Edgewell Personal Care : CDP Climate Change Report 2025

Edgewell Personal

2025 CDP Corporate Questionnaire

Word version

This document is an export of your organization’s CDP questionnaire response. It contains all data points for questions that are answered or in progress. There may be questions or data points that you have been requested to provide, which are missing from this document because they are currently unanswered. Please note that it is your responsibility to verify that your questionnaire response is complete prior to submission. CDP will not be liable for any failure to do so.

Read full terms of disclosure

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09/19/2025, 08:15 pm

Contents

C1. Introduction 6

(1.1) In which language are you submitting your response? 6

(1.2) Select the currency used for all financial information disclosed throughout your response. 6

(1.3) Provide an overview and introduction to your organization. 6

(1.4) State the end date of the year for which you are reporting data. For emissions data, indicate whether you will be providing emissions data for past reporting years. 7

(1.4.1) What is your organization’s annual revenue for the reporting period? 7

(1.5) Provide details on your reporting boundary 8

(1.6) Does your organization have an ISIN code or another unique identifier (e.g., Ticker, CUSIP, etc.)? 8

(1.7) Select the countries/areas in which you operate. 10

(1.24) Has your organization mapped its value chain? 10

C2. Identification, assessment, and management of dependencies, impacts, risks, and opportunities 12

(2.1) How does your organization define short-, medium-, and long-term time horizons in relation to the identification, assessment, and management of your environmental dependencies, impacts, risks, and opportunities? 12

(2.2) Does your organization have a process for identifying, assessing, and managing environmental dependencies and/or impacts? 13

(2.2.1) Does your organization have a process for identifying, assessing, and managing environmental risks and/or opportunities? 14

(2.2.2) Provide details of your organization’s process for identifying, assessing, and managing environmental dependencies, impacts, risks, and/or opportunities. 14

(2.2.7) Are the interconnections between environmental dependencies, impacts, risks and/or opportunities assessed? 18

(2.3) Have you identified priority locations across your value chain? 19

(2.4) How does your organization define substantive effects on your organization? 20

C3. Disclosure of risks and opportunities 23

(3.1) Have you identified any environmental risks which have had a substantive effect on your organization in the reporting year, or are anticipated to have a substantive effect on your organization in the future? 23

(3.1.1) Provide details of the environmental risks identified which have had a substantive effect on your organization in the reporting year, or are anticipated to have a substantive effect on your organization in the future. 23

(3.1.2) Provide the amount and proportion of your financial metrics from the reporting year that are vulnerable to the substantive effects of environmental risks. 31

(3.5) Are any of your operations or activities regulated by a carbon pricing system (i.e. ETS, Cap & Trade or Carbon Tax)? 32

(3.6) Have you identified any environmental opportunities which have had a substantive effect on your organization in the reporting year, or are anticipated to have a substantive effect on your organization in the future? 32

(3.6.1) Provide details of the environmental opportunities identified which have had a substantive effect on your organization in the reporting year, or are anticipated to have a substantive effect on your organization in the future. 32

(3.6.2) Provide the amount and proportion of your financial metrics in the reporting year that are aligned with the substantive effects of environmental opportunities. 38

C4. Governance 39

(4.1) Does your organization have a board of directors or an equivalent governing body? 39

(4.1.1) Is there board-level oversight of environmental issues within your organization? 40

(4.1.2) Identify the positions (do not include any names) of the individuals or committees on the board with accountability for environmental issues and provide details of

the board’s oversight of environmental issues. 40

(4.2) Does your organization’s board have competency on environmental issues? 41

(4.3) Is there management-level responsibility for environmental issues within your organization? 42

(4.3.1) Provide the highest senior management-level positions or committees with responsibility for environmental issues (do not include the names of individuals). 43

(4.5) Do you provide monetary incentives for the management of environmental issues, including the attainment of targets? 47

(4.5.1) Provide further details on the monetary incentives provided for the management of environmental issues (do not include the names of individuals) 48

(4.6) Does your organization have an environmental policy that addresses environmental issues? 52

(4.6.1) Provide details of your environmental policies. 53

(4.10) Are you a signatory or member of any environmental collaborative frameworks or initiatives? 55

(4.11) In the reporting year, did your organization engage in activities that could directly or indirectly influence policy, law, or regulation that may (positively or negatively) impact the environment? 55

