Newell Brands Inc. · NASDAQ:NWL
Newell Brands — CAGNY 2026
59 slides from Newell Brands's conference presentation, February 2026
Slide 1: CAGNY February 2026
CAGNY February 2026 Chris Peterson President & Chief Executive Officer Mark Erceg Chief Financial Officer
Slide 2: Forward Looking Statements
FORWARD LOOKING STATEMENTS Some of the statements in this presentation and its exhibits, particularly those anticipating future financial performance, business prospects, growth, operating strategies, future macroeconomic conditions and similar matters, are forward-looking statements within the mean
Slide 3: Chris Peterson, President & Chief Executive Officer
Chris Peterson President & Chief Executive Officer
Slide 4: Newell at a Glance
NEWELL AT A GLANCE $7.2B $882M 25 10 39% ~22K Net sales Normalized1 brands countries international employees EBITDA ~90% of net sales ~90% of net sales sales Top 10 Brands Top 10 International Markets UK Canada France Japan Mexico Brazil Germany Australia Italy Spain All statistics as of 2025 Year-E
Slide 5: A Diverse Portfolio with Global Reach
A DIVERSE PORTFOLIO WITH FY 2025 SEGMENT REVENUE FY 2025 REGIONAL REVENUE GLOBAL Outdoor & REACH Recreation 10% LATAM 11% Home & EMEA 17% Commercial Solutions 52% APAC Learning & 7% Development United States 37% Canada 4% 61% Totals may not add due to rounding © Newell Brands Slide 5
Slide 6: Key Messages
KEY MESSAGES Newell Brands’ multi-year capability-based turnaround 1 remains on-track Early, broad and deep executive sponsorship of AI (Quantum 2 Leap) is further strengthening NWL’s capabilities and accelerating innovation and distribution wins AI harvested simplification efforts and a strong dome
Slide 7: In 2023, NWL Began a Multi-Year Turnaround Based on a Capability Assessment
IN 2023, NWL BEGAN A MULTI-YEAR TURNAROUND BASED ON A CAPABILITY ASSESSMENT… DATA INTEGRITY, INNOVATION REPORTING & ANALYTICS BRAND PROCUREMENT / HUMAN BUILDING STRATEGIC CAPITAL SOURCING CONSUMER & ENABLING GO-TO-MARKET & CUSTOMER CAPABILITIES RETAIL EXECUTION UNDERSTANDING BRAND END-TO-END COMMUNI
Slide 8: NWL's New Strategy Has Five Very Clear Where to Play & How to Win Choices
NWL’S NEW STRATEGY HAS FIVE VERY CLEAR WHERE TO PLAY & HOW TO WIN CHOICES © Newell Brands 8
Slide 9: Capability Focus & Clear Strategy Choices Drove a Very Fast Start
NWL’S CAPABILITY FOCUS & CLEAR STRATEGY CHOICES DROVE A VERY FAST START Core Sales Growth (y/y change) 1 Normalized Gross Margin 1 34.1% -3.4% 29.5% -12.1% FY'23 FY'24 FY'23 FY'24 Normalized EBITDA to Net Sales ($M) 1 Net Leverage Ratio 1 11.9% 6.5x $900 4.9x 9.6% $782 FY'23 FY'24 Q2'23 FY'24 1. Ref
Slide 10: Until Global Trade Was Swiftly Realigned to Encourage Domestic Manufacturing
UNTIL GLOBAL TRADE WAS SWIFTLY REALIGNED TO ENCOURAGE DOMESTIC MANUFACTURING NWL’s US Business is 57% Domestic Manufacturing & 43% Imports 1 © Newell Brands 10 1. Domestic Manufacturing includes two USMCA compliant facilities in Mexico
Slide 11: Tariff Response: Protecting Structural Economics & Capabilities
TARIFF RESPONSE: PROTECTING STRUCTURAL ECONOMICS & CAPABILITIES TOP 2 PRIORITIES WHAT HAPPENED: WHAT WE DID: 2025 Tariff Headwind Sourcing Productivity Pricing • $174M cash impact • Qualified alternate • Incremental FUEL supply Three rounds executed • $114M P&L impact sourcing chain savings 1. April
Slide 12: But This Came at the Expense of Top Line Sales as Competition Was Slow to Price
BUT THIS CAME AT THE EXPENSE OF TOP LINE SALES AS COMPETITION WAS SLOW TO PRICE MANY OF OUR BRANDS ARE CATEGORY LEADERS IN THE US and Ball®, TM of Ball Corporation, used under license © Newell Brands 12
