Newell Brands : NWL 2026 CAGNY Conference Presentation

About this update from Newell Brands Inc.

CAGNY February 2026 Chris Peterson President & Chief Executive Officer Mark Erceg Chief Financial Officer Chris Peterson President & Chief Executive Officer NEWELL AT A GLANCE $7.2 B Net sales $882 M Normalized 1 EBITDA 25 brands ~90% of net sales 10 countries ~90% of net sales 39 % international sales ~22 K employees Top 10 Brands Top 10 International Markets UK Canada France Japan Mexico Brazil Germany Australia Italy Spain All statistics as of 2025 Year-End; unless otherwise noted 1 Refer to Appendix for reconciliations to GAAP figures © Newell Brands 4 A DIVERSE PORTFOLIO WITH GLOBAL REACH FY 2025 SEGMENT REVENUE Outdoor & Recreation 10% FY 2025 REGIONAL REVENUE LATAM 11% Learning & Development 37% Home & Commercial Solutions 52% EMEA 17% APAC 7% Canada 4% United States 61% Totals may not add due to rounding © Newell Brands Slide 5 KEY MESSAGES 1 Newell Brands' multi-year capability-based turnaround remains on-track Early, broad and deep executive sponsorship of AI (Quantum Leap) is further strengthening NWL's capabilities and accelerating innovation and distribution wins AI harvested simplification efforts and a strong domestic manufacturing footprint support NWL's long-term financial algorithm and shareholder value proposition © Newell Brands 6 IN 2023, NWL BEGAN A MULTI-YEAR TURNAROUND BASED ON A CAPABILITY ASSESSMENT… INNOVATION DATA INTEGRITY, REPORTING & ANALYTICS BRAND BUILDING PROCUREMENT / STRATEGIC SOURCING HUMAN CAPITAL CONSUMER & CUSTOMER UNDERSTANDING GO-TO-MARKET & RETAIL EXECUTION ENABLING CAPABILITIES BRAND COMMUNICATIONS END-TO-END SUPPLY CHAIN INTERNATIONAL GO-TO-MARKET NWL'S CAPABILITY SET WAS WORST IN CLASS AMONG CONSUMER PRODUCT COMPANIES © Newell Brands 7 NWL'S NEW STRATEGY HAS FIVE VERY CLEAR WHERE TO PLAY & HOW TO WIN CHOICES © Newell Brands 8 NWL'S CAPABILITY FOCUS & CLEAR STRATEGY CHOICES DROVE A VERY FAST START Core Sales Growth (y/y change) 1 Normalized Gross Margin 1 34.1% -3.4% 29.5% -12.1% FY'23 FY'24 FY'23 FY'24 Normalized EBITDA to Net Sales ($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 April 1 May 1 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 Refers to period following Jarden acquisition in 2016 © Newell Brands 20 Attention : This is an excerpt of the original content. 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