Leggett & Platt Inc.
07/31/2026 | Press release | Distributed by Public on 07/31/2026 08:09
Read our Sustainability Report (2026 leggett platt sustainability progress report)
Sustainability
Progress Report
2026
Contents
A Message From Our CEO 1
About Our Company 2
About This Report 3
Our People 4
Our Global Workforce
An Engaging and Inclusive Culture
Attracting, Retaining, and Engaging Talent
Compensation and Benefits
Enhancing Our Safety Culture
Innovative Products 15
Our Products
Our Patents and Trusted Brands
Reducing Environmental Impacts of Our Products
Quality Management Systems and Certifications
Improving Chemical Management in Our Business
The Environment 28
Environmental Management System
Waste Management
Water Management
Reducing Greenhouse Gas Emissions
Reducing Energy Consumption
Fleet Efficiency
Climate-Related Risk
Supply Chain Management 39
Ethical and Responsible Sourcing Practices
Global Logistics Performance
Business Ethics and Governance 42
Upholding High Standards of Ethical Conduct
Board of Directors and Executive Leadership
Information About This Report 47
Forward-Looking Statements
Other Important Information
Appendices 49
LEGGETT & PLATT SUSTAINABILITY PROGRESS REPORT
A Message
From Our CEO
We are pleased to share the
sustainability priorities most important to
our business and stakeholders. Guided
by these priorities, we remain focused
on creating long-term value by
advancing five core pillars that shape
our sustainability strategy:
• Our People
• Innovative Products
• The Environment
• Supply Chain Management
• Business Ethics and
Governance
Together, these pillars guide our efforts
to foster a positive, engaging, and
inclusive culture; advance innovative
and sustainable solutions for our
customers; demonstrate strong
environmental stewardship and safety
performance; embrace our
responsibilities across the supply chain;
and uphold the highest standards of
ethical conduct and governance.
As you review Leggett & Platt's 2026
Sustainability Progress Report, we hope
you find the information both insightful
and meaningful. We value your
feedback as we continue to strengthen
our approach and transparently report
on our sustainability progress.
Karl Glassman
President & CEO
LEGGETT & PLATT SUSTAINABILITY PROGRESS REPORT 1
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During Earth Month, we invited our employees to share their
photos of sustainability in action. These photos were taken by
(top to bottom) Wade Reynolds, Amy Hobson, Sandra Pichler,
Mindy McElrath, and Alex Liang.
About
Our Company
About
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Founded in 1883, we are a diversified
manufacturer with headquarters located in
the United States in Carthage, Missouri.
We design and manufacture a broad
variety of engineered components and
products that can be found in many
familiar places, including homes, offices,
automobiles, construction sites, and more.
Operations
As of December 31, 2025, our operations
are organized into 13 business units
under three segments: Bedding Products;
Specialized Products; and Furniture,
Flooring & Textile Products . We also:
• had 104 manufacturing facilities
• operated in 18 countries
• employed approximately
15,900 people
Values
Our company values guide us in all
activities and are shared with our
employees globally. Our four company
values are:
• Put People First
• Do the Right Thing
• Do Great Work Together
• Take Ownership and Raise the Bar
Innovative Products
• Reduce environmental impacts of
our products across their lifecycle
• Improve chemical management in
our business
The Environment
• Demonstrate our ongoing commitment
to environmental responsibility
• Reduce greenhouse gas (GHG)
emissions
Supply Chain Management
• Maintain ethical and responsible
sourcing practices
• Improve performance of our
global logistics
Business Ethics and Governance
• Uphold high standards of ethical
conduct
• Maintain a high-functioning
and effective Board of Directors
and Executive Leadership Team
Our People
• Foster a positive, engaging, and
inclusive culture
• Enhance our safety culture
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Driving Long-Term Value:
Our Sustainability Pillars
We organized the information in this report
around five core pillars that form our
sustainability strategy. Each pillar includes key
priorities and goals that directly align with topics
of highest importance to our business and
stakeholders, as determined by the results of
our materiality assessment.
Our 2026 Sustainability Progress Report
highlights activities that support our goals and
strategy. This report includes data and
financials for the 2025 calendar year, certain
environmental data for the years 2019-2025,
and unless otherwise stated, programs and
initiatives for 2025 and 2026. The data
represents our global operations, unless
otherwise stated.
Disclosures in this report were informed by the
recommendations of the Sustainability
Accounting Standards Board (SASB) Building
Products and Furnishing Standard, the Task
Force on Climate-Related Financial Disclosures
(TCFD), the Global Reporting Initiative (GRI)
framework, and the Greenhouse Gas Protocol
(GHGP). Appendices 1 - 3 at the end of the
report and our Climate-Related Financial Risk
Report provide more details on our alignment
with these frameworks, as well as the United
Nations Sustainable Development Goals (UN
SDGs). All disclosures in this report regarding
corporate governance, sustainability
governance, Board and Board Committee
priorities, goals and other information, as well
as all compensation, and applicable codes of
conduct and sustainability governance policies
are as of June 30, 2026. We strive to expand
our reporting, including aligning with the
International Sustainability Standards Board
(ISSB) disclosure framework.
About
This Report
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Key Priorities and Goals
Foster a positive, engaging, and inclusive culture
• Attract and retain talent
• Develop and maintain a strong succession strategy
• Empower employees to realize their full potential by providing an inclusive,
respectful culture
Enhance our safety culture
• Foster a robust Environmental, Health, and Safety (EHS) program across
the company
• Comply with all applicable safety laws, regulations, and internal standards
• Reduce safety incident rates through proactive practices, training,
and engagement
Our People
People remain at the heart of Leggett & Platt. We are committed to cultivating a
positive, inclusive culture where employees feel supported, valued, and
empowered to grow. By continuing to invest in employee development,
maintaining strong safety practices, and creating opportunities for long
-
term
success, we build a workplace where our people - and our company - can
thrive.
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Employees by Age
(Globally)
30-50
55%
Over 50 years
30%
Under 30
15%
Male
70%
Female
29%
Employees by Gender
(North America)
Employees by Role & Gender
(North America)
Male Hourly
53%
Female Hourly
20%
Male Salaried
17%
Female
Salaried
9%
Fostering a Positive, Engaging, and Inclusive Culture
Our Global Workforce
Our culture reflects our company values and the numerous communities in which we operate.
Embracing our differences enriches our company culture, enhances our ability to innovate, and
connects with our global customer base. At year-end of 2025, we employed approximately 15,900
employees globally.
8,700 in North America
4,100 in Asia Pacific
2,800 in Europe
300 in South America
Undisclosed
1%
Undisclosed
1%
An Engaging and Inclusive Culture
Creating a culture of inclusion, respect, and equal opportunity requires commitment,
intentional action, and the willingness to evolve. We are listening, learning, and leaning
into opportunities that help our employees realize their full potential at every level of our
organization and across the globe.
We took significant steps to foster a positive, engaging, and inclusive culture in
2025, as demonstrated by the following actions:
• Continuing to standardize our approach to performance reviews. In 2025,
approximately 28% of our employees received standardized performance reviews -
about a 9% increase from 2024. In 2026, we are dedicated to refining and bringing
greater consistency to the process through a unified performance management
strategy. This approach will establish an annual cycle that supports ongoing,
meaningful conversations between employees and managers to set goals, review
progress, and guide development. By reinforcing a values-driven framework, we
aim to strengthen engagement and ensure employees have the clarity and support
needed to grow.
• Supporting connection and community through Employee Resource Groups
(ERG). We successfully launched Valor, an ERG to support our veterans, military
families, and allies. Membership grew to 90 employees across four countries, and
the group hosted two company-wide speaker events featuring senior military
leaders who shared lessons on leadership and decision-making under pressure.
Another ERG, W:ISE (We Inspire, Support, Empower), continued to expand its
global impact through mentoring circles, networking events, monthly development
sessions, and company-wide programming aligned to quarterly themes such as
leadership, conflict resolution, and well-being. W:ISE also connected employees
with senior leaders, external development conferences, and community volunteer
initiatives. By year- end, W:ISE reached 217 members across 11 countries.
• Highlighting employee perspectives through Life@Leggett. Our Life@Leggett
blog amplified the voices and experiences of our global workforce, highlighting the
diverse perspectives that shape who we are as an organization. In 2025, we shared
stories through features such as New Year, New Perspectives; The People Behind
Our Products during Manufacturing Month; and spotlights on students participating
in our DOORS Internship Program. Through these stories, Life@Leggett helps us
recognize our people and fosters a more inclusive, connected culture. We will
continue building on these efforts to deepen connection, enhance engagement, and
foster an inclusive culture where every employee can grow.
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When our people thrive,
our company thrives.
Attracting, Retaining, and Engaging Talent
We are committed to attracting, retaining, and supporting a highly engaged global
workforce. By cultivating a strong workplace culture, providing competitive and equitable
benefits, and investing in meaningful learning and development opportunities, we
strengthen our ability to engage and develop talent at every level of the organization.
Our approach focuses on creating an environment where employees feel connected,
valued, and empowered to grow. Our efforts to attract, retain, and engage
employees in 2025 included:
• Strengthening our talent development pipeline by expanding participation in
the Foundational Leadership program for first- time people leaders.
In 2025, 124 employees completed the program, nearly doubling participation from
66 employees in 2024. Foundational Leadership helps employees build essential
leadership skills, such as understanding emotions, adjusting communication styles,
and learning the basics of employment laws. The program also uses a
train- the- trainer model, allowing HR Business Partners and internal leaders to act
as coaches and facilitators. This approach encourages collaboration across teams,
makes learning easier to expand over time, strengthens engagement and learning
retention, and supports career growth and internal career opportunities throughout
the organization.
• Preparing for the launch of LPVoice 2026, our global employee engagement
survey, and advancing action planning based on 2024 results. Following the
release of company-wide results in spring 2025, business unit, segment, and
corporate leaders partnered with our Human Resources teams to review localized
LPVoice feedback and develop targeted action plans for their respective areas.
These plans prioritized improvements across key focus areas identified in the
survey, including safety, engagement, inclusivity, teamwork and collaboration,
growth and development, recognition and reward, performance enablement, and
clarity around future vision.
To further support this work, we held listening sessions with corporate employees in
both on-site and remote settings, and leaders traveled to our facilities to listen,
learn, and engage directly with employees on safety priorities and other
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Through thoughtful people
practices that promote
well
-
being and long
-
term
growth, we strive to build a
workplace where individuals
choose to join, stay, and
contribute their best each day.
improvement opportunities. Implementation of these action plans is underway
across the organization, reflecting our commitment to listening to employee
feedback and driving continuous improvement at the local level.