Slide 13: The Net Effect Was Tariffs Delayed NWL's Financial Progression by a Year
THE NET EFFECT WAS TARIFFS DELAYED NWL’S FINANCIAL PROGRESSION BY A YEAR Core Sales Growth (y/y change) 1 Normalized Gross Margin 1 34.1% 34.2% -3.4% -4.6% FY'24 FY'25 FY'24 FY'25 Normalized EBITDA to Net Sales ($M) 1 Net Leverage Ratio 1 12.2% 11.9% $882 $900 4.9x 5.1x FY'24 FY'25 FY'24 FY'25 © New
Slide 14: But We Should Not Lose Sight of the Strong Progress Made
BUT WE SHOULD NOT LOSE SIGHT OF THE FACT THAT VERY STRONG PROGRESS HAS BEEN MADE Core Sales Growth (y/y change) 1 Normalized Gross Margin 1 34.2% -4.6% 29.5% -12.1% FY'23 FY'25 FY'23 FY'25 Normalized EBITDA to Net Sales ($M) 1 6.5x Net Leverage Ratio 1 12.2% $882 5.1x 9.6% $782 FY'23 FY'25 Q2'23 FY'
Slide 15: Work to Dramatically Improve NWL's Capability Set Continued
AND WHILE WE WERE ADJUSTING TO TARIFFS, WORK TO DRAMATICALLY IMPROVE NWL’S CAPABILITY SET CONTINUED… DATA INTEGRITY, INNOVATION REPORTING & ANALYTICS BRAND PROCUREMENT / HUMAN BUILDING STRATEGIC CAPITAL SOURCING CONSUMER & ENABLING GO-TO-MARKET & CUSTOMER CAPABILITIES RETAIL EXECUTION UNDERSTANDING
Slide 16: Key Messages
KEY MESSAGES Newell Brands’ multi-year capability-based turnaround 1 remains on-track Early, broad and deep executive sponsorship of AI 2 (Quantum Leap) is further strengthening NWL’s capabilities and accelerating innovation and distribution wins AI harvested simplification efforts and a strong dome
Slide 17: AI Enablement: An Operational Approach Built to Drive Speed, Effectiveness & Efficiency
AI ENABLEMENT: AN OPERATIONAL APPROACH BUILT TO DRIVE SPEED, EFECTIVENESS & EFFICIENCY EXECUTIVE MEMBER STEERING COMMITTEE QUANTUM LEAP TEAM FUNCTIONAL LEVEL NAVIGATORS Foundational Functional Enterprise Build the base for Re-imagine Transform entire AI adoption and workflows and value chains at cul
Slide 18: The Quantum Leap Journey: From Experiments to Enterprise Operating Transformation
THE QUANTUM LEAP JOURNEY: FROM EXPERIMENTS TO ENTERPRISE OPERATING TRANSFORMATION QUANTUM LEAP Ongoing • Anchored to NWL strategy, STRATEGIC PIVOT focused on value creation Mid 2025 (Sales, Margin, OH, Cash) • Enterprise capability and GRASSROOTS workflow redesign, not • AI requires cultural and 202
Slide 19: AI Operationalized Across the Business to Accelerate Profitable Top-Line Growth
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
Slide 20: NWL Is Innovating Again
NWL IS INNOVATING AGAIN… GREATER BREADTH, SPEED & INVESTMENT SUPPORTING GROWTH Innovation, Speed Marketing Investment & & Capability Activation Retail Execution • AI-enabled ideation, design and • AI-enabled digital content • Highest A&P investment in prototyping creation company history 1 • AI-enab
Slide 21: Innovation: A Multi-Year Journey Accelerated by AI Enablement
INNOVATION… A MULTI-YEAR JOURNEY ACCELERATED BY AI ENABLEMENT Year Tier 1 & Tier 2 Launches • 10K+ margin dilutive SKUs launched Lack of Consumer 2023 1 Relevant Innovation • Limited consumer insights • Inconsistent process • Stopped the bleeding 2024 8 Complete Reset • Invested in consumer insights
Slide 22: Innovation… Writing
INNOVATION… WRITING © Newell Brands 22
Slide 23: Innovation… Baby: EasyTurn Car Seat
EasyTurn 360 INNOVATION… 2-in-1 Convertible Car seat BABY Turns to face you +860bps share 1 for easy in and out Since January 2025 Launch 1. Based on 2024 Baby Gear Brand Health Tracker Data Source: Circana YTD thru Nov 2025, Turning Car Seat Market
Slide 24: Turn. Slide. Smile.
Turn. Slide. Smile. Slides to you for seamless ins and outs. SnugRide® Turn & Slide Infant Car Seat Market Set FEB 2026 Turns and slides to you for easy ins & outs, even in tight parking spaces!
