites, suppliers, partners and global teams. We
recognize that we have opportunities to improve
the management of our material ESG topics,
to make our processes more efficient and our
materials and products more sustainable, to build
diverse and inclusive global teams, to mitigate
risks and to continue to carve out our space in our
industry through authenticity and a commitment to
nurturing a better future, every day.

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FORWARD-LOOKING
STATEMENTS
Statements contained in this release that are not historical rate fluctuations and the possibility that such hedging
fact and use predictive words such as “estimates”, “outlook”, transactions, even if entered into, are unsuccessful; the risk
“guidance”, “expect”, “believe”, “intend”, “designed”, “target”, of changes in cash flow resulting from changes in foreign
“plans”, “may”, “will”, “we are confident” and similar words exchange rates and hedge settlements; uncertainties related
are forward-looking statements. These forward-looking to the interpretation of, and regulations under, changes in the
statements and related assumptions involve risks and U.S. tax law and tax laws and regulations in other countries; the
uncertainties that could cause actual results and outcomes Company’s future tax-planning initiatives; any prospective or
to differ materially from any forward-looking statements or retrospective increases in duties on the Company’s products;
views expressed herein. any adverse results of tax audits or unfavorable changes to
tax laws in the Company’s various markets; risk that direct
These risks and uncertainties include, but are not limited selling laws and regulations in any of the Company’s markets
to, the following: the continuing effects of the novel may be modified, interpreted or enforced in a manner that
coronavirus (COVID-19) pandemic; the successful execution results in negative changes to the Company’s business
of the Company’s Turnaround Plan; the effects of inflation models or negatively impacts its revenue, sales force or
on the Company’s business; the sale of the Company’s Nuvo business, including through the interruption of recruiting and
business; the impact of the Russia-Ukraine conflict on the sales activities, loss of licenses, imposition of fines, or any
Company’s business; the Company’s ability to ship product other adverse actions or events; unpredictable economic and
to customers on a timely basis, including because of delays political conditions and events globally; the success of new
caused by its supply chain; the Company’s ability to sustain product introductions and promotional programs to generate
the same level of growth in net sales and net income that we interest among the Company’s sales force and customers
recorded in the prior quarters; the success of the Company’s and generate selling activities on a sustained basis; success
efforts to improve its profitability and liquidity position and of business-to-business selling arrangements and their
any capital structure actions that it may take the Company’s timing; success of buyers in obtaining financing or attracting
ability to comply with its financial covenants under its tenants for commercial and residential developments; the
credit agreement; cyberattacks and ransomware demands timing and success of closing asset sales; risks related to
that could cause the Company to not be able to operate its litigation against the Company, including pending securities
systems and/or access or control its data, including private class action lawsuits filed against the Company and certain
data; risks related to the ongoing SEC inquiry; the success of its current and former officers and directors; risks related
and timing of growth and turnaround initiatives; leadership to accurately predicting, delivering or maintaining sufficient
development and succession changes; impairment and quantities of products to support planned initiatives or launch
other charges related to purchase accounting goodwill and strategies; governmental approvals of materials for use in
restructuring actions; the risk of foreign-currency fluctuations the Company’s products; continued competitive pressures
and currency translation impacts on the Company’s business for products or sales force in the Company’s markets; and
associated with these fluctuations; the Company’s ability to other risks detailed in the Company’s periodic reports as filed
engage in hedging transactions (including, without limitation, in accordance with the Securities Exchange Act of 1934, as
forwards and swaps) with financial institutions to mitigate amended.
risks relating to foreign-currency fluctuations and/or interest

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