At the same time, we enhanced the LPVoice experience by updating the survey
design, improving accessibility, and refining our rollout approach to make
participation easier and more inclusive. Together, these efforts are intended to
support higher engagement in 2026 and better equip leaders with the tools needed
to listen, respond, and take meaningful action based on employee feedback.
• Advancing our commitment to fostering a culture of appreciation by
completing and distributing our new global employee rewards and
recognition policy. Finalized in October 2025, the updated guidelines were
designed to create a consistent, equitable, and meaningful approach to recognizing
employees across all L&P facilities worldwide. The guidelines provide clear direction
to leaders on acknowledging performance, celebrating contributions, and reinforcing
our shared values. The new standards took effect on January 1, 2026, supporting a
more unified employee experience and strengthening recognition as a core
component of engagement across the organization.
• Strengthening leadership continuity through succession planning. In 2025, we
created and launched a succession planning framework. The framework is tailored
to the needs of each leader and team, enabling meaningful progress in identifying
critical roles and high-potential employees. As part of this effort, leaders are
engaging in more intentional development conversations that are beginning to
translate into employee development plans. These succession planning efforts will
continue to expand and mature in 2026 as the framework and related process are
embedded across the organization.
Compensation and Benefits
We strive to offer compensation and benefit programs that are both competitive and
equitable, with HR and business leaders working together to ensure fairness for all
employees. While specific compensation and benefits may vary across regions due to
local practices and laws, our employee value proposition remains consistent globally.
In the U.S., our comprehensive rewards package for full-time employees includes
health, wealth, and wellness benefits such as health benefits with a choice of two
medical plans, dental and vision coverage; flexible spending and health savings
accounts; retirement savings plan with company-matching contributions; income
protection benefits, including short-term and long-term disability; critical illness,
accident, and travel insurance programs; basic and dependent life insurance; well-being
and employee assistance programs; and paid time off for vacation, personal time, and
holidays.
We also support work-life balance, including part-time jobs, flexible hours, paid leave
benefits, and remote and hybrid working arrangements where applicable.
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The Valor ERG is led by (left to right) Executive
Champion Erik Kempf and Core Leaders Matt
Caldwell, William Wright, and Kenny Gay.
Our Valor ERG supports veterans,
service members, and their allies by
fostering connection, professional
development, and leadership growth
across the organization.
In 2025, Valor hosted a virtual
discussion featuring Rear Admiral "CJ"
Jaynes, U.S. Navy (Ret.), who shared
perspectives on leadership, adaptability,
and translating military experience into
civilian impact.
During the session, Admiral Jaynes
discussed how skills developed through
military service carry over to civilian life,
while touching on how strategic thinking,
accountability, and team coordination
can strengthen organizational
effectiveness and resilience. This
discussion also highlighted the
importance of supporting veterans as
they transition into corporate careers
and ensuring that diverse leadership
experiences are recognized as valuable
drivers of innovation and performance.
This event reinforced the value of
leadership development and career
growth opportunities. By connecting
employees with leaders from varied
backgrounds, Valor promotes a culture
of respect, inclusion, and continuous
learning.
As the event came to a close,
participants expressed enthusiasm for
future programming that continues to
strengthen employee engagement and
reinforce our commitment to supporting
people through professional growth,
inclusion, and shared learning
opportunities.
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Building Leadership and
Inclusion Through Valor ERG
Supporting Our
Communities
We believe in supporting the
communities where our employees live
and work. One of the ways we
demonstrate this commitment is through
our long history of charitable giving and
community involvement. We recognize
the vital role that charitable, non-profit
organizations serve in improving local
communities and further broader human
interests, and we seek to address
societal needs through strategic
philanthropic investments that support
L&P values and drive long-term change.
In 2025, we contributed more than $1.7
million in cash or in-kind donations to
many different organizations.
We expect good stewardship of
resources and a commitment to
maintaining the ideals that are most
important to us, supporting agencies
and projects throughout the globe that
promote positive community outcomes
for long-term impact, and more
specifically organizations that:
• Reflect our corporate values
• Foster sustainability
• Embrace diversity and create more
equitable and inclusive communities
• Effect real, long-term impact
We Rise
Through We Rise, an L&P program that
helps meet emergency needs of
employees in the aftermath of natural
disasters, we helped three employees
rebuild from house fires, tornadoes, and
other disasters.
In the coming year, we will look to
identify other programs that will more
comprehensively address the needs of
the communities where our employees
live and work outside of the United
States.
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In 2025, we contributed more than $1.7 million in cash or in-kind donations to many
different organizations. Our employees raised more than $94,000 to fund hundreds
of organizations through local United Way agencies - a gift that was enhanced with
a $57,500 corporate donation made by L&P to United Way agencies throughout the
United States.
Enhancing Our Safety Culture
Our top priority is the safety of our employees. We aim to reduce and eliminate
workplace injuries by implementing robust safety practices and providing education,
awareness, and prevention. We continuously improve by learning from accident
investigations and fostering a culture of safety.
Our robust, multi-level global Environmental Health, Safety, and Sustainability (EHSS)
organization and management system continues to support EHS objectives and drive
strong safety performance. Our dedication to the safety and welfare of all employees
and our commitment to the efficient use of resources are evidenced by our companywide
EHSS Policy and by the EHS management systems, operational practices, and
ongoing health and safety initiatives that drive improvements.
SafeGuard, our comprehensive health and safety management system, covers all of our
employees and supports workplace safety. Our Vice President of EHSS has direct
ownership of and responsibility for the SafeGuard program. Furthermore, our dedicated
global staff of EHS professionals supports safety management at all of our
manufacturing facilities. Each business unit has an EHS Manager who oversees a team
responsible for enhancing oversight, training, communication, and development across
the organization.
In 2025, we made progress toward improving our EHS program and will continue
these efforts in 2026, including:
• Strengthening our program by unifying Loss Control and Environmental
functions under a single organization called the EHS Business Partner Center
of Excellence. Since implementation, this integrated model has improved
coordination, clarity, and consistency across EHS operations. Organizing EHS
managers by geography and business unit, with direct reporting to the Director of
EHS Operations, has enhanced accountability and decision-making while
reinforcing standardized priorities, metrics, and best practices. As a result, the
organization has experienced greater alignment across regions and operations,
more efficient issue resolution, and improved visibility into EHS performance
enterprise- wide.
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• Launching our Global Call to
Action Program, which leverages
leading indicators and supports a
more predictive approach to
accident prevention. Ongoing
efforts focus on routinely assessing
EHS performance, sharing critical
incidents across business units, and
reinforcing learning through timely
corrective actions and expanded
best- practice communication. By
continuing to analyze near-miss and
leading- indicator data, we are
strengthening our ability to
proactively mitigate risk. Insights
from this work inform targeted
toolbox talks, training initiatives, and
global communications, supporting
sustained employee engagement,
awareness, and a culture of
continuous improvement.
• Implementing monthly business
unit-level EHS scorecards. These
scorecards are actively monitored,
giving leadership timely visibility into
EHS performance and supporting
data-driven decisions and targeted
improvements across business units
and the enterprise.
• Maintaining the enhanced
SafeGuard training program.
Employees from each business unit
continue to participate in training
events, site visits, audits, and tours
designed to promote best- practice
communication across the
company. Progress and
effectiveness of the program are
monitored through lagging indicator
performance, helping assess
long- term impact on safety
outcomes.
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*Includes full-time employees and contractors.
**The U.S. Bureau of Labor Statistics incidence rates of nonfatal occupational injuries and illnesses for Industry
"Manufacturing," 2024.
Incident Rate defined as significant work-related injuries or illnesses beyond first aid, calculated per Occupational Safety and
Health Administration (OSHA) formula (Number of incidents x 200,000/total number of hours worked in a year).
Lost Work Days Incident Rate defined as number of lost work day cases, calculated per OSHA formula (Number of days lost due
to injury/illness x 200,000/total number of hours worked in a year).
DART defined as serious work-related injuries or illnesses that result in one or more lost work days, restricted duty, or job transfer,
calculated per OSHA formula (Total number of incidents or illnesses resulting in either the worker missing work, being on restricted
duty, or being transferred to another job within the organization x 200,000/total number of hours worked in a year).
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We take intentional and deliberate steps to provide safe working conditions for our employees
and strive to reduce incidents and injuries. For the past three years, we've outperformed
industry benchmarks** regarding global incident rates, and are either below or generally
aligned with industry benchmarks** for lost-day occurrences.
Our 2025 safety metrics reflect a transitional year for our safety program. Performance was
impacted earlier in the year by higher incident rates; however, results improved significantly in
the second half as targeted initiatives and increased oversight took effect.
We also expanded our approach to incident reporting, particularly in Europe, where enhanced
transparency has resulted in a more complete and accurate view of safety performance. This
stronger data foundation, combined with continued focus from our corporate EHS team,
supports our ongoing efforts to improve outcomes across our operations.
Building a Proactive
Safety Culture
Our Leggett & Platt Work Furniture
teams in Grand Rapids, Michigan, are
strengthening workplace safety through
visual management tools that improve
transparency, accountability, and
employee engagement. These initiatives
support a proactive approach to risk
identification by making safety
information more visible, accessible, and
actionable across daily operations.
Hazard Recognition Reporting Board
At Davidson Plyforms, the team
developed an internal "run-the-business"
board that integrates operational metrics
with open safety items. The board
provides clear visibility into ongoing
safety priorities, helping employees
quickly identify outstanding issues and
understand where corrective actions are
in progress.
To improve efficiency and
documentation, the safety team
implemented an auditing system that
allows team members to capture photos
of safety observations, which
automatically upload to the board. This
approach improves real-time visibility
into safety conditions and encourages
operators to recognize and address
potential risks within their own work
areas. The board is reviewed weekly
with branch leadership, supporting
consistent follow-up and accountability.
Following positive results, the Davidson
Plyforms team plans to expand this
system at L&P Work Furniture - Grand
Rapids.
Hazard Recognition Hall of Fame
L&P Work Furniture - Grand Rapids
further supports proactive safety
engagement with its "Hazard
Recognition Hall of Fame," a visual
display highlighting reported nearmisses,
corrective actions, and
completed safety improvements. By
sharing examples of identified risks and
resolutions, the display reinforces the
importance of reporting hazards before
incidents occur. It also highlights safety
items completed in the previous month,
maintaining awareness of progress and
supporting a culture of continuous
improvement.
Together, these initiatives show how
site-level innovation can strengthen
safety outcomes through improved
communication and engagement. By
using visual tools and structured review
processes, the teams at Davidson
Plyforms and L&P Work Furniture -
Grand Rapids support early risk
identification, reinforce accountability,
and promote ongoing improvement.