Slide 25: Innovation… Kitchen
INNOVATION… KITCHEN TURBOCHARGED BLENDING LIKE NEVER BEFORE Effortlessly power through ice, frozen fruit and so much more • POWER • QUALITY BLADES • EASY TO CLEAN • MULTI-FUNCTIONAL • DURABLE A unique 10-blade stack features 4 titanium-coated blades to process whole fruits and vegetables in seconds
Slide 26: Innovation… Home Fragrance
INNOVATION… HOME FRAGRANCE © Newell Brands 26
Slide 27: Innovation… Outdoor & Recreation
INNOVATION… OUTDOOR & RECREATION © Newell Brands 27
Slide 28: bubba: the antidote to average
the antidote to average: bubba isn't just big in capacity, —_ it's big in attitude
Slide 29: Snap 'N Go Cooler
SNAP ‘N GO COOLER He
Slide 30: Driving Distribution Gains Through Improved Go-to-market Capabilities
DRIVING DISTRIBUTION GAINS THROUGH… Improved Go-to-market Capabilities, Stronger Innovation & Tariff Advantaged Manufacturing DISTRIBUTION MOMENTUM HAS TURNED POSITIVE 1H’25 FY’25 FY’26E © Newell Brands 30
Slide 31: Extensive Line Up of Blenders Leading to Increased Points of Distribution
EXTENSIVE LINE UP OF BLENDERS LEADING TO INCREASED POINTS OF DISTRIBUTION $22.98 $199.99 Tariff Advantaged Manufacturing © Newell Brands 31
Slide 32: From Execution to Economics
FROM EXECUTION TO ECONOMICS Translating capabilities and commercial momentum into financial outcomes
Slide 33: Mark Erceg, Chief Financial Officer
Mark Erceg Chief Financial Officer
Slide 34: Key Messages
KEY MESSAGES Newell Brands’ multi-year capability-based turnaround 1 remains on-track Early, broad and deep executive sponsorship of AI (Quantum 2 Leap) is further strengthening NWL’s capabilities and accelerating innovation and distribution wins AI harvested simplification efforts and a strong dome
Slide 35: NWL Has Driven Dramatic Simplification Over the Past Several Years
NWL HAS DRIVEN DRAMATIC SIMPLIFICATION OVER THE PAST SEVERAL YEARS SKU Count Brand Reduction Supply Chain OVID (U.S.) 23 standalone One Order ~80% SKU ~80 brands in 2023 supply chains fully One Truck Rationalization P5Y <55 brands today integrated One Invoice Suppliers Distributors Legal Entities Of
Slide 36: ERP Integration: A Highly Fragmented Starting Point
ERP INTEGRATION: A HIGHLY FRAGMENTED STARTING POINT 10 N. AMERICA 22 11 APAC LATAM 13 2016 Baseline EMEA (Post-Jarden Acquisition) • Exceedingly complicated ERP landscape • Multiple local ERPs by country & business unit • Numerous instances within SAP • Core SAP global sales coverage only ~35% © New
Slide 37: ERP Integration: Planned Completion Fall 2026
ERP INTEGRATION: PLANNED COMPLETION FALL 2026 N. AMERICA EMEA APAC End State 1 One consolidated global IT backbone / ERP system1 with ~95% of the global business on one core instance of SAP LATAM Enabling scale, speed & facilitating AI deployment across the enterprise 1. Core SAP + Brazil (regulator
Slide 38: ERP Integration: A Simplified Foundation for AI-Powered Growth
ERP INTEGRATION: A SIMPLIFIED FOUNDATION FOR AI-POWERED GROWTH Unify Governance & Accelerate the Simplify the Core Focus on Data Quality AI Journey ~95% of global business on Establishes framework for Data foundation enables core instance of SAP leveraging data effectively AI Readiness NWL’s digital
Slide 39: Simplification Efforts Are Being Harvested: AI Enablement Provides Significant Runway
SIMPLIFICATION EFFORTS ARE BEING HARVESTED: AI ENABLEMENT PROVIDES SIGNIFICANT RUNWAY Progress Made 1 NWL Headcount 25K ✓ In Q3’25, OH declined for the first time in ~3 years 24K ✓ In Q4’25, OH declined for the second time in ~3 years 22K 2023 2024 2025 More Efficient Ways of Working Should Enable F
Slide 40: End-to-End Supply Chain & Procurement / Strategic Sourcing Highlights
END-TO-END SUPPLY CHAIN & PROCUREMENT / STRATEGIC SOURCING HIGHLIGHTS Invested ~$2B in U.S. manufacturing since 2017 Tax Cuts & Jobs Act 41 plants strategically located around the world China to U.S. sourcing reduced from ~35%1 (several years ago) to <10%1 Generating significant year-over-year cost