(4.11.2) Provide details of your indirect engagement on policy, law, or regulation that may (positively or negatively) impact the environment through trade associations or other intermediary organizations or individuals in the reporting year 56

(4.12) Have you published information about your organization’s response to environmental issues for this reporting year in places other than your CDP response? 59

(4.12.1) Provide details on the information published about your organization’s response to environmental issues for this reporting year in places other than your CDP response. Please attach the publication. 59

C5. Business strategy 61

(5.1) Does your organization use scenario analysis to identify environmental outcomes? 61

(5.1.1) Provide details of the scenarios used in your organization’s scenario analysis. 61

(5.1.2) Provide details of the outcomes of your organization’s scenario analysis. 70

(5.2) Does your organization’s strategy include a climate transition plan? 71

(5.3) Have environmental risks and opportunities affected your strategy and/or financial planning? 72

(5.3.1) Describe where and how environmental risks and opportunities have affected your strategy 73

(5.3.2) Describe where and how environmental risks and opportunities have affected your financial planning 76

(5.4) In your organization’s financial accounting, do you identify spending/revenue that is aligned with your organization’s climate transition? 77

(5.10) Does your organization use an internal price on environmental externalities? 77

(5.11) Do you engage with your value chain on environmental issues? 77

(5.11.1) Does your organization assess and classify suppliers according to their dependencies and/or impacts on the environment? 79

(5.11.2) Does your organization prioritize which suppliers to engage with on environmental issues? 80

(5.11.5) Do your suppliers have to meet environmental requirements as part of your organization’s purchasing process? 81

(5.11.6) Provide details of the environmental requirements that suppliers have to meet as part of your organization’s purchasing process, and the compliance measures in place. 82

(5.11.7) Provide further details of your organization’s supplier engagement on environmental issues. 83

(5.11.9) Provide details of any environmental engagement activity with other stakeholders in the value chain. 85

C6. Environmental Performance — Consolidation Approach 88

(6.1) Provide details on your chosen consolidation approach for the calculation of environmental performance data 88

C7. Environmental performance — Climate Change 89

(7.1) Is this your first year of reporting emissions data to CDP? 89

(7.1.1) Has your organization undergone any structural changes in the reporting year, or are any previous structural changes being accounted for in this disclosure of emissions data? 89

(7.1.2) Has your emissions accounting methodology, boundary, and/or reporting year definition changed in the reporting year? 89

(7.2) Select the name of the standard, protocol, or methodology you have used to collect activity data and calculate emissions. 90

(7.3) Describe your organization’s approach to reporting Scope 2 emissions 90

(7.4) Are there any sources (e.g. facilities, specific GHGs, activities, geographies, etc.) of Scope 1, Scope 2 or Scope 3 emissions that are within your selected reporting boundary which are not included in your disclosure? 90

(7.4.1) Provide details of the sources of Scope 1, Scope 2, or Scope 3 emissions that are within your selected reporting boundary which are not included in your disclosure.

. 90

(7.5) Provide your base year and base year emissions 92

(7.6) What were your organization’s gross global Scope 1 emissions in metric tons CO2e? 93

(7.7) What were your organization’s gross global Scope 2 emissions in metric tons CO2e? 94

(7.8) Account for your organization’s gross global Scope 3 emissions, disclosing and explaining any exclusions 94

(7.9) Indicate the verification/assurance status that applies to your reported emissions 99

(7.9.1) Provide further details of the verification/assurance undertaken for your Scope 1 emissions, and attach the relevant statements. 99

(7.9.2) Provide further details of the verification/assurance undertaken for your Scope 2 emissions and attach the relevant statements. 100

(7.10) How do your gross global emissions (Scope 1 and 2 combined) for the reporting year compare to those of the previous reporting year? 103

(7.10.1) Identify the reasons for any change in your gross global emissions (Scope 1 and 2 combined), and for each of them specify how your emissions compare to the previous year 103

(7.10.2) Are your emissions performance calculations in 7.10 and 7.10.1 based on a location-based Scope 2 emissions figure or a market-based Scope 2 emissions figure?