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Key Priorities and Goals
Reduce environmental impacts of our products across their lifecycle
• Incorporate sustainable design principles into our product development
process
• Assess use of raw materials in our products and identify opportunities to
reduce product environmental impacts
Improve chemical management in our business
• Advance our clean chemicals program to identify, reduce, and eliminate
certain chemicals within our products and manufacturing processes
Innovative Products
As a supplier to a variety of customers in various industries, our products are
increasingly important in helping customers achieve their sustainability goals. We
seek to minimize the environmental impacts of our products across their lifecycle.
Our businesses strive to build sustainability into product development processes
and design products for improved durability and recycling at end of life.
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Our Products
Bedding Products
Specialized Products
Furniture, Flooring
& Textile Products
Steel Rod
Drawn Wire
Adjustable Bed
U.S. Spring
• Innersprings
• Static foundations
• Semi-finished mattresses
International Bedding
• Innersprings
• Finished mattresses
• Specialty foam
• Wire-coiling machines
Specialty Foam
• Private label finished mattresses
• Mattress toppers and pillows
• Specialty foam
Leggett Dynamics
• Auto seat support
and lumbar systems
• Auto motors, actuators,
and cables
Hydraulic Cylinders
• Engineered hydraulic cylinders
primarily for material handling,
transportation, and heavy
construction equipment
Home Furniture
• Steel mechanisms and motion
hardware for reclining and lift
chairs, sofas, and sleeper sofas
Work Furniture
• Components and private
label finished goods for
collaborative seating
• Controls, bases, and frames
for office chairs
Flooring Products
• Carpet cushion
• Hard surface flooring underlayment
Fabric Converting
• Structural fabrics for bedding,
upholstered furniture, home furnishing
accessories, and industrial uses
Geo Components
• Synthetic fabrics and products
used in ground stabilization,
drainage protection, and
erosion control
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Product Mix (based on 2025 trade sales)
38%
21%
20%
6%
7%
5%
3%
Bedding Group
Flooring & Textile Products Group
Leggett Dynamics
Home Furniture Group
Work Furniture Group
Hydraulic Cylinders Group
Aerospace Products Group*
Our Patents & Trusted
Brands
Our innovative and proprietary products
have helped make us one of the largest
U.S.-based manufacturers in many of
our markets.
As of December 31, 2025, we had:
• 1,247 patents issued
• 486 patents in process
• 909 trademarks registered
• 62 trademarks in process
Significant Trademarks
Mattress Innersprings
ComfortCore®, Quantum®, Eco-
Base®, CombiCore®, NanoCoil®,
Softech®, Active Support
Technology®, Mira-Coil®,
and VertiCoil®
Specialty Foam Products
Energex®, CoolFlow®, ThermaGel®,
EcoFlow™, and Gorilla Foam™
Box Spring Components and
Foundations
Semi-Flex®
Mattress Innerspring Manufacturing
Machines
Spühl®
Recliner Chair Mechanisms
WallHugger®
Wire Forms Used in Seating
No-Sag®
Fabric Materials
Hanes®
Leggett Dynamics Seating Products
Schukra®
*In August 2025, we divested
our Aerospace Products Group.
*CRI Green Label +Plus
®
is a registered trademark owned by the Carpet and Rug Institute.
Reducing Environmental Impacts of Our Products
Across Their Lifecycle
Our legacy of supplying quality products and valued solutions that meet customer needs
is aligned with our efforts to assess and analyze environmental impacts of our products
across their lifecycle. By integrating approaches to our product development processes
that include recycled content in raw materials, innovative design, and end-of-life
considerations, we strive to promote stewardship at every stage of a product's lifecycle.
We continue to advance innovative product solutions that support our goal of
reducing environmental impacts through intentional product design and material
selection.
• In Leggett Dynamics, our Automotive business,
tightening regulatory requirements are driving
demand for lighter, quieter, and more efficient
solutions. Many of our innovative products help
improve fuel efficiency, reduce noise, and support
the industry's ongoing transition toward vehicle
electrification.
• Our Flooring Products business develops carpet
underlayment solutions that help customers achieve
building certifications and meet Carpet and Rug
Institute (CRI) Green Label Plus
®
* standards.
Bonded foam carpet cushion products are 100%
recyclable through industry programs and
manufactured using 87% recycled materials.
• Within our Specialty Foam business, teams are
advancing bio-based foam formulas as a potential
innovation to reduce the use of petroleum-based
materials in mattress applications. These efforts aim
to support lower environmental impacts associated
with material sourcing while maintaining product
performance.
• In our U.S. Spring business, mattress innersprings are engineered using steel that
contains 91% recycled scrap content, supporting material efficiency and resource
conservation.
• Beyond product design and materials, we also consider transportation and
distribution as part of our products' environmental footprint. To help address
downstream impacts, our purchasing teams encourage sourcing from carriers that
have made environmental commitments, including emission reduction
commitments. These partnerships support improvements in fuel efficiency,
alternative fuels, and logistics optimization, helping reduce Scope 3 emissions
associated with product delivery.
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In 2025, we made progress toward our goal of
reducing impacts of our products across their
lifecycle. We strengthened our understanding of
product impacts by collecting data on materials and
products, implementing targeted packaging initiatives,
and evaluating tools for life cycle assessments (LCAs)
and product carbon footprints. We also completed our
first Scope 3 greenhouse gas emissions (GHG)
inventory, improving visibility into emissions from
purchased materials, goods, and downstream
products.
Examples of progress made in 2025 include:
• Incorporating sustainability and compliance
considerations earlier in the product development
process within our Work Furniture business in
Poland, including evaluation of recycled-content
materials, reduced use of adhesives, and design
approaches such as removable covers. These
efforts reflect increasing customer interest in
product-level CO
2
emissions and are helping
inform consideration of product carbon
footprinting.
• Implementing packaging initiatives to improve
material efficiency, including the use of corrugated
packaging with approximately 47% recycled fiber
content in the Hanes business.
• Reduced plastic use in film packaging within our
Specialty Foam business through cross-functional
testing, lowering material use while maintaining
performance. Other business units benefited from
improved commercial terms, including more
competitive pricing and stronger supplier
alignment.
• Increasing engagement with suppliers to improve
visibility into material composition, supporting
more informed sourcing decisions and identifying
opportunities for lower-impact materials.
• Achieving cost savings through these initiatives,
from packaging changes and from plastic
reduction efforts.
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Quality Management Systems (QMS) and Certifications
Our commitment to superior quality product development is embedded in our Quality
Statement, Quality Policy Manuals, and QMS. These systems help ensure that our
design, development, manufacturing, and distribution activities produce consistently
high-quality products that meet or exceed customer requirements. This is achieved
through the monitoring, measurement, analysis, and evaluation of our systems.
These operations follow standards such as IATF 16949, ISO 9001, and LP9000 (an
internal standard based on ISO 9001 requirements). Most locations previously certified
to LP9000 have transitioned to ISO 9001 third-party certification. In 2025, six locations
completed this transition, advancing our three-year plan to move to third-party certified
systems.
We believe there are several key benefits to converting our internal systems over to ISO
9001 certifications. ISO 9001 is the most widely used and recognized QMS standard in
the world. Utilizing ISO 9001 will help us standardize our approach across business
units, enhance our culture of quality, and align with the desires and expectations of our
customers and investors.
Product Testing
Our products are evaluated through internal testing
in our laboratories and/or, where appropriate, by
independent third-party laboratories to support our
commitment to safety, quality, and regulatory
compliance. Testing protocols align with applicable
legal requirements, industry standards, customer
specifications, and internal quality expectations.
We conduct, or require our suppliers to conduct,
product testing against applicable regulations and
standards, including flammability, lead and
phthalates, formaldehyde, Registration, Evaluation,
Authorization, and Restriction of Chemicals
(REACH), Restriction of Hazardous Substances
(RoHS), and consumer product safety
requirements, based upon product-specific compliance needs. We also align testing
practices with relevant standards to help our products meet applicable safety and
compliance standards.
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QMS is in place at 71 manufacturing and warehouse operations. As
of December 2025, these operations employ over 12,000 employees
globally and represent 68% of our manufacturing facilities.
Corrective Action and Reporting
In the event of a product quality issue or nonconformity, including those arising from
complaints, we will address the nonconformity, and as applicable:
• Evaluate the need for action to eliminate the cause(s) of the nonconformity.
• Implement appropriate corrective actions.
• Review the effectiveness of corrective actions taken to prevent recurrence.
• Update risk and opportunities determined.
• Make needed changes to the QMS.
We are subject to various consumer product regulations that require certain product
quality or safety incidents to be reported. For example, we follow the reporting
requirements outlined in Sections 15(b) and 37 of the Consumer Product Safety Act of
1972. We also follow the early warning reporting and additional reporting requirements
of the National Traffic and Motor Vehicle Safety Act. We have protocols in place to
identify incidents of noncompliance with regulations and/or voluntary codes and
standards concerning the health and safety impacts of our products, and to disclose
incidents to the applicable regulatory agencies where appropriate.
Incident Investigation
Our product incident investigation program outlines the actions to be taken in the event
of a product incident, such as quarantine, recall, agency notification, and/or legal hold
as appropriate. We provide routine communication to our employees on recommended
improvements and associated tools and resources as an important step in providing
safe, high-quality products. In the event of potential noncompliance with regulations
and/or voluntary codes or standards pertaining to our products, we investigate the
matter, review and address any noncompliance, and engage in corrective action and
risk mitigation, where appropriate.
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In 2025, there were no consumer impacts from our products
resulting from noncompliance that required disclosure in our reports
filed with the Securities and Exchange Commission (SEC).
Objectives and Targets
Our Cost of Quality metric is used to
communicate effectiveness and identify
opportunities to drive continuous quality
improvement for our business units and/
or production facilities operating under
our QMS. A critical part of our Cost of
Quality is the cost of failure or
nonconformance. The metric is
comprised of factors such as scrap,
rework, customer credits, and warranty
costs as well as internal inspection and
prevention expenses. Cost of Quality
reports are generated and distributed
quarterly to senior management and
business unit leaders to assess quality
levels and drive improvement activities.
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Compliance, Audit,
and Training
Our QMS team conducts internal quality
system audits approximately once a year
at all facilities that are internally certified.
External audits are conducted annually at
all IATF-, AS-, and ISO-registered facilities
by accredited third-party certification
bodies. Branch management is
responsible for correcting and resolving
nonconformities identified during audits in
accordance with QMS procedures.
As required in our QMS procedures, we
ensure that personnel receive the
necessary education and training for their
positions. Training is provided to all
employees, including full-time, part-time,
and temporary employees, who perform
work affecting the quality of our products.