Slide 41: North America Manufacturing Footprint
NORTH AMERICA MANUFACTURING FOOTPRINT Location # of Plants Acuna, MEX 1 Indiana 2 Kansas 3 Massachusetts 1 Mexicali, MEX 1 Missouri 1 North Carolina 1 Ohio 1 Tennessee 4 Virginia 1 Significant domestic manufacturing footprint provides NWL with 19 tariff advantaged categories Wisconsin 1 © Newell Bra
Slide 42: Capacity Utilization & Margin Impact
CAPACITY UTILIZATION & MARGIN IMPACT NWL’s highly automated Supply Chain has very favorable marginal economics on incremental sales 34.2% ~ ~ 8.4% Normalized GM% Normalized OM% Normalized GM% Normalized OM% 2025 1 Margin on Incremental Sales Incremental sales deliver outsized profitability gains © N
Slide 43: Case Study: Sharpie Marker Automation
CASE STUDY: SHARPIE MARKER AUTOMATION BEFORE AFTER 6 ~150 1 ~500 workers units/min operator units/min © Newell Brands 43
Slide 44: The Algorithm: Historic Actuals vs. Targeted Structural Economics
THE ALGORITHM: HISTORIC ACTUALS VS. TARGETED STRUCTURAL ECONOMICS 2023 2024 2025 2026E 2 Future State 3 Normalized Gross Margin 1 29.5% 34.1% 34.2% About Flat 4 37% to 38% A&P 4.6% 5.5% 6.0% Up slightly 6% to 7% Normalized Overheads 1 18.8% 20.4% 19.8% Down ~80 bps 17% to 18% Normalized Operating Ma
Slide 45: Strong Cash Generation Supports Deleveraging Over Time
STRONG CASH GENERATION SUPPORTS DELEVERAGING OVER TIME Cash Generation & Capital Discipline Net Leverage Ratio 1 • 2026 Operating Cash Flow expected to be up 6.5x ~+40% vs 2025 1 ✓ Normalized EBITDA growth 4.9x 5.1x ✓ Lower cash taxes ✓ Lower cash bonus payout ✓ Shorter cash conversion cycle 2.5x •
Slide 46: We Are Committed to Profitable Growth and Strong Cash Flow
WE ARE COMMITTED TO PROFITABLE GROWTH AND STRONG CASH FLOW Long-Term Evergreen Financial Annual Targets 50 bps Operating Low Single-Digit ~90% FCF Margin Core Sales Growth Productivity Improvement 1 Capital Allocation Strategy Fund high return De-lever to 2.5x Target 30% to 35% internal growth inves
Slide 47: Why Newell Brands Now
WHY NEWELL BRANDS NOW A stronger, more capable Newell — positioned to grow & create value Capabilities Rebuilt: Simplified, AI-enabled platform with strong domestic manufacturing Commercial Momentum: Innovation at scale, improving distribution, increased A&P support Disciplined Financial Algorithm:
Slide 48: © Newell Brands 48
© Newell Brands 48
Slide 49: Appendix
Appendix © Newell Brands 49
Slide 50: Non-GAAP Information
NON-GAAP INFORMATION This presentation and the accompanying remarks contain non-GAAP financial measures within the meaning of Regulation G promulgated by the U.S. Securities and Exchange Commission (the "SEC") and includes a reconciliation of non-GAAP financial measures to the most directly comparab
Slide 51: Reconciliation of GAAP and Non-GAAP Information (Unaudited)
Reconciliation of GAAP and Non-GAAP Information (Unaudited) © Newell Brands 51
Slide 52: Reconciliation of GAAP and Non-GAAP Information (Unaudited)
Reconciliation of GAAP and Non-GAAP Information (Unaudited) © Newell Brands 52
Slide 53: Reconciliation of GAAP and Non-GAAP Information (Unaudited)
Reconciliation of GAAP and Non-GAAP Information (Unaudited) © Newell Brands 53
Slide 54: Reconciliation of GAAP and Non-GAAP Information (Unaudited)
Reconciliation of GAAP and Non-GAAP Information (Unaudited) © Newell Brands 54
Slide 55: Reconciliation of GAAP and Non-GAAP Information (Unaudited)
Reconciliation of GAAP and Non-GAAP Information (Unaudited) © Newell Brands 55
Slide 56: Reconciliation of GAAP and Non-GAAP Information (Unaudited)
Reconciliation of GAAP and Non-GAAP Information (Unaudited) © Newell Brands 56
Slide 57: Reconciliation of GAAP and Non-GAAP Information (Unaudited)
Reconciliation of GAAP and Non-GAAP Information (Unaudited) © Newell Brands 57
Slide 58: Reconciliation of GAAP and Non-GAAP Information (Unaudited)
Reconciliation of GAAP and Non-GAAP Information (Unaudited) © Newell Brands 58
Slide 59: © Newell Brands 59
© Newell Brands 59