. 109

(7.12) Are carbon dioxide emissions from biogenic carbon relevant to your organization? 109

(7.15) Does your organization break down its Scope 1 emissions by greenhouse gas type? 109

(7.15.1) Break down your total gross global Scope 1 emissions by greenhouse gas type and provide the source of each used global warming potential (GWP). 109

(7.16) Break down your total gross global Scope 1 and 2 emissions by country/area. 111

(7.17) Indicate which gross global Scope 1 emissions breakdowns you are able to provide. 120

(7.17.1) Break down your total gross global Scope 1 emissions by business division. 120

(7.17.2) Break down your total gross global Scope 1 emissions by business facility 121

(7.20) Indicate which gross global Scope 2 emissions breakdowns you are able to provide. 142

(7.20.1) Break down your total gross global Scope 2 emissions by business division. 142

(7.20.2) Break down your total gross global Scope 2 emissions by business facility 142

(7.22) Break down your gross Scope 1 and Scope 2 emissions between your consolidated accounting group and other entities included in your response. 162

(7.23) Is your organization able to break down your emissions data for any of the subsidiaries included in your CDP response? 163

(7.29) What percentage of your total operational spend in the reporting year was on energy? 164

(7.30) Select which energy-related activities your organization has undertaken. 164

(7.30.1) Report your organization’s energy consumption totals (excluding feedstocks) in MWh 164

(7.30.6) Select the applications of your organization’s consumption of fuel. 167

(7.30.7) State how much fuel in MWh your organization has consumed (excluding feedstocks) by fuel type. 167

(7.30.9) Provide details on the electricity, heat, steam, and cooling your organization has generated and consumed in the reporting year 172

(7.30.14) Provide details on the electricity, heat, steam, and/or cooling amounts that were accounted for at a zero or near-zero emission factor in the market-based Scope 2 figure reported in 7.7 175

(7.30.16) Provide a breakdown by country/area of your electricity/heat/steam/cooling consumption in the reporting year 175

(7.45) Describe your gross global combined Scope 1 and 2 emissions for the reporting year in metric tons CO2e per unit currency total revenue and provide any additional intensity metrics that are appropriate to your business operations 189

(7.53) Did you have an emissions target that was active in the reporting year? 190

(7.53.1) Provide details of your absolute emissions targets and progress made against those targets. 190

(7.54) Did you have any other climate-related targets that were active in the reporting year? 194

(7.54.1) Provide details of your targets to increase or maintain low-carbon energy consumption or production. 194

(7.54.2) Provide details of any other climate-related targets, including methane reduction targets 197

(7.55) Did you have emissions reduction initiatives that were active within the reporting year? Note that this can include those in the planning and/or implementation phases. 199

(7.55.1) Identify the total number of initiatives at each stage of development, and for those in the implementation stages, the estimated CO2e savings. 199

(7.55.2) Provide details on the initiatives implemented in the reporting year in the table below 200

(7.55.3) What methods do you use to drive investment in emissions reduction activities? 210

(7.74) Do you classify any of your existing goods and/or services as low-carbon products? 213

(7.79) Has your organization retired any project-based carbon credits within the reporting year? 213

C13. Further information & sign off 214

(13.1) Indicate if any environmental information included in your CDP response (not already reported in 7.9.1/2/3, 8.9.1/2/3/4, and 9.3.2) is verified and/or assured by a third party? 214

(13.1.1) Which data points within your CDP response are verified and/or assured by a third party, and which standards were used? 214

(13.3) Provide the following information for the person that has signed off (approved) your CDP response. 215

‌(1.1) In which language are you submitting your response?

Select from:

☑ English

‌(1.2) Select the currency used for all financial information disclosed throughout your response.

Select from:

☑ USD

‌(1.3) Provide an overview and introduction to your organization.

(1.3.2) Organization type

Select from:

