Newell Brands : NWL 2026 CAGNY Conference Presentation

CAGNY

February 2026

Chris Peterson

President & Chief Executive Officer

Mark Erceg

Chief Financial Officer

Chris Peterson

President & Chief Executive Officer

NEWELL AT A GLANCE

$7.2B

Net sales

$882M

Normalized1 EBITDA

25

brands

~90% of net sales

10

countries

~90% of net sales

39%

international sales

~22K

employees

Top 10 Brands

Top 10 International Markets

UK Canada France Japan Mexico Brazil Germany Australia

Italy

Spain

All statistics as of 2025 Year-End; unless otherwise noted

1Refer to Appendix for reconciliations to GAAP figures

© Newell Brands 4

A DIVERSE PORTFOLIO WITH GLOBAL REACH

FY 2025 SEGMENT REVENUE

Outdoor & Recreation 10%

FY 2025 REGIONAL REVENUE

LATAM 11%

Learning & Development 37%

Home & Commercial Solutions 52%

EMEA

17%

APAC 7%

Canada 4%

United States 61%

Totals may not add due to rounding

© Newell Brands Slide 5

KEY MESSAGES

1

Newell Brands' multi-year capability-based turnaround

remains on-track

Early, broad and deep executive sponsorship of AI (Quantum

1. Leap) is further strengthening NWL's capabilities and

   accelerating innovation and distribution wins

   AI harvested simplification efforts and a strong domestic

2. manufacturing footprint support NWL's long-term financial algorithm and shareholder value proposition

© Newell Brands 6

IN 2023, NWL BEGAN A MULTI-YEAR TURNAROUND

BASED ON A CAPABILITY ASSESSMENT…

INNOVATION

DATA INTEGRITY,

REPORTING & ANALYTICS

BRAND

BUILDING

PROCUREMENT /

STRATEGIC SOURCING

HUMAN

CAPITAL

CONSUMER &

CUSTOMER UNDERSTANDING

GO-TO-MARKET &

RETAIL EXECUTION

ENABLING

CAPABILITIES

BRAND

COMMUNICATIONS

END-TO-END

SUPPLY CHAIN

INTERNATIONAL

GO-TO-MARKET

NWL'S CAPABILITY SET WAS WORST IN CLASS AMONG CONSUMER PRODUCT COMPANIES

© Newell Brands 7

NWL'S NEW STRATEGY HAS FIVE VERY CLEAR WHERE TO PLAY & HOW TO WIN CHOICES

© Newell Brands 8

NWL'S CAPABILITY FOCUS & CLEAR STRATEGY CHOICES DROVE A VERY FAST START

Core Sales Growth (y/y change) 1

Normalized Gross Margin 1

34.1%

-3.4%

29.5%

-12.1%

FY'23 FY'24

FY'23 FY'24

Normalized EBITDA to Net Sales ($M) 1

$900

9.6%

$782

11.9%

6.5x

Net Leverage Ratio 1

4.9x

FY'23 FY'24

Q2'23 FY'24

1. Refer to appendix for reconciliations to GAAP figures

© Newell Brands 9

UNTIL GLOBAL TRADE WAS SWIFTLY REALIGNED

TO ENCOURAGE DOMESTIC MANUFACTURING

NWL's US Business is 57% Domestic Manufacturing & 43% Imports 1

1. Domestic Manufacturing includes two USMCA compliant facilities in Mexico

© Newell Brands 10

TARIFF RESPONSE: PROTECTING STRUCTURAL ECONOMICS & CAPABILITIES TOP 2 PRIORITIES

WHAT HAPPENED:

2025 Tariff Headwind

• $174M cash impact

• $114M P&L impact

(~$0.23/share)

Sourcing

• Qualified alternate

  sourcing

• Country of origin shifts

WHAT WE DID:

Productivity

• Incremental FUEL supply

  chain savings

• OH & discretionary spend control

  Pricing

  Three rounds executed

  1. April 1

  2. May 1

  3. July 28

WHAT WAS PROTECTED:

Normalized

Gross Margin 1

+10 bps

Normalized

Operating Margin 1

+20 bps

A&P

Investment

+50 bps

Net Leverage

Ratio 1

~5x

1. Refer to appendix for reconciliations to GAAP figures

© Newell Brands 11

BUT THIS CAME AT THE EXPENSE OF TOP LINE SALES AS COMPETITION WAS SLOW TO PRICE

MANY OF OUR BRANDS ARE CATEGORY LEADERS IN THE US

and Ball®, TM of Ball Corporation, used under license

© Newell Brands 12

THE NET EFFECT WAS TARIFFS DELAYED NWL'S

FINANCIAL PROGRESSION BY A YEAR

Core Sales Growth (y/y change) 1

Normalized Gross Margin 1

$882

$900

34.1% 34.2%

-3.4% -4.6%

FY'24 FY'25

Normalized EBITDA to Net Sales ($M) 1

11.9% 12.2%

FY'24 FY'25

FY'24 FY'25

Net Leverage Ratio 1

4.9x 5.1x

FY'24 FY'25

1. Refer to appendix for reconciliations to GAAP figures

© Newell Brands 13

BUT WE SHOULD NOT LOSE SIGHT OF THE FACT THAT VERY STRONG PROGRESS HAS BEEN MADE

$882

$782

Core Sales Growth (y/y change) 1

Normalized Gross Margin 1

34.2%

-4.6%

29.5%

-12.1%

FY'23 FY'25

Normalized EBITDA to Net Sales ($M) 1

12.2%

FY'23 FY'25

6.5x Net Leverage Ratio 1

5.1x

9.6%

FY'23 FY'25

1. Refer to appendix for reconciliations to GAAP figures

Q2'23 FY'25

© Newell Brands 14

INNOVATION

DATA INTEGRITY,

REPORTING & ANALYTICS

BRAND

BUILDING

PROCUREMENT /

STRATEGIC

SOURCING

HUMAN

CAPITAL

CONSUMER &

CUSTOMER UNDERSTANDING

GO-TO-MARKET &

RETAIL EXECUTION

ENABLING

CAPABILITIES

BRAND

COMMUNICATIONS

END-TO-END

SUPPLY CHAIN

INTERNATIONAL

GO-TO-MARKET

AND WHILE WE WERE ADJUSTING TO TARIFFS, WORK TO DRAMATICALLY IMPROVE NWL'S CAPABILITY SET CONTINUED…

NWL'S KEY CAPABILITIES HAVE IMPROVED RAPIDLY, POSITIONING FOR FUTURE GROWTH

© Newell Brands 15

KEY MESSAGES

1

Newell Brands' multi-year capability-based turnaround remains on-track

2

Early, broad and deep executive sponsorship of AI

(Quantum Leap) is further strengthening NWL's capabilities

and accelerating innovation and distribution wins

AI harvested simplification efforts and a strong domestic

3 manufacturing footprint support NWL's long-term financial algorithm and shareholder value proposition

© Newell Brands 16

AI ENABLEMENT: AN OPERATIONAL APPROACH

BUILT TO DRIVE SPEED, EFECTIVENESS & EFFICIENCY

EXECUTIVE MEMBER STEERING COMMITTEE

QUANTUM LEAP TEAM

FUNCTIONAL LEVEL NAVIGATORS

Build the base for AI adoption and culture change

Foundational

Re-imagine workflows and functions

Functional

Transform entire value chains at scale

Enterprise

© Newell Brands 17

THE QUANTUM LEAP JOURNEY: FROM EXPERIMENTS TO ENTERPRISE OPERATING TRANSFORMATION

QUANTUM LEAP

Ongoing

GRASSROOTS

2024

• Core governance Steering

  Committee

• Grassroots, function-led AI experiments

• Fast learning

  STRATEGIC PIVOT

  Mid 2025

• AI requires cultural and operating model transformation

• Learnings from scaled operational change programs (OVID, Productivity, PEAK, Automation)

• Shift from "use cases" → "how work gets done"

• Anchored to NWL strategy, focused on value creation (Sales, Margin, OH, Cash)

• Enterprise capability and workflow redesign, not isolated tools or use cases

  © Newell Brands 18

  AI OPERATIONALIZED ACROSS THE BUSINESS TO ACCELERATE PROFITABLE TOP-LINE GROWTH

  AI Steering Committee is CEO & executive-sponsored, cross-functional, with top technologists

  Workflow redesigns are driving productivity, improving outcomes and accelerating cycle time

  33 AI Navigators providing embedded, functional AI leadership across the enterprise

  2,000+ employees actively enabled as AI is deployed across the enterprise

  100+ active use cases deployed across multiple functions

  © Newell Brands 19

  NWL IS INNOVATING AGAIN…

  GREATER BREADTH, SPEED & INVESTMENT SUPPORTING GROWTH

  • AI-enabled ideation, design and prototyping

  • AI-enabled consumer understanding, co-creation and testing

  • Faster iteration cycles from concept to launch

Innovation, Speed & Capability

• AI-enabled digital content creation

• AI-enabled marketing activation

Marketing Activation

• Highest A&P investment in company history 1

• Strong retailer activation behind

  key launches

• Improved go-to-market execution

Investment & Retail Execution

1. Refers to period following Jarden acquisition in 2016

© Newell Brands 20