Reducing Corrugated
Packaging Through
Smarter Design
Improving packaging design is one way our
teams are reducing material use while
continuing to protect products and control
costs. Through collaboration with the Hanes
business, we are evaluating how corrugated
packaging is designed and used to identify
opportunities to reduce material without
compromising performance. Because
corrugated boxes are used widely across our
operations, even small design improvements
can contribute to meaningful resource savings
over time.
Supplier collaboration is also an
important part of these efforts. For
example, corrugated packaging sourced
from one of our Tier 1 suppliers contains
an estimated 47% recycled fiber, based
on 2024 production data. This includes
approximately 44% fiber recovered from
used products - such as recycled boxes
collected through community recycling
programs - and 3% fiber recovered
during the manufacturing process. Using
recycled materials helps reduce the
need for new raw materials and
supports more circular packaging
systems.
Beyond material content, packaging
design itself plays a key role in reducing
total corrugated use. By adjusting box
sizes, shapes, and structures, teams
can often maintain the same level of
product protection while using less
material. Better-fitting packaging can
also improve how products are stacked
on pallets, enabling more efficient use of
space during shipment. This efficiency
can help reduce the number of
shipments required and lower
transportation-related impacts.
In the past, packaging decisions were
often driven primarily by cost and
operational efficiency. Today, stronger
collaboration across procurement,
sustainability, and supplier teams is
helping integrate environmental
considerations into these design
decisions. By evaluating packaging
performance and sustainability together,
teams can meet operational needs while
using resources more responsibly.
These packaging improvements
demonstrate how small, practical
changes can support long-term
sustainability goals. By continuing to
assess material choices and packaging
performance, teams are working to
reduce material use, improve shipping
efficiency, and make progress toward
more efficient resource use.
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Responsible Use of Raw Materials
The responsible sourcing and use of raw materials is a cornerstone of our Innovative
Product goals. We take thoughtful steps to incorporate sustainability and efficiency
across our manufacturing operations.
Among the most important raw materials we use are:
• Various types of steel, including scrap, rod, wire, sheet, and stainless
• Chemicals used in foam production
• Foam scrap
• Woven and nonwoven fabrics
In 2025, we continued strengthening our understanding of the environmental impacts
associated with the raw materials used across our businesses, building on prior data
collection and analysis efforts. Given the diversity of materials critical to our products,
gaining greater visibility into material sourcing remains an important ongoing initiative to
support our goals.
We also completed our first Scope 3 GHG inventory for calendar years 2023 and 2024,
which provided new insight into the upstream emissions associated with key raw material
categories across our value chain. Paired with an assessment of raw material spending,
this analysis is intended to support identification of emissions hotspots across our value
chain and guide more targeted sustainability-focused decision-making across sourcing,
product development, and manufacturing operations.
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Lowering Our Footprint
with Recycled and Certified Materials
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Each business unit must adhere to local, state, and federal
regulations regarding chemical management. Regular audits
and reviews are conducted to ensure ongoing compliance.
All employees must undergo training on chemical safety
procedures. This includes proper handling, storage, and disposal
of chemicals, as well as emergency response protocols.
Accurate and up-to-date records of all chemicals used, stored,
and disposed of must be maintained. This documentation is
crucial for regulatory compliance and for ensuring the safety
of our operations.
We are committed to continuously improving our chemical
management practices. Feedback from employees and regular
reviews of our procedures help us identify areas for
improvement and implement best practices.
Improving Chemical Management in Our Business
We are committed to protecting human and ecosystem health by minimizing risks from
chemical substances, ensuring the safe use and storage of chemicals, and complying
with chemical regulations. Our chemical management program is designed to ensure
that all chemicals are handled, stored, and disposed of in a manner that protects our
employees, communities, and the environment.
Our Environmental Policy Handbook includes key requirements for chemical
management within our operations, including:
In accordance with our procedures, we provide relevant information and instructions to
our customers on chemicals in products when required to allow for safe use. To the
extent applicable to the products we sell, we comply with the European Union's RoHS
Directive and REACH in addition to other regulatory chemical lists.
We engaged a third party in 2024 to assess the current state of our chemical
management program and help define aspirational processes, roles, systems, and
needs related to chemical review, approval, procurement, inventory optimization, and
regulatory compliance. This foundational work continued into 2025 as we advanced
planning for a centralized chemical management system that will support consistent
practices across our diverse businesses.
A significant focus of our progress in 2025 centered on strengthening program
enablement and accessibility through the development and launch of a comprehensive
Chemical Management 101 resource on our EHS SharePoint site. The Chemical
Management 101 resource is organized around the full lifecycle of chemical
management, including preparing for and acquiring new chemicals, training, inventory
management, storage, hazard controls, waste minimization, emergency response,
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recordkeeping, disposal, and transportation. A structured table of contents aligns each
stage with corresponding guidance, tools, and checklists, and each section includes
direct links to supporting resources and relevant sections of the Environmental Policy
Handbook. This approach improves accessibility to critical information and helps
reinforce consistent compliance across locations.
To further support visibility and continuous improvement, our internal EHS SharePoint
site also includes a chemical management project dashboard that allows facilities to
document and share chemical- related projects. This enables initiatives related to
substitution, reduction, or improved chemical controls to be captured and tracked over
time as the broader chemical management program continues to mature.
While this program development work progressed, we also made meaningful,
operational improvements in 2025 to reduce the use of certain chemicals across
specific facilities. Guided by a risk- based approach and alignment with federal, state,
and local regulations, several operations implemented targeted substitution and
reduction efforts, including:
• Phasing out certain regulated substances at multiple facilities
• Eliminating the use of several flame-retardant chemicals
These actions demonstrate progress beyond planning and assessment, reflecting
tangible steps taken in 2025 to reduce chemical risk while broader systems and
processes continue to be developed.
Together, these efforts support healthier workplaces, safer products, and more
responsible chemical use across our operations as we continue building a stronger
chemical management program for the future.
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Product Certifications
Product certifications demonstrate a commitment to limiting chemical risks to human
health and the environment. Our product certifications include:
• CertiPUR-US
®* and CertiPUR
TM**foam in our Specialty Foam and International
Bedding businesses.
• Carpet and Rug Institute (CRI) Green Label +Plus
®*** carpet cushion in our
Flooring business, which helps customers achieve green certifications.
*CertiPUR-US
®
emissions and analysis methods are compatible with other standards such as Ecolabel
1
(EU), LGA
1
(Germany), OEKO-TEX
TM
100
(Class IV Mattress), EUI, Blue Angel (Germany), IKEA, AQS Green Label, and BIFMA criteria. OEKO-TEX
TM
is a registered trademark owned by
TESTEX AG (Aktiengesellschaft).
** Kayfoam Woolfson is CertiPUR
TM
certified.
***CRI Green Label +Plus
®
is a registered trademark owned by the Carpet and Rug Institute.
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Key Priorities and Goals
Demonstrate our ongoing commitment to environmental responsibility
• Standardize and maintain environmental management systems
• Increase the number of manufacturing locations considered zero waste
to landfill
• Improve water use efficiency
Reduce greenhouse gas emissions
• Reduce our absolute Scope 1 and 2 GHG emissions
• Evaluate Scope 3 GHG emissions
• Maintain Environmental Protection Agency (EPA) SmartWay Certification
for our fleet
The Environment
We are committed to demonstrating strong environmental stewardship and
strive to reduce our impacts on the environment. We maintain environmental
management programs to ensure we are compliant with environmental
regulations where we operate, and we pursue resource conservation
opportunities throughout our operations.
22 Facilities Certified
to ISO 14001
As of December 31, 2025, 22 facilities are certified to ISO
14001, primarily within our Leggett Dynamics and Hydraulic
Cylinders businesses. These locations receive external
audits, verifying adherence to the ISO 14001 requirements.
Demonstrating Our Ongoing Commitment
to Environmental Responsibility
Environmental Management System
Our Environmental Management System (EMS) provides all our locations with the
environmental standards required to promote the welfare of our team members and the
sustainability of the environment. Through our EMS, we strive to:
• Advance environmental protection and use natural resources more efficiently in our
operations.
• Comply with environmental regulations everywhere we operate.
• Support environmental awareness and involve employees in the development and
implementation of sustainability and environmental programs.
• Train employees on compliance and best practices associated with environmental
and sustainability initiatives.
• Enforce site-specific compliance requirements through audits, compliance
assessments, and corrective action systems that drive continual improvement.
• Use a risk-based approach to identify which locations receive formal assessments
while other locations receive more targeted environmental compliance reviews.
• Reduce our energy consumption by using energy-efficiency strategies and
encouraging energy management programs.
As we continue to standardize our EMS, we are:
• Developing a Sustainability Operational Standard as a supplement to the
Environmental Policy Handbook. This will outline best practices, expectations,
resources, and standardized procedures to collect and track energy, water, and
waste data, as well as contribute to activities aligned with reducing our GHG
emissions.
• Providing training and updating an internal sustainability website to support our
businesses with guidance and resources.
• Developing a sustainability assessment to complement the environmental
compliance assessments and monitor the effectiveness of the required standards,
policies, and processes identified in the Sustainability Handbook.
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Our Environmental Policy Handbook contains
EHS standards that promote the welfare of our
employees and the sustainability of the
environment. It addresses:
• Incident/accident notification procedures
and reporting requirements.
• Best practices associated with
environmental and sustainability initiatives.
• Compliance assessments, government
inspections, and corrective action systems
that drive improvements.
• Regulations for air emissions, chemical use
and storage, environmental training, spill
prevention, stormwater, waste, and
wastewater.
Waste Management
Our waste management program
focuses on the appropriate handling of
hazardous and non-hazardous waste.
We drive compliance with national and
local regulations through protocols
including, but not limited to:
• Collection, storage, transportation,
treatment, and disposal
requirements.
• Contingency plans for spills and
emergencies, as required by
regulations.
• Training employees who handle
hazardous waste.
• Completing vendor checks on
waste transporters and
destination facilities.
• Maintaining records and tracking
waste.
Zero-Waste-to-Landfill Pilot Program
In 2025, we conducted our inaugural
waste data collection to produce our first
waste inventory, covering 2023 and
2024.
In support of our goal to increase the
number of Zero-Waste-to-Landfill
manufacturing sites, we will launch a
Zero-Waste-to-Landfill Pilot Program
with a small group of sites that
demonstrate robust diversion programs
this year.
Looking ahead, we are focused on
improving our waste and recycling data
and expanding our Zero-Waste-to-
Landfill Pilot Program.
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Recycling Highlights
We recycle steel, urethane foam, paper,
cardboard, plastic, chemicals, and lubricants.
We also use recycled materials in our
manufacturing processes, including in certain
operations where recycled inputs represent a
substantial portion of production. On-site
waste-related policies include an electronic
waste policy, which provides guidelines for
electronic waste recycling. Additional recycling
programs exist for a number of other waste
streams.
• Our rod mill used approximately 444,000
tons of recycled scrap steel in our production
process.
• Approximately 30,000 tons of slag/ladle debris
from our rod mill's electric arc furnace (EAF)
were used as a road-building material by a
local landfill.
• Dust created from our rod mill's EAF
is processed in a kiln where zinc and heavy
metals are recovered. Approximately 1,700
tons of zinc were reclaimed with the remaining
kiln by-product used by the cement industry
as a raw material.
• We incorporated more than 80,000 tons of
recycled urethane foam in our annual
production of bonded carpet cushion.
Water Management
Understanding Our Footprint and Increasing
Water Use Efficiency
We know that good water stewardship starts with
understanding our footprint. In 2024, we conducted a
water use inventory and had the data independently
reviewed by a third party. Our data shows that we
withdrew approximately 962,000 kgal of water and
consumed approximately 422,000 kgal of water for all
building types. The data also shows that the majority of
our water withdrawals come from groundwater, and the
majority of our wastewater discharges are to sanitary
sewer.
Managing Industrial Wastewater and Stormwater
We are committed to complying with applicable
wastewater and stormwater regulations. Our
environmental programs provide guidance that all
facilities are required to follow for on-site effluent
management. Risk-management planning and spillprevention
procedures are designed to prevent
chemical releases.
Each location identifies on-site wastewater sources
and evaluates the potential discharges associated
with each wastewater source. Disposal methods are
determined by characteristics, process, and volume
of wastewater.
A large number of our U.S. water discharges go to
publicly-owned wastewater treatment facilities and
comply with effluent requirements. In 2024,
approximately 65% of our water was discharged to
sanitary sewer systems. The remainder was discharged to surface water or other
wastewater systems, including septic systems, on-site wastewater treatment systems,
or third-party vendors that dispose wastewater offsite.
Globally, the primary method of controlling stormwater discharges is the use of best
management practices (BMP). This is achieved by using structural and nonstructural
controls. In the U.S., the majority of our operations are subject to a state general
stormwater permit program. Stormwater Pollution Prevention Plans (SWPPP) are a
main component of complying with general stormwater permit requirements. BMPs and
SWPPPs are reviewed annually during the EHS assessments to ensure environmental
compliance.
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2024 Wastewater Discharge Method
65%
35%
0.24%
Sewer Systems Surface Waters
Other
2024 Water Withdrawal Sources
58%
41%
1%
Groundwater
Third-Party Sources
Recycled/Reclaimed Water
<</span>
Our 2024 water withdrawal
intensity for our global
manufacturing was 269 kgal
withdrawn per M dollar of
revenue (USD).
Going Beyond
Compliance
In 2026, our Precision Hydraulic Cylinders (PHC)
business in Chennai, India, received a Gold rating
from the Confederation of Indian Industry's (CII
1
)
GreenCo
1
assessment.
Established more than 125 years ago, the CII
1
is a
non-profit organization that partners with India's
government, industries, and citizens to support
sustainability within India. Their GreenCo
1
Rating
System recognizes companies that go above and
beyond standard environmental compliance,
offering Platinum, Gold, Silver, Bronze, and
Certified rating levels.
To receive a rating, PHC-Chennai underwent a
comprehensive assessment that covered many
sustainability areas, including:
• energy efficiency
• water conservation
• renewable energy
• greenhouse gas emissions
• waste management
• material conservation
• recycling
• green supply chain
• green infrastructure and ecology
A rating of Gold reflects PHC-Chennai's commitment
to responsible environmental management and
continuous improvement. The team will review their
opportunities for improvement and undergo an annual
review each year to maintain their certification.
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DISCLAIMER
:
The "GreenCo
1
rating - Gold" is a third-party certification from the Confederation of Indian Industry (CII) that reflects
performance against defined criteria established by CII. It should not be interpreted to mean that all aspects of PHC Chennai's
operations are environmentally sustainable or "green." This rating should be evaluated in the context of its underlying methodology and
the specific attributes assessed, and should not be relied upon as a generalized environmental claim regarding PHC Chennai's
operations. The rating does not assess all environmental impacts of PHC Chennai's activities, including its operations.
Reducing GHG Emissions
Overview of Our Goals
We recognize the importance of understanding our
emissions impact across our value chain. In alignment with
our sustainability strategy to reduce GHG emissions, we set
initial goals for Scope 1 and 2 GHG emissions in December
2025. In 2025, we also completed our first Scope 3
emissions inventory for a two-year period (2023 and 2024).
We also continued tracking progress towards our U.S.
Department of Energy Better Plants Program goal of
reducing energy intensity by 25% over 10 years in our U.S.
manufacturing sites.
We aspire to reduce absolute Scope 1 and 2 market-based
GHG 30% by 2035, using 2019 as the baseline year. Our
approach emphasizes practical, high-impact solutions,
including standardizing procedures, improving operational
efficiency, retrofits and electrification, renewable energy
adoption, and market-based instruments. These efforts are
designed to support both environmental performance and
operational optimization across our global footprint.
In addition, our Leggett Dynamics business set goals that
support our global goal:
• Reduce total Scope 1 and Scope 2 market-based
emissions by 85% in 2026 and 90% in 2030, both
compared to a 2024 base year, by implementing a
renewable energy and efficiency improvement program.
• Reduce Scope 2 market-based emissions with the
expectation that 85% of our electricity supply will be
from renewable sources in 2026 and 100% from
renewable sources in 2030, including, but not limited to,
the purchase of renewable energy certificates.
• Achieve carbon neutrality in 2030 by purchasing carbon
offsets to address our residual Scope 1 and 2 GHG
emissions.
• Achieve net-zero in 2038 by transitioning to purchase
carbon removal credits to address our residual Scope 1
and 2 GHG emissions.
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Our goals demonstrate
our dedication to
advancing a low-carbon
future through measurable
targets, improved data
transparency, growing
our renewable energy
commitments, and
cost-effective operational
improvements.
Year
Total Emissions
(mtCO e)
Scope 1 and Scope 2 GHG Emissions: 2019 & 2025
Scope 1 Scope 2
2019 2025
0
250,000
500,000
Scope 1, Scope 2, and Scope 3 GHG Emissions
Scope 1 and Scope 2 GHG Emissions
Our Scope 1 and Scope 2 GHG emissions inventory base year is 2019. We engaged an
external party to conduct a limited assurance engagement on our 2025 calendar year
GHG emissions inventory and the report is on our website.
1
At the end of 2025, our total GHG emissions, measured using a market-based approach, were
approximately 20% less than our combined Scope 1 and 2 GHG emissions over the baseline year
of 2019, which was due, in significant part, to the decrease of production over the same period.
2
Market-based Scope 2 emissions are used to assess emission reduction progress.
Scope 1 and 2 calculations included the following gases: carbon dioxide, methane, nitrous oxide,
and hydrofluorocarbons.
Our steel rod mill consistently represents a large percentage of our global combined
Scope 1 and Scope 2 GHG emissions. Due to the significant contributions, achieving
our global emission reduction goal will rely on the ability of our steel rod mill to realize
emission reduction opportunities.
Scope 3 GHG Emissions
We are still at the beginning stages of our Scope 3 journey, focusing on improving data
accuracy to understand the greatest opportunities for emission reduction in our value
chain. In 2025, we completed our first Scope 3 inventory for a two-year period. In 2026,
we aim to improve our Scope 3 inventory to provide a more complete representation of
our upstream and downstream GHG emissions.
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226,456 366,504
213,218 261,918
1
2
2
2
*GSCC
TM
is a registered trademark owned by Global Steel Climate Council, Inc.
Emissions Reduction Levers and Roadmap
In 2025, we developed preliminary estimates of capital expenditures and operating
costs that may be required to reach our GHG emissions reduction goal. Based on this
analysis, we do not expect that these capital expenditures or operating costs will be
material to our financial condition or results of operations.
In certain instances, reducing emissions across our global operations presents costsaving
opportunities while also supporting our goal of reducing GHG emissions. Our
largest Scope 1 and 2 GHG emissions sources are purchased electricity and stationary
combustion, followed by process emissions and mobile combustion. Our five emission
reduction levers to strategically implement in our operations and fleet are:
• Standardized Procedures: Emphasizing and standardizing current practices that
require no or low cost.
• Efficiency and Optimization: Enhancing operational efficiency, leveraging
available incentives, investing in strategic energy efficiency programs, and
optimizing our fleet.
• Retrofits and Electrification: Switching from fossil-based fuels and investing in
higher-efficiency equipment through electrification where possible.
• Renewable Generation: Investing in renewable generation or purchasing electricity
from renewable energy sources.
• Market-Based Instruments: Purchasing credible renewable market-based
instruments, such as energy certificates, carbon credits, and/or offsets.
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As a member of the GSCC
TM, our steel rod mill has
committed to reduce GHG emissions from Scope 1,
Scope 2, and upstream Scope 3 categories. In 2025,
the mill completed its own Scope 3 inventory
consistent with the commitment to the GSCC
TMStandard. They will continue working through the
GSCC
TMStandard requirements throughout 2026.
Member of the
Global Steel Climate
Council (GSCC
TM)*
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Although not material to our earnings, our emission reduction efforts in
2025 included the following.
Standardized Procedures
• Hosting training to educate operations on basic energy management
• Initiating coordination to establish a U.S. Department of Energy 50001
Ready cohort of our three top energy-consuming sites
• Establishing an energy management strategy and commenced planning
of a demand management program for U.S.-based operations
Efficiency and Optimization
• Implementing energy-efficiency projects at our steel rod mill and other operations
• Enrolling one Flooring operation in a demand response program
• Conducting energy assessments at four Flooring businesses that resulted
in identifying energy efficiency projects that, if implemented, could reduce
annual usage by over 3,800 MWh and avoid over 1,600 tons of CO₂
Renewable Generation
• Initiating installation of over 6,400 MWh of on-site solar
generation at two locations in our International Bedding business
• Consuming approximately 1,850 MWh of zero-emission electricity
from on-site renewable sources
• Engaging in development of on-site renewable energy system projects
in our Leggett Dynamics business
• Evaluating on-site renewable technology opportunities for our U.S.-based
operations in partnership with the Department of Energy Onsite Energy
Technical Assistance Partnership
Market-Based Instruments
• Achieving 100% renewable electricity at our Austrian Leggett Dynamics
operation through a renewable electricity contract
• Achieving 100% renewable electricity through procurement of renewable
energy certificates at our two Work Furniture operations in Poland
Reducing Energy Consumption
Fleet Efficiency
We operate approximately 700 vehicles, which includes our internal logistics fleet and
private-passenger vehicles. Our logistics fleet provides freight services to many of our
U.S. manufacturing locations.