☑ Publicly traded organization

(1.3.3) Description of organization

Edgewell Personal Care Company is a leading pure-play consumer products company with an attractive, diversified portfolio of established brand names including Schick®, Wilkinson Sword® and Billie® men’s and women’s shaving systems and disposable razors; Edge and Skintimate® shave preparations; Playtex®, Stayfree®, Carefree® and o.b.® feminine care products; Banana Boat®, Hawaiian Tropic®, Bulldog®, Jack Black®, and CREMO® sun and skin care products; and Wet Ones® products. The Company has a broad global footprint and operates in more than 50 markets. As of September 30, 2024, the company had approximately 6,700 employees worldwide. At Edgewell, we view sustainability as key to our growth and an important aspect of our long-term plan and success. Our Sustainable Care 2030 strategy forms a roadmap for our progress, setting out our sustainability vision and clear actions for realizing it. We manage sustainability topics at the highest levels of our company. Edgewell’s Board of Directors and its Committees oversee our sustainability policies and practices, including our approach to managing climate impacts. Additionally, Edgewell’s Board is involved in oversight of risks affecting our business, which is informed by the company’s risk assessment and risk management processes. The Edgewell Leadership Team (ELT), led by our CEO, governs and shapes sustainability policies, goals and initiatives and is briefed by our Global Sustainability Vice President. The ELT plays a key role in embedding and driving Sustainable Care 2030 priorities in their respective business areas and reviews and approves our annual sustainability report. Our Global Sustainability Vice President reports to the Chief Operating Officer and is responsible for driving our sustainability strategy, embedding it as a key business enabler across the global organization and leading stakeholder engagement and sustainability reporting. The VP updates the ELT and the Board’s Corporate Governance Committee, as well as the full Board as appropriate, on sustainability-related topics.

Cautionary statement: Certain statements contained herein are “forward-looking statements” within the meaning of applicable securities laws and regulations. Forward-looking statements generally can be identified by the use of words or phrases such as “believe,” “expect,” “expectation,” “anticipate,” “may,” “could,” “intend,” “estimate,” “plan,” “target,” “predict,” “likely,” “will,” “should,” “forecast,” “outlook,” “strategy,” or other similar words or phrases. These statements are not based on historical facts but instead reflect our expectations, estimates or projections concerning future results or events. Many factors outside our control could affect the realization of these estimates. Factors that might cause or contribute to a material difference include, but are not limited to, the risks discussed in our filings with the Securities and Exchange Commission. However, it is not possible to predict or identify all such factors. Unlisted factors may present significant additional obstacles to the realization of forward-looking statements. While the list of factors presented here and discussed in our filings with the Securities and Exchange Commission are considered representative, no such list should be considered to be a complete statement of all potential risks and uncertainties. Additionally, while certain information herein may be important, it is not necessarily material for purposes of our reporting under various regulatory obligations, even if we use “material,” “materiality,” or similar language herein. All forward-looking statements should be evaluated with the understanding of their inherent uncertainty. These statements are not guarantees of performance and are inherently subject to known and unknown risks, uncertainties and assumptions that are difficult to predict and could cause our actual results to differ materially from those indicated by those statements. We cannot assure you that any of our expectations, estimates or projections will be achieved. The forward-looking statements included in this report are only made as of the date of this report, and we disclaim any obligation to publicly update any forward-looking statement to reflect subsequent events or circumstances, except as required by law. You should not place undue reliance on these statements. In addition, other risks and uncertainties not presently known to us or that we presently consider immaterial could significantly affect the forward-looking statement.

Risks and uncertainties include those detailed from time to time in our publicly filed documents, including in Item 1A. Risk Factors of Part I of our 2024 Annual Report. [Fixed row]

‌(1.4) State the end date of the year for which you are reporting data. For emissions data, indicate whether you will be providing emissions data for past reporting years.

[Fixed row]

‌(1.4.1) What is your organization’s annual revenue for the reporting period?

2253700000

‌(1.5) Provide details on your reporting boundary.

[Fixed row]

‌(1.6) Does your organization have an ISIN code or another unique identifier (e.g., Ticker, CUSIP, etc.)?

ISIN code - bond

(1.6.1) Does your organization use this unique identifier?

Select from:

☑ Yes

(1.6.2) Provide your unique identifier

28035Q1022

ISIN code - equity

(1.6.1) Does your organization use this unique identifier?

Select from:

☑ No

CUSIP number

Select from:

☑ No

Ticker symbol

Select from:

☑ No

SEDOL code

Select from:

☑ No

LEI number

Select from:

☑ No

D-U-N-S number

Select from:

☑ No

Other unique identifier

(1.6.1) Does your organization use this unique identifier?

Select from:

☑ No

[Add row]

‌(1.7) Select the countries/areas in which you operate.