Improving our fleet's efficiency is an important factor in our emission-reduction pathway,
and we measure fuel efficiency and deadhead to assess this. In 2025, our U.S. fleet
maintained similar miles per gallon as in previous years, but we improved our deadhead
rate (trucks traveling with no cargo) by 7.2%. We also upgraded one-third of our U.S.
commercial fleet to new and more efficient sleeper tractors and increased our fuel
efficiency by 2%. These models will have newer technology, including Auxiliary Power
Units, which can help reduce idling and improve drive comfort during rest periods.
Climate-Related Risk
Our Board of Directors and the Board's Nominating, Governance and Sustainability
Committee oversee our corporate responsibility and sustainability policies and
programs, including environmental, social, and governance matters. Additionally, our
Enterprise Risk Management process provides a structured framework for identifying,
assessing, and responding to climate-related risks.
To learn more about our governance processes, strategy, risk management processes,
and metric and targets related to climate-related financial risk, read our Climate-Related
Financial Risk Report .
Further discussion of potential direct and indirect physical effects, market transition
risks, and regulatory risks associated with climate change is included in the 2025 10-K
climate change disclosure.
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L&P is recognized by the Carbon
Disclosure Project (CDP
1) for our
transparency on environmental issues
and sustainability.
In 2025, we achieved a C score in
Climate Change, meaning that we have
gone beyond disclosing data to
demonstrating an understanding of our
environmental impacts and risks.
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Key Priorities and Goals
Maintain ethical and responsible sourcing practices
• Maintain participation in Customs Trade Partnership Against Terrorism
(CTPAT) program
• Effectively maintain supplier risk management programs and identify
sourcing risks
Improve performance of our global logistics
• Improve logistics and network efficiency
Supply Chain Management
We rely on thousands of suppliers to provide the materials, goods, and
services that our company needs to manufacture products for our customers
around the world. We strive to ensure our suppliers operate according to our
high ethical standards, which include the health, safety, and welfare of their
employees, coupled with the protection and preservation of the environment.
Maintaining Ethical and
Responsible
Sourcing Practices
Our Supplier Code of Conduct, along with our standard
Purchase Order Terms and Conditions, serve as the
foundation for ensuring our suppliers operate
according to our high ethical standards. We regularly
enhance our Supplier Code of Conduct to include
additional topics that help ensure our suppliers
operate their businesses in a way that is consistent
with our values. All of our critical suppliers are asked
to acknowledge the Code of Conduct.
CTPAT Participation
We are a long-standing, fully certified and validated
member of the CTPAT program. We are both a
domestic and foreign manufacturer member of the
CTPAT program and have been participating in the
program since its inception.
Through this program, U.S. Customs and Border
Protection (CBP) works with the entire trade
community to strengthen international supply chains
and improve United States border security. CTPAT is
a voluntary public-private sector partnership program
which recognizes that CBP can provide the highest
level of cargo security only through close cooperation
with all the principal stakeholders of the international
supply chain such as importers, carriers, consolidators,
licensed customs brokers, and manufacturers.
We greatly value our membership in this program and
gain many benefits in terms of supply chain privileges.
Through our continuing relationship with CBP, we have
engrained sound supply chain security concepts into
our normal business processes. Membership in this
program is administered centrally by the Leggett &
Platt Supply Chain Group and adhered to within both
applicable Leggett & Platt operations and their
respective supply chains.
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We are a long-standing,
fully certified and validated
member of the CTPAT
program. We are both a
domestic and foreign
manufacturer member of
the CTPAT program and have
been participating in the
program since its inception.
*
Data calculated using Net Zero Action Green Freight Handbook CO
2
emission factors (netzeroaction.org).
This includes international and domestic air, ocean, and land freight for shipments billed to our locations only.
Supplier Risk Management
Programs and Sourcing Risks
We continue to maintain a comprehensive Supply
Chain Risk Management program to identify
opportunities and address potential risk. Through our
third-party risk-monitoring platform, we are able to
systematically monitor varying risk criteria, including
financial, sustainability, and operational risks. A multilayered
risk-based approach helps to ensure
prospective and current suppliers can meet our
standards and their obligations. Elements of our
approach include:
• Automated risk monitoring, which includes public
data sources related to suppliers' physical/
geographic locations and news related to suppliers
(reputable global news outlets as well as social
media monitoring).
• Financial risk assessments, which are conducted
during onboarding of new suppliers as well as on
an ongoing basis for critical suppliers and those
with spend greater than $1 million annually.
• Office of Foreign Assets Control (OFAC) Denied Party Screening, which is
conducted during sourcing, onboarding of new suppliers and customers, and
ongoing for all suppliers and customers.
• Sustainability assessments completed by Tier 1 suppliers with system rollout.
• Supplier assessments - on-site, virtual, and self-assessments. International
suppliers that import into the U.S. are subject to periodic on-site assessments.
Assessments cover, among other things, compliance with Leggett & Platt policies.
Improving Performance of Our Global Logistics
Improving our global logistics performance is an important factor in our supply chain
management efforts, and we continue to make progress toward our goal to improve our
logistics and network efficiency.
In 2025, all modes of our domestic and international logistics showed a reduction in
emissions by 10%* over the previous year. We decreased our global logistics carbon
intensity by using more efficient modes of transportation and transporting more full
container loads.
LEGGETT & PLATT SUSTAINABILITY PROGRESS REPORT 41
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For more information, visit our
Supplier Information webpage.
LEGGETT & PLATT SUSTAINABILITY PROGRESS REPORT 42
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Key Priorities and Goals
Uphold high standards of ethical conduct
• Provide business ethics resources and training to substantially all
employees with company email access to ensure our standards are met
Maintain a high-functioning and effective Board of Directors and
Executive Leadership Team
• Cultivate a mix of opinions, perspectives, skills, experiences, and
backgrounds in our Board of Directors and Executive Leadership Team
Business Ethics and Governance
We are committed to ensuring a culture of good governance and high ethical
standards within our businesses. Rigorous corporate governance contributes
positively to long-term shareholder value, and our dedication to ethics instills
integrity in all aspects of our business.
Upholding High Standards of Ethical Conduct
Policies and Training
Every year, we provide business ethics resources and training to substantially all
employees with company email access to ensure our standards are met. We maintain
numerous policies to help our employees understand our commitment to ethical
business practices.
These policies guide our compliance efforts and address several important topics,
including, but not limited to, anti-bribery and corruption, antitrust and fair competition,
conflicts of interest, gifts and entertainment, privacy and data protection, social
responsibility, health and safety, insider trading, equal opportunity, and whistleblower
retaliation protection.
Business Policies Manual, Global Competition Policy, and Global Anti-Bribery
Policy
Leggett & Platt communicates its expectations for ethical and lawful conduct through its
Business Policies Manual, Global Anti-Bribery Policy, and Global Competition Policy. In
2025, the Business Policies Manual was distributed broadly across the organization with
online training for all recipients, while the Global Anti-Bribery Policy and Global
Competition Policy are made available to employees through the company's intranet
with online training assigned to employees based on
role, responsibility, and risk exposure.
We communicate our Global Anti-Bribery Policy to the
Board annually, as well as to substantially all our
suppliers designated as critical Tier 1 suppliers
periodically. Third parties who do business on behalf of
our company are expected to comply with all laws and
regulations and abide by the core principles described
in our Global Anti-Bribery Policy. Moreover, we have a
dedicated legal department and a network of trusted
attorneys worldwide assisting with any compliance or
regulatory issues that may arise anywhere we either
do business or where our products are sold.
Code of Business Conduct and Ethics and
Financial Code of Ethics
We maintain a Code of Business Conduct and Ethics
that applies to all directors, officers, and employees. All
directors and executive officers must attest annually
that they will comply with the Code of Business
Conduct and Ethics. Our senior financial officers
adhere to both this and the Financial Code of Ethics,
to which they also must certify annually.
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Every Leggett & Platt employee
is expected to:
• Comply with all laws, regulations,
and company policies
• Maintain ethical behavior
• Follow common privacy principles
when dealing with personal
information
• Report any suspected misconduct,
illegal activity, fraud, abuse of
company assets, or other violation
of ethical standards
Ethics Hotline
To help foster an ethical workplace and a culture of integrity, employees, suppliers, and
customers are all empowered, without fear of retaliation or punishment, to raise
questions or concerns about our operations and business practices and are encouraged
to report behaviors that they believe may violate the law or Company policy.
The Ethics Hotline is a telephone and email-based
reporting mechanism that is available 24 hours a day,
seven days a week, 365 days a year. Information about the
Ethics Hotline is translated into 14 different languages, and
callers can utilize the designated phone number for their
particular country, or a universal email address.
Information is available on Leggett & Platt's website and
employee intranet sites, incorporated into certain terms
and conditions with third parties, included in various
internal- and external-facing policies and procedures, and
posted in multiple high-traffic areas in each of our facilities
worldwide. Every employee is also provided written
reminders of the Ethics Hotline semi-annually.
In 2025, we received approximately 70 reports that were
processed through the Ethics Hotline. All of these reports
were (or are currently being) investigated.
Every report into the Ethics Hotline is treated confidentially
to the fullest extent reasonably practicable and allowed by
law. Designated personnel are trained to handle reports in
a way that maintains the integrity of the program.
Employees and others making reports are encouraged to identify themselves and make
themselves available to provide additional information, but they may choose to remain
anonymous.
Each report is fully investigated and communicated through a robust reporting process.
Any potential violation of law or Company policy that is reported through our Ethics
Hotline is immediately brought to the attention of certain members of the Board, senior
leaders, the Chief Compliance Officer, and the Vice President of Internal Audit. Every
report, regardless of whether it is later substantiated, is shared with two members of the
Board: one independent director and the CEO. Certain types of reports are also
communicated to our Audit Committee and external auditors. All reports received are
promptly investigated, and appropriate action is taken based on the findings.
Personnel from the Legal, Internal Audit, and Human Resources departments who
administer and investigate hotline reports are qualified to conduct investigations into
potential violations and have the appropriate authority and expertise to administer,
review, investigate, and evaluate such reports. If needed, external resources are also
available to assist in investigations.
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Our Ethics Hotline is a
telephone and emailbased
reporting
mechanism that is
available 24 hours a
day, seven days a
week, 365 days a year.
Maintaining a High-Functioning and Effective
Board of Directors and Executive Leadership Team
Our Board of Directors is comprised of highly experienced and engaged independent
directors and an executive director who provide effective oversight of the Company's
management. As of December 31, 2025, seven of eight of our directors were
independent and one director was a management director.
We recognize the value of cultivating a Board with a diverse mix of opinions,
perspectives, skills, experiences, and backgrounds, which we believe enhances our
decision-making processes and achievement of our long-term strategy.
Board Committees
Our Board reviews evolving corporate governance best practices, changing regulatory
requirements, and shareholder feedback and makes changes it believes are in the best
interest of Leggett & Platt and its stakeholders. The Board actively supervises our
overall strategies and programs through three standing committees:
• The Audit Committee oversees our enterprise risk-management process and the
scope and effectiveness of our compliance policies and programs.
• The Nominating, Governance and Sustainability Committee oversees our
corporate responsibility and sustainability policies and programs, including
environmental, social, and governance matters; reviews the sustainability report
and any sustainability targets; and annually reviews and oversees political and
charitable contributions.
• The Human Resources and Compensation Committee oversees Human
Resources policies and programs, compensation plans, officer and director
compensation, executive succession planning, and senior management leadership
development. This oversight is designed to support our business objectives; to
attract, retain, and develop high-quality leadership; and to link compensation with
business objectives and performance.
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Our independent directors reflect a range of backgrounds,
including three women and three directors who self-identify
as racial or ethnic minorities.
Corporate Governance
Our governance structure supports our sustainability goals and accountability:
• Governance efforts led by our Chief Compliance Officer, who is also the Executive
Vice President - General Counsel, with oversight by the Board and senior leaders
• Annually elected directors
• Majority voting and 3/3/20/20 proxy access
• Diverse board and management team
We also maintain good governance and effective operations through written policies and
auditing programs. Our written policies, procedures, and controls set the standards that
guide our actions and ensure the highest levels of responsibility, integrity, and legal
compliance across our businesses. We strive to ensure compliance with these
standards through ongoing review, monitoring, and auditing of our procedures and
controls, as well as through regular risk assessments, including anti-bribery, anticorruption,
and competition risk assessments covering substantially all our operations.
Our internal audit team proactively consults with and surveys a sample of employees
regarding potential ethical concerns.
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Policies
Corporate Governance Guidelines
Supplier Code of Conduct
Human Rights Policy
Environmental, Health, Safety, and
Sustainability Policy
Conflict Minerals Policy
Human Trafficking and Slavery Policy
Information About This Report
Forward-Looking Statements
This report contains "forward-looking" statements that are not historical in nature. These statements are
identified either by the context in which they appear or by use of words such as "aim," "anticipate," "believe,"
"estimate," "expect," "future," "goal," "intend," "may," "plan," "project," "seek," "should," "strive," or the like.
All such forward-looking statements are expressly qualified by the cautionary statements described in
this provision.
Any forward-looking statement reflects only the beliefs of Leggett & Platt or its management at the time the
statement is made. Because all forward-looking statements deal with the future, they are subject to risks,
uncertainties, and developments, which might cause actual events or results to differ materially from those
envisioned or reflected in any forward-looking statement. Moreover, we do not have, and do not undertake any
duty to update or revise any forward-looking statement to reflect events or circumstances after the date on
which the statement was made. For all of these reasons, forward-looking statements should not be relied upon
as a prediction of actual future events, objectives, strategies, trends, or results. Listed below are some
important risks, uncertainties, and contingencies that could cause actual events or results to differ materially
from forward-looking statements: our inability to (i) foster a positive, engaging, and inclusive culture and
enhance a safe workplace; (ii) maintain a diverse Board of Directors and Executive Leadership Team; (iii)
accurately measure and report GHG emissions data and reduce GHG emissions; (iv) accurately measure,
benchmark, and improve environmental performance of our global logistics activities, including our fleet and
freight services; (v) maintain the EPA SmartWay certification; (vi) reduce environmental impacts of our products
across their lifecycle; (vii) reduce and eliminate chemicals of concern within our products and manufacturing
processes; (viii) maintain a robust EHS program; (ix) reduce safety incident rates; (x) create equitable and
competitive compensation and benefits; (xi) improve employee talent development and employee engagement;
(xii) increase the number of manufacturing locations considered zero waste to landfill; (xiii) develop a
comprehensive chemical management program; (xiv) maintain ethical and responsible sourcing practices; (xv)
enhance our supplier strategy and goals; (xvi) incorporate our learnings into global and local changes in human
resources, talent, performance, promotion, and recruiting policies and practices; (xvii) improve key
management systems to improve data collection (including GHG emissions, energy usage, and other data);
(xviii) implement training of all sustainability matters; (xix) achieve climate-reduction targets and improve our
Scope 3 inventory; (xx) achieve targets associated with the GSCC Standard; (xxi) maintain participation in
CTPAT; (xxii) use water efficiently; (xxiii) produce safe, high-quality products; (xxiv) maintain legal and ethical
compliance of our employees and third parties who do business with and on behalf of Leggett; (xxv) enhance
our supplier assessment, risk management, and logistics processes, including a heightened emphasis on labor
and social standards; (xxvi) maintain alignment with TCFD, SASB, UN Sustainability Goals, and GRI; (xxvii)
align with the ISSB disclosure framework; (xxviii) transition locations to ISO 9001 third-party certified systems;
(xxix) standardize and maintain environmental management systems; (xxx) successfully manage our
environmental compliance; (xxxi) reduce our energy consumption and implement energy-efficient upgrades and
improvements; (xxxii) realize emission-reduction opportunities at our steel rod mill; (xxxiii) continue to
standardize our approach to performance management; and (xxxiv) continue the expansion and maturity of
succession planning efforts. They also include factors that could adversely impact our trade sales, earnings,
liquidity, cash flow, and financial condition, all of which could impact the funding available to carry out our
sustainability efforts; and other risk factors in our Form 10-K filed with the SEC on February 26, 2026, and
subsequent Form 10-Qs.
Other Important Information
The inclusion of information in this 2026 Sustainability Progress Report should not be construed as a
characterization regarding the materiality or financial impact of that information. For additional information that
is material to Leggett & Platt, Incorporated, including information on the factors that could impact our ability to
execute our sustainability strategies and other material risks to our business, please see our filings with the
SEC, including our annual report on Form 10-K filed February 26, 2026, and subsequent quarterly reports on
Form 10-Q. Uncertainties are inherent in collecting data from a wide range of operations in a global company
such as Leggett & Platt. We believe the data included in this report to be materially accurate, but not all such
data has been externally audited. We expect our data collection systems to evolve, and we seek to continually
improve our processes for collecting and disclosing accurate, meaningful, and consistent sustainability data.
LEGGETT & PLATT SUSTAINABILITY PROGRESS REPORT 47
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This 2026 Sustainability Progress Report is provided solely as a stakeholder courtesy, does not constitute any
representation, warranty, assurance, commitment, contract, or promise, and may not be relied upon by any
person for or entity for any purpose.
Trademarks and Logos
1
Many of the standard setting organizations referred to in this report have international trademark registrations
for their organization names.
LEGGETT & PLATT SUSTAINABILITY PROGRESS REPORT 48
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Appendix 1: SASB Building Products & Furnishings Disclosure
Disclosure Description Response
CG-BF Building Products & Furnishings
CG-BF-130a Energy Management in Manufacturing
CG-BF-130a.1 (1) Total energy consumed, (2) percentage grid
electricity and (3) percentage renewable
(1) Total energy consumed by
Leggett & Platt in 2025 was
1,460,349 MWh (all energy types)
(2) Substantially all electricity used
is from the grid.
(3) 2026 Sustainability Progress
Report, p. 37
CG-BF-250a Management of Chemicals in Products 2026 Sustainability Progress
Report, p. 26-27
CG-BF-250a.1 Discussion of processes to assess and manage
risks and/or hazards associated with chemicals
in products
2026 Sustainability Progress
Report, p. 26-27
CG-BF-250a.2 Percentage of eligible products meeting volatile
organic compound (VOC) emissions and content
standards
On-site chemicals are managed
according to federal, state, and
local regulations, through a riskbased
approach.
CG-BF-410a Product Lifecycle Environmental Impacts
CG-BF-410a.1 Description of efforts to manage product lifecycle
impacts and meet demand for sustainable
products
2026 Sustainability Progress
Report, p. 18-19
CG-BF-410a.2 (1) Weight of end-of-life material recovered, (2)
percentage of recovered materials recycled
(1) We currently do not have this
information to report.
(2) 2026 Sustainability Progress
Report, p. 18-19
CG-BF-430a Wood Supply Chain Management
CG-BF-430a.1 (1) Total weight of wood fiber materials
purchased, (2) percentage from third-party
certified forestlands, (3) percentage by standard
and (4) percentage certified to other wood fiber
standards, (5) percentage by standard
(1) We currently do not have this
information to report.
(2) Total certified wood spend 47%
(Adjustable Bed Business only)
(3) Total certified wood spend 47%
(ABU only)
(4) and (5) We currently do not
have this information to report.
CG-BF-000.A Annual production Our steel rod mill in Sterling, Illinois,
is material to our overall
manufacturing processes and is
reported in our Bedding Products
segment. It has an annual output
capacity of approximately 500,000
tons of steel rod, of which
approximately half is used by our
own wire mills.
2025 10-K , p. 29
CG-BF-000.B Area of manufacturing facilities Our steel rod mill in Sterling, Illinois,
is material to our overall
manufacturing processes and is
reported in our Bedding Products
segment. The rod mill consists of
approximately 1 million square feet
of owned production space.
2025 10-K , p. 29
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Appendix 2: Alignment to United Nations Sustainable Development Goals
LEGGETT & PLATT SUSTAINABILITY PROGRESS REPORT 50
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Our
People
Foster a positive, engaging,
and inclusive culture
Enhance our safety culture
Innovative
Products
Reduce environmental impacts of
our products across their lifecycle
Improve chemical management in
our business
The
Environment
Demonstrate our ongoing commitment
to environmental responsibility
Reduce greenhouse gas (GHG)
emissions
Supply Chain
Management
Maintain ethical and responsible
sourcing practices
Improve performance of our global
logistics
Business Ethics
and Governance
Uphold high standards of ethical
conduct
Maintain a high-functioning and
effective Board of Directors and
Executive Leadership team
UN Sustainable Development Goals
UN Sustainable Development Goals
Leggett & Platt Goals
5 8
3
12
12
6 13 15
13
13
12
16 17
9
7
16
Appendix 3: GRI Content Index
Leggett & Platt has reported the information cited in this GRI Content Index for the period
January 1, 2025 through December 31, 2025 with reference to the GRI Standards.
GRI 1: Foundation 2021
GRI Standard Disclosure Response
General Disclosures
GRI 2: General Disclosures 2021
2-1 Organizational details a)
2025 10-K
, p. 3
b) Stock Corporation, NYSE listed and
publicly traded (LEG)
c)
2025 10-K
, p. 28
d) 2026 Sustainability Progress Report,
p. 2;
2025 10-K
, p. 8, 29
2-2 Entities included in the
organization's sustainability reporting
a) 2026 Sustainability Progress Report,
p. 3
2-3 Reporting period, frequency and
contact point
a) 2026 Sustainability Progress Report,
p. 3; Annual
b)
2025 10-K
, Cover Page
c) July 31, 2026
2-5 External assurance a)
2025 Leggett & Platt Assurance
Report
; 2026 Sustainability Progress
Report, p. 35; We determine when we
require external assurance on
sustainability data based on a risk
assessment of internal and external
factors including: compliance with laws
and regulations, industry best practices,
and internal goals and capabilities.
Relevant board committees and senior
management are involved throughout
the assurance approval process and
final assurance opinion.
b)
2025 Leggett & Platt Assurance
Report
; 2026 Sustainability Progress
Report, p. 35
2-6 Activities, value chain and other
business relationships
a)
2025 10-K
, p. 3; 2026 Sustainability
Progress Report, p. 2
b)
2025 10-K
, p. 3-6, 28-29
2-7 Employees a) 2026 Sustainability Progress Report,
p. 5;
2025 10-K
, p. 11-12
2-9 Governance structure and
composition
a) 2026 Sustainability Progress Report,
p. 45,
Leggett & Platt Governance
b) 2026 Sustainability Progress Report,
p. 45,
Leggett & Platt Governance
c) 2026 Sustainability Progress Report,
p. 45,
Leggett & Platt Governance
;
2026 Proxy Statement
, p. 2, 13-17
2-10 Nomination and selection of the
highest governance body
a)
Leggett & Platt Governance
Corporate Governance Guidelines
b)
2026 Proxy Statement
, p. 8-9
2-11 Chair of the highest governance
body
a)
Leggett & Platt Governance
b)
2026 Proxy Statement
p. 5
2-12 Role of the highest governance
body in overseeing the management of
impacts
a) 2026 Sustainability Progress Report,
p. 46
b)
Leggett & Platt Governance; 2026
Proxy Statement
p. 4
c)
Leggett & Platt Governance
2-13 Delegation of responsibility for
managing impacts
a) 2026 Sustainability Progress Report,
p. 45-46
2-14 Role of the highest governance
body in sustainability reporting
a) 2026 Sustainability Progress Report,
p. 46
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GRI Standard Disclosure Response
GRI 2: General Disclosures 2021
2-17 Collective knowledge of the
highest governance body
2026 Proxy Statement
, p. 2
2-19 Remuneration policies a)
2026 Proxy Statement
, p. 1-12;
31-59
b)
2026 Proxy Statement
, p. 1-12;
31-59
2-20 Process to determine
remuneration
a)
2026 Proxy Statement
, p. 31-59
b)
2026 Proxy Statement
, p. 31-59;
Form 8-K
for Leggett & Platt,
Incorporated filed May 22, 2026, p. 2-3
2-22 Statement on sustainable
development strategy
a) 2026 Sustainability Progress Report,
p. 3
2-23 Policy commitments a)
Leggett & Platt Governance
, 2026
Sustainability Progress Report, p. 40,
43
b)
Human Rights Policy
c)
Leggett & Platt Sustainability
-
Various policies linked;
Leggett & Platt
Governance
2-25 Processes to remediate negative
impacts
a)
Human Rights Policy Grievance
Mechanism; Reporting Violations
b) 2026 Sustainability Progress Report,
p. 43;
Human Rights Policy Grievance
Mechanism; Reporting Violations
2-26 Mechanisms for seeking advice
and raising concerns
a) 2026 Sustainability Progress Report,
p. 43
2-28 Membership associations Leggett & Platt, Inc. was a member of
17 membership associations, paying
dues or fees of approximately $0.45M
2-30 Collective bargaining agreements a)
2025 10-K
, p. 11
Material Topics
GRI 3: Material Topics 2021
3-1 Process to determine material
topics
a)
Leggett & Platt Sustainability
b)
Leggett & Platt Sustainability
3-2 List of material topics a)
Leggett & Platt Sustainability
Economic Topics
GRI 201: Economic Performance 2016
201-2 Financial implications and other
risks and opportunities due to climate
change
a) 2026 Sustainability Progress Report,
p. 38;
2025 10-K
, p. 16-17, 24-26,
62-63
GRI 205: Anti-Corruption 2016
205-2 Communication and training
about anti-corruption policies and
procedures
2026 Sustainability Progress Report, p.
43
Leggett & Platt Governance
Environmental Topics
GRI 301: Materials 2016 301-2 Recycled input materials used 2026 Sustainability Progress Report, p.
18, 25, 31
GRI 302: Energy 2016
302-1 Energy consumption within the
organization
a) 783,803 MWh (Natural Gas,
Gasoline, Propane Gas, Diesel,
Distillate Fuel Oil, Coal-to-Methanol, Jet
Fuel)
c) i 673,842 MWh, ii 321 MWh, iii 1
MWh, 2,382 MWh
e) 1,460,349 MWh (all energy types,
including market-based electricity)
302-3 Energy intensity a) 0.053 MWh per square foot
b) Portfolio square footage
c) All energy types
d) The ratio uses energy consumption
within the organization.
302-4 Reduction of energy consumption a) 2026 Sustainability Progress Report,
p. 34, 36-37
b) 2026 Sustainability Progress Report,
p. 34, 36-37
GRI 303: Water and Effluents 2018
303-1 Interactions with water as a
shared resource
a) 2026 Sustainability Progress Report,
p. 32
303-2 Management of water dischargerelated
impacts
a) 2026 Sustainability Progress Report,
p. 32
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GRI Standard Disclosure Response
GRI 305: Emissions 2016
305-1 Direct (Scope 1) GHG emissions a) 2025 Sustainability Progress Report,
p. 35
b) 2025 Sustainability Progress Report,
p. 35
d) 2025 Sustainability Progress Report,
p. 35
305-2 Energy indirect (Scope 2) GHG
emissions
a)
Leggett & Platt Sustainability
Website
b) 2026 Sustainability Progress Report,
p. 35
c) 2026 Sustainability Progress Report,
p. 35
d) 2026 Sustainability Progress Report,
p. 35
e)
Leggett & Platt Sustainability
Website
f)
Leggett & Platt Sustainability Website
g)
Leggett & Platt Sustainability
Website
305-3 Other indirect (Scope 3) GHG
emissions
b) 2026 Sustainability Progress Report,
p. 35
c) 2026 Sustainability Progress Report,
p. 35
d) 2026 Sustainability Progress Report,
p. 35
305-4 GHG emissions intensity a) 0.00012 MTCO2e per dollar (USD)
b) $4.055 billion
c) Scope 1 & Scope 2 market-based
Total MTCO
2
e
305-5 Reduction of GHG emissions a) 2026 Sustainability Progress report,
p. 37
b) Methane CH
4
, Nitrous Oxide N
2
O,
CO
2
Carbon Dioxide
d) Scope 1 & 2
GRI 306: Waste 2020
306-1 Waste generation and significant
waste-related impacts
a) 2026 Sustainability Progress Report,
p. 31
306-2 Management of significant wasterelated
impacts
a) 2026 Sustainability Progress Report,
p. 31
c) 2026 Sustainability Progress Report,
p. 31
306-4 Waste diverted from disposal e) 2026 Sustainability Progress Report,
p. 31
Recycling of steel, foam, cardboard,
paper, plastic, chemicals, lubricants,
and others are examples of ways our
sites increase their waste-diversion
rates.
GRI 308: Supplier Environmental
Assessment 2016
308-1 New suppliers that were
screened using environmental criteria
a) 2026 Sustainability Progress Report,
p. 41
Social Topics
GRI 401 Employment 2016 401-1 New Employee Hires and
Employee Turnover
a) 3,048 employees
b)
2025 10-K
, p. 11
GRI 403: Occupational Health and
Safety 2018
403-1 Occupational health and safety
management system
a) 2026 Sustainability Progress Report,
p. 11-12
b) 2026 Sustainability Progress Report,
p. 11-12
LEGGETT & PLATT SUSTAINABILITY PROGRESS REPORT 53
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GRI Standard Disclosure Response
GRI 403: Occupational Health and
Safety 2018
403-2 Hazard identification, risk
assessment, and incident investigation
2026 Sustainability Progress Report, p.
11-12
Our goal is to reduce and eliminate
workplace injuries through process
safety and to continuously improve from
lessons learned through accident
investigations. We use a risk-based
approach to identify the type and scope
of EHS assessments to be conducted.
The assessment tracks facility
compliance and engagement with all
required SafeGuard program elements.
Where necessary, corrective action
plans are developed and implemented.
SafeGuard facilitates the development
of relevant job hazard analysis, which
must be undertaken on many
processes and is used to develop
comprehensive job procedures. Jobspecific
health and safety practices are
implemented across the business.
Emergency response plans and
business continuity planning are
required elements for our
manufacturing facilities under
SafeGuard.
403-5 Worker training on occupational
health and safety
2026 Sustainability Progress Report, p.
11-13
403-8 Workers covered by an
occupational health and safety
management system
2026 Sustainability Progress Report, p.
11-13
Under SafeGuard, our comprehensive
health and safety management system,
all facilities globally are required to
follow stringent health and safety
requirements. These requirements
apply to all employees at our
manufacturing facilities, including
permanent, temporary, and contracted
workers.
403-9 Work-related injuries 2026 Sustainability Progress Report, p.
13
GRI 404: Training and Education 2016
404-1 Average hours of training per
year per employee
a) 2026 Sustainability Progress Report,
p. 6, 42
Depending on job position and
responsibilities, many employees
receive several hours of training per
year. In addition to formal training, our
Legal Compliance team regularly
interacts with employees to provide
individual guidance and training when
appropriate for specific legal
compliance topics.
404-2 Programs for upgrading
employee skills and transition
assistance programs
a) 2026 Sustainability Progress Report,
p. 6-8;
2025 10-K
, p. 11
404-3 Percentage of employees
receiving regular performance and
career development reviews
a) 2026 Sustainability Progress Report,
p. 8
GRI 405: Diversity and Equal
Opportunity 2016
405-1 Diversity of governance bodies
and employees
a)
2026 Proxy Statement
, p. 2
b) 2026 Sustainability Progress Report,
p. 5
GRI 414: Supplier Social Assessment
2016
414-1 New suppliers that were
screened using social criteria
a) 2026 Sustainability Progress Report,
p. 41
GRI 415: Public Policy 2016 415-1 Political contributions
Leggett & Platt Political Contributions
GRI 416: Customer Health and Safety
2016
416-1 Assessment of the health and
safety impacts of product and service
categories
a) 2026 Sustainability Progress Report,
p. 20-22
LEGGETT & PLATT SUSTAINABILITY PROGRESS REPORT 54
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