Select all that apply

☑ Peru ☑ Spain

☑ Chile ☑ Canada

☑ China ☑ France

☑ Italy ☑ Mexico

☑ Japan ☑ Poland

☑ Austria ☑ New Zealand

☑ Czechia ☑ Puerto Rico

☑ Germany ☑ Taiwan, China

☑ Colombia ☑ Hong Kong SAR, China

☑ Australia ☑ United Arab Emirates

☑ United States of America

☑ United Kingdom of Great Britain and Northern Ireland

‌(1.24) Has your organization mapped its value chain?

(1.24.1) Value chain mapped

Select from:

☑ Yes, we have mapped or are currently in the process of mapping our value chain

(1.24.2) Value chain stages covered in mapping

Select all that apply

☑ Upstream value chain

(1.24.3) Highest supplier tier mapped

Select from:

☑ Tier 2 suppliers

(1.24.4) Highest supplier tier known but not mapped

Select from:

☑ Tier 3 suppliers

(1.24.7) Description of mapping process and coverage

When it comes to supplier performance management, sustainability is a core consideration. We pursue multiple avenues for engagement to understand suppliers’ sustainability efforts and in some instances provide our suppliers access to recommended actions to improve their sustainability score, which is representative of their sustainability performance and understanding of ethical and responsible sourcing practices. We utilize EcoVadis to help us monitor and assess supplier sustainability. Additionally, we take a risk-based approach to supplier oversight, conducting factory audits on suppliers not only in high-risk regions, but also based on EcoVadis ratings, customer requests and other business requirements.

[Fixed row]

‌(2.1) How does your organization define short-, medium-, and long-term time horizons in relation to the identification, assessment, and management of your environmental dependencies, impacts, risks, and opportunities?

Short-term

0

3

Consistent with our general business practices, climate-related commitments and issues are factored into the company’s strategy planning and/or enterprise risk management process which span short- and medium-term time horizons. These processes also take into consideration long-term commitments and issues, as applicable.

Medium-term

4

6

Consistent with our general business practices, climate-related commitments and issues are factored into the company’s strategy planning and/or enterprise risk management process which span short- and medium-term time horizons. These processes also take into consideration long-term commitments and issues, as applicable.

Long-term

(2.1.1) From (years)

7

(2.1.2) Is your long-term time horizon open ended?

Select from:

☑ Yes

(2.1.4) How this time horizon is linked to strategic and/or financial planning

Consistent with our general business practices, climate-related commitments and issues are factored into the company’s strategy planning and/or enterprise risk management process which span short- and medium-term time horizons. These processes also take into consideration long-term commitments and issues, as applicable.

[Fixed row]

‌(2.2) Does your organization have a process for identifying, assessing, and managing environmental dependencies and/or impacts?

[Fixed row]

‌(2.2.1) Does your organization have a process for identifying, assessing, and managing environmental risks and/or opportunities?

[Fixed row]

‌(2.2.2) Provide details of your organization’s process for identifying, assessing, and managing environmental

dependencies, impacts, risks, and/or opportunities.

Row 1

(2.2.2.1) Environmental issue

Select all that apply

☑ Climate change

Select all that apply

☑ Dependencies

☑ Impacts

☑ Risks

☑ Opportunities

Select all that apply

☑ Direct operations

☑ Upstream value chain

☑ Downstream value chain

Select from:

☑ Full

Select all that apply

☑ Tier 1 suppliers

☑ Tier 2 suppliers

Select from:

☑ Qualitative and quantitative

Select from:

☑ Annually

Select all that apply

☑ Short-term

☑ Medium-term

☑ Long-term

(2.2.2.10) Integration of risk management process

Select from:

☑ Integrated into multi-disciplinary organization-wide risk management process

(2.2.2.11) Location-specificity used

Select all that apply

☑ Site-specific

☑ Local

☑ Sub-national

☑ National

(2.2.2.12) Tools and methods used

Enterprise Risk Management

☑ Enterprise Risk Management

☑ Internal company methods

International methodologies and standards

☑ ISO 14001 Environmental Management Standard

Other

☑ Scenario analysis ☑ Partner and stakeholder consultation/analysis

☑ Desk-based research

☑ External consultants

☑ Materiality assessment

☑ Internal company methods

(2.2.2.13) Risk types and criteria considered

Acute physical

☑ Drought ☑ Heavy precipitation (rain, hail, snow/ice)

☑ Tornado ☑ Flood (coastal, fluvial, pluvial, ground water)

☑ Wildfires ☑ Storm (including blizzards, dust, and sandstorms)

☑ Cold wave/frost

☑ Cyclones, hurricanes, typhoons

Chronic physical

☑ Changing precipitation patterns and types (rain, hail, snow/ice)

☑ Increased severity of extreme weather events

☑ Water stress

Policy

☑ Carbon pricing mechanisms

☑ Changes to national legislation

Market

☑ Availability and/or increased cost of certified sustainable material

☑ Availability and/or increased cost of raw materials

☑ Changing customer behavior

Reputation

☑ Negative press coverage related to support of projects or activities with negative impacts on the environment (e.g. GHG emissions, deforestation & conversion, water stress)

☑ Stigmatization of sector

Technology

☑ Transition to lower emissions technology and products

Liability

☑ Exposure to litigation

☑ Non-compliance with regulations

(2.2.2.14) Partners and stakeholders considered

Select all that apply

☑ NGOs ☑ Regulators

☑ Customers ☑ Local communities

☑ Employees

☑ Investors

☑ Suppliers

(2.2.2.15) Has this process changed since the previous reporting year?

Select from:

☑ No

(2.2.2.16) Further details of process

Understanding the sustainability issues that matter to our stakeholders is central to our sustainability approach. We work together with internal experts and external consultants, conducting extensive research to determine and prioritize our sustainability focus areas. Keeping these key issues front of mind ensures that we can take effective action and report on what matters most — for both our business and our stakeholders. Our Sustainable Care 2030 strategy forms a roadmap for this progress, setting out our sustainability vision and clear actions for realizing it. Our process for identifying, assessing and responding to climate-related risks and opportunities includes high-level identification of climate risks and opportunities and integration into our corporate sustainability strategy. Additionally, we have utilized a TCFD scenario analysis approach to screen both the transition and physical risks linked to climate change across our global company. This process includes identifying and validating climate related risks and opportunities through industry benchmarking, interviews with internal subject matter experts and key stakeholders from across our organization and analyzing the materiality and financial impacts of those risks and opportunities with key internal stakeholders and risk owners using qualitative scenario analysis in line with the TCFD scenario analysis approach. In 2024, Edgewell undertook a sustainability materiality process to identify and assess the sustainability topics most relevant to Edgewell and our stakeholders in alignment with global sustainability reporting standards. This process considered potential business risks and the impacts of our business on people and the environment. In addition to conducting a thorough review of internal documentation and external research, we gathered perspectives from key stakeholder groups, such as internal leadership, our Board, consumers, customers, investors, NGOs, peers and suppliers, through direct engagement and analysis of publicly available sources. The assessment is ongoing, and its results will help inform our sustainability strategy and future reporting as we continue to strengthen our sustainability foundation.

[Add row]

‌(2.2.7) Are the interconnections between environmental dependencies, impacts, risks and/or opportunities assessed? (2.2.7.1) Interconnections between environmental dependencies, impacts, risks and/or opportunities assessed

Select from:

☑ Yes

(2.2.7.2) Description of how interconnections are assessed

Edgewell works to understand the interconnections between environmental dependencies, impacts, risks and opportunities through various methods, including our enterprise risk management (ERM) process, business continuity processes, TCFD assessment, Sustainability Materiality Assessment, and various other internal processes and procedures. These methods occur at various stages, engaging cross functional teammates, and they support the development of initiatives to mitigate risk, enhance opportunities, and provide understanding of these dependencies and their tradeoffs.

[Fixed row]

‌(2.3) Have you identified priority locations across your value chain?

(2.3.1) Identification of priority locations

Select from:

☑ Yes, we have identified priority locations

(2.3.2) Value chain stages where priority locations have been identified

Select all that apply

☑ Direct operations

(2.3.3) Types of priority locations identified

Sensitive locations

☑ Areas of limited water availability, flooding, and/or poor quality of water

Locations with substantive dependencies, impacts, risks, and/or opportunities

☑ Locations with substantive dependencies, impacts, risks, and/or opportunities relating to water

(2.3.4) Description of process to identify priority locations

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Disclaimer

Edgewell Personal Care Company published this content on April 09, 2026, and is solely responsible for the information contained herein. Distributed via Public Technologies (PUBT), unedited and unaltered, on April 09, 2026 at 02:11 